益普生Ipsen（IPN）2018年年度報告「巴黎泛歐證券交易所」.pdf

1、RonnyLiving with neuroendocrine tumorsRingwood,UK2018 Annual ReportTABLE OF CONTENTS04 HIGHLIGHTS06 DAVID MEEK,CEO:MAKING PATIENT CENTRICITY A REALITY09 WE LISTEN 10 To Ronny,a patient living with neuroendocrine tumors 12 To Janice,a patient living with cervical dystonia 14 To Wade,a patient living

2、with acromegaly 16 To the voice of consumers17 WE INNOVATE 18 Model&Strategy:our strategic approach to deliver sustainable growth 19 Our activities:where patients need us 20 Focus on our assets in Oncology 22 Focus on our assets in Neuroscience 24 Focus on our assets in Rare Diseases 26 Focus on our

3、 assets in Consumer HealthCare 28 Our R&D:to deliver on our promise and be a partner-of-choice 29 Our R&D pipeline 30 Our manufacturing and R&D sites 32 Our global presence 34 Our key indicators37 WE DELIVER 38 Our Executive Leadership Team 40 Our Board of Directors&Committees 41 Our people make us

4、who we are 42 Our patient-centric culture 44 Our strong Environment,Health&Safety culture 45 Fondation Ipsen 46 Ethics&Social Responsibility0304HIGHLIGHTS2018 was been a remarkable year for Ipsen.We remain focused on executing our internal and external innovation strategy to build a robust pipeline,

5、ensure continued growth and optimize value for patients and shareholders.FEBRUARY 21,2018We signed a strategic agreement with Arix Bioscience.The objective of this collaboration is to identify opportunities and jointly create new companies focused primarily on the development and marketing of innova

6、tive therapies for patients.JULY 4,2018The New England Journal of Medicine(NEJM)published results from the CELESTIAL Phase lll pivotal trial of cabozantinib in patients with previously treated advanced hepatocellular carcinoma(HCC).The data demonstrate that cabozantinib provided a statistically sign

7、ificant and clinically meaningful improvement in overall survival versus placebo(1).JULY 19,2018We signed an agreement with BioLabs to open a life science co-working facility at our new North America global hub in Kendall Square,Cambridge,Massachusetts.The shared space is a fully equipped office and

8、 laboratory facility dedicated to supporting entrepreneurs and startups developing the next generation of therapeutics for patients.MARCH 28,2018We announced that the European Medicines Agency(EMA)validated the filing of a new application for an additional indication for Cabometyx,for patients with

9、previously treated advanced hepatocellular carcinoma(HCC).JANUARY 16,2018With Exelixis,we announced the CELESTIAL Phase lll pivotal trial results of cabozantinib demonstrating significant overall survival benefit in patients with previously treated advanced hepatocellular carcinoma(HCC).Cabozantinib

10、 provided a statistically significant and clinically meaningful improvement versus placebo in overall survival for the population of second-and third-line patients enrolled in the study(1).MAY 29,2018With the University of Texas MD Anderson Cancer Center,we announced a global licensing and joint dev

11、elopment agreement for a preclinical oncology drug candidate discovered by researchers at MD Andersons Institute for Applied Cancer Science(IACS).MD Anderson is leading the Phase I clinical development and Ipsen will be responsible for further global development and marketing.0405OCTOBER 3,2018We jo

12、ined the Biotechnology Innovation Organization(BIO),the largest association of biotechnology companies,academic institutions and biotech centers around the world,and a leader in biotech innovation for over a quarter of a century.DECEMBER 31,2018Somatuline achieved sales of over USD 1 billion,making

13、it Ipsens first-ever blockbuster.MARCH 6,2019We simultaneously announced the EU launch of a new pre-filled syringe for Somatuline Autogel(lanreotide)for patients with neuroendocrine tumors(NETs),acromegaly or symptoms associated with carcinoid syndrome,and released findings from the human factor stu

14、dies that underpinned its development as a poster presentation at ENETS 2019.SEPTEMBER 21,2018We received a positive CHMP(Committee for Medicinal Products for Human Use)opinion for Cabometyx(cabozantinib)for the second-line treatment of hepatocellular carcinoma(HCC)in adults previously treated with

15、sorafenib.NOVEMBER 20,2018Together with 3BP,we announced that the first patient has been dosed in a Phase I/II study for the first-in-class radionuclide 177Lu-IPN01087.The compound targets cancer cells in patients with advanced solid tumors which express the Neurotensin Receptor Subtype 1(NTSR1).FEB

16、RUARY 25,2019We announced that we entered into an agreement to acquire Clementia Pharmaceuticals,including its key late-stage clinical asset palovarotene.JANUARY 11,2019We demonstrated our leadership position in neurotoxin research with a strong presence at TOXINS 2019.Dysport(abobotulinumtoxinA)and

17、 its recombinant botulinum toxins pipeline were the subject of 50 posters.APRIL 18,2019We completed the acquisition of Clementia Pharmaceuticals.A N I P S E N C O M P A N YNOVEMBER 15,2018The European Commission(EC)approved Cabometyx(cabozantinib),for the treatment of hepatocellular carcinoma(HCC)in

18、 adults previously treated with sorafenib(1).05I N T E R V I E W06Making patient centricity a realityAn interview with David MeekDavid MeekChief Executive Officer,Ipsen06072018 was another record-breaking year for Ipsen.What were some of the highlights?David Meek:2018 was a remarkable year for Ipsen

19、 as a leading global biopharmaceutical company focused on innovation and Specialty Care.We remained passionately committed to and focused on our mission:improving patients lives through innovative medicines in Oncology,Neuroscience,Rare Diseases and Consumer HealthCare.Few companies have the rare co

20、mbination of dynamic growth,coupled with outstanding and engaged colleagues with a shared patient-centric mindset.In 2018,we exceeded the EUR 2 billion revenue mark,something were very proud of.We also said wed aspire to launch at least one new drug or meaningful indication every year,and were deliv

21、ering on that promise:we received the European Commissions approval for the first-line treatment of kidney cancer and second-line treatment of liver cancer,which makes three indications for Cabometyx.As we move into 2019,well continue to expand its potential for patients.Somatuline grew substantiall

22、y and reached USD 1 billion in revenue worldwide,becoming Ipsens first blockbuster!This is such a great achievement and one were all very proud of.Our Neuroscience franchise continues to experience double-digit growth and sustained strength.In fact,Dysport had its best-ever year in the US.Were incre

23、asingly leveraging Dysports differenti-ation within the scientific community.As for Consumer HealthCare,the business delivered a second year of growth,in line with the overall consumer healthcare market.Were on the right track toward the creation of a growing,sustainable and autonomous business,and

24、we will continue our growth momentum in 2019.Having three global innovation hubs-in the USA,France and the UK-gives us a real advantage in terms of R&D and our ability to reach patients worldwide and allows us to attract top global talent.Being present in thriving healthcare ecosystems is important

25、for our innovation agenda.We are committed to delivering on our growth strategy and further establishing ourselves as a development and commercial powerhouse.How does Ipsens patient-centric mindset impact your business strategy and the results?DM:Ipsens purpose is clearer than ever:to deliver new an

26、d innovative treatments to patients so they can live the life they deserve.We have a commitment and,Id argue,an obligation to patients,to innovate,to be bold,agile and find breakthroughs that will improve patients lives.This focus on patients,on finding new ways to make a difference for them,is the

27、foundation of everything we do.A?er all,patients cant wait and that means we cant either.Were continuing to build this patient-centric mindset into every aspect of our business.In Specialty Care in particular,patients o?en dont have many treatment options.Sometimes our treatments are their only opti

28、on.So we have a responsibility to continually listen to patients and understand their needs and perspectives so we can improve,go further and offer more.What sets Ipsens company culture apart?DM:The longer Im in this industry,the more I see that the science and products can only exist because of the

29、 people-the patients who use them and the people who work here.Our business is people.And over the last few years,the companys biggest transformation has been its people.At our best,were a collection of high-performing,patient-focused,innovative people,who inspire and respect each other.Of course,wi

30、thin Ipsen we have multiple,quite distinct cultures.But wherever you look,you see people driven by curiosity.Because only people,in all their creativity,can truly disrupt the status quo.However,we do need to be aligned on our vision and our mission to achieve that.We launched the One Ipsen Way of Be

31、ing this year.Its a charter built on five pillars that represent our behaviors and serve as both a guide and an inspiration for every single Ipsen employee.Trust,the drive to win,collaboration,integrity and accountability-these shared values unite us and keep us focused on our common goal of improvi

32、ng patients lives around the world.“This focus on patients,on finding new ways to make a difference for them,is the foundation of everything we do.A?er all,patients cant wait and that means we cant either.”“Ipsens purpose is clearer than ever:to deliver new and innovative treatments to patients so t

33、hey can live the life they deserve.”07I N T E R V I E W08What are your ambitions for 2019 and beyond?DM:Im looking forward to another year of solid industry-leading growth and to creating a sustainable future.In fact,our financial guidance for 2019 calls for revenue growth greater than 13%.Since wer

34、e on track to deliver our 2020 financial targets one year earlier than expected,we have provided a new 2022 financial outlook of EUR 3.2 billion in sales,and a margin greater than 32%.To continue delivering superior value to patients and stakeholders,my first priority in 2019 is to build a sustainab

35、le pipeline by executing on our internal and external innovation strategy and bringing strong cornerstone assets in-house.And were already off to a great start Were accelerating the development of several new chemical entities.Though relatively early,some of these programs could advance quickly thro

36、ugh clinical development.Through our systemic radiation therapy(SRT)programs in Oncology,were developing radiolabeled diagnostics and therapeutics for true precision medicine through a theranostic approach.Our SRT programs are currently in Phase l/ll development.In early 2019,we also recruited our f

37、irst patient for a best-in-class oncology drug candidate were developing with the MD Anderson Cancer Center.Our 2018 growth propelled us to a leadership position as one of the top 14 oncology companies in the world.As for Neuroscience,in our earlier-stage pipeline were accelerating our recombinant n

38、eurotoxin programs.The fast-acting toxin has completed Phase l,and the two long-acting toxins are currently in preclinical development.In Rare Diseases,we completed the acquisition of Clementia Pharmaceuticals.This acquisition enhances Ipsens ability to treat rare conditions,specifically fibrodyspla

39、sia ossificans progressiva(FOP)and multiple osteochondromas(MO)-two rare and disabling bone diseases in which skeletal muscle and connective tissue are gradually replaced by bone.Our new and innovative late-stage clinical asset,palovarotene,has the potential to help manage these diseases.In fact,pal

40、ovarotene received orphan drug designation for FOP and MO from the FDA(Food and Drug Administration),fast track and breakthrough therapy designations for FOP from the FDA,and orphan status for FOP from the EMA.Palovarotene has also qualified for a Rare Pediatric Priority Review Voucher(PRV).With the

41、 Clementia team joining Ipsen,we aim to bring new,life-altering treatments to children and adults who currently have no other therapeutic options.Moving into 2019 and beyond,well continue to increase the value of our key internal R&D programs.Our pipeline is broader and deeper than it has ever been

42、and we will continue to be agile and focus our resources where we have the greatest chances of success for patients.Were looking at digital disruption to revolutionize our industry,starting in Oncology,R&D and business development.My hope is that every employee,every team member fully embraces our c

43、ulture:were people who are different in all sorts of ways,but alike in courage.The courage to take risks,hold each other accountable and disrupt the status quo for better patient outcomes.To continue delivering on our vision of being a leading global biopharmaceutical company focused on innovation a

44、nd Specialty Care,well need to be bold and not settle for only what we have.We cannot be incremental-only by being bold can we make the breakthroughs that will deliver real value to patients and shareholders alike.“Our business is people.And over the last few years,the companys biggest transformatio

45、n has been its people.At our best,were a collection of high-performing,patient-focused,innovative people,who inspire and respect each other.”0809WE LISTENPatients are at the heart of everything we do.To serve them,we must understand their needs,gain their insights and learn about their hopes for the

46、 future.Everything we achieve starts with listening to what they have to say.RonnyLiving with neuroendocrine tumorsRingwood,UK09Ronnys road to being diagnosed with stage IV metastatic neuro-endocrine tumors(NETs)in 2010 began during a routine appointment at an asthma clinic.A lifelong asthmatic,Ronn

47、y attended the clinic once a year,and it was during a chat with the clinic nurse that he noticed his sudden weight loss.“I told the nurse,I think Im a bit lighter than I thought I was.She asked me if I had meant to lose weight-I hadnt,so she ordered some blood tests.”Shortly after,he received the di

48、agnosis.“I suspect I was in complete shock.I think there was a little bit of denial in there that I actually had cancer,”he re-calls.“At my initial oncologist appoint-ment,I did what people do in the mov-ies.I asked how long I had to live.The doctor said,months,years.I kind of switched off after tha

49、t.But what he did say after that was With the right treat-ment,you could live a lot longer.”A few months later,Ronny began his treatment.He retired from his job in the army to dedicate himself to his family and focus on his health.He began a blog to raise awareness of this rare and fre-quently misdi

50、agnosed form of cancer,which has had over 800,000 views to 10W E L I S T E Ndate.Today in Ringwood,Hampshire,England,the 63-year-old grandfather of four enjoys walking,cycling and spend-ing time with his family.“Because I had access to the right treatment at the right time,Im now living a reasonable

51、 quality of life.”But most importantly,Ronny has had the time to do things he wasnt sure hed get to do.“I go on hol-idays with my wife,Christine,travel to places I never thought Id see.When I was diagnosed,I had no idea whether I would get to see my grandsons grow up,go to school.Now,Im sure Ill get

52、 to see the eldest get a job,perhaps even start a family.I didnt think I had any chance of that.”Meet Ronny on I“I go on holidays with my wife,Christine,travel to places I never thought Id see.When I was diagnosed,I had no idea whether I would get to see my grandsons grow up,go to school.Now,Im sure

53、 Ill get to see the eldest get a job,perhaps even start a family.I didnt think I had any chance of that.”11Janices symptoms first appeared when she was 21 years old.“It started with a slight left-to-right tremor,like I was shaking my head no,”she remembers.Self-conscious about the tremors she couldn

54、t control,Jan-ice took refuge in her home and avoided social situations.“I missed out on graduations,on birthdays,on Christmas Eves,”she recalls.“I just to-tally isolated myself in the comfort of my home.”The tremors made Janice self-conscious and uncomfortable in public.She re-marks,“In photos,youl

55、l o?en see me with my hand up by my face.That little motion would help me keep my head still.”It would take more than eight years for Jan-ice to finally be diagnosed with cervical dystonia.During that time,Janices symptoms werent taken seriously by her doctors.The first neurologist she saw chalked h

56、er tremors and neck pains to her pregnancy.But Janice knew it was something else.Her pain and the tremors gradually wors-ened until Janice had a hard time doing simple daily activities.When she finally found a neurologist who knew what her symptoms meant and diagnosed her,it was a tremendous relief.

57、“Theres no cure for cervical dystonia,”she notes.“At first,that scared me.But my doctor had a treatment plan.”Today,JaniceLiving with cervical dystoniaTennessee,USA12W E L I S T E Nher tremors and pain have diminished and she can once again do the things she loves.Shes also active in a support group

58、 for people with cervical dystonia,which has helped her build a community of peo-ple who have had similar experiences.“The treatment has worked well with me,”Janice says.“Its given me a boost of con-fidence and an opportunity to change my life and make things easier and less stressful.”A?er years of

59、 isolating herself,Meet Janice on I“The treatment has worked well with me;its given me a boost of confidence and an opportunity to change my life and make things easier and less stressful.”she says the biggest change in her life is that shes able to be present.“Im there for my family-I participate i

60、n activities and do things I normally would have hid-den from.I can live my life,do the things I want to do.And be happy.”13skeptical at first.“I said,What do you know,youre just my mother!”But he followed her advice and talked to his doctor.As it turned out,his mother was right.Wade was quickly dia

61、gnosed with acromegaly-a tumor on his pituitary gland was causing it to produce an excessive amount of growth hormone,triggering bone growth.He Wade,a 38-year-old father of three,lives in Salt Lake City,Utah,USA.In 2015,he began to notice a series of changes in his body:he developed an underbite,his

62、 lower teeth were spreading,his feet started to grow,he had pain in his knees and shoulders and he experienced frequent bouts of sleep apnea.“I was in a lot of pain,”he says.“I was in my mid-thirties and I felt like my body was falling apart.”His doctors suggested jaw surgery.“Then my mother,of all

63、people,said Hold on!I think you need to get your pituitary checked,”remembers Wade.He was WadeLiving with acromegalySalt Lake City,USA14W E L I S T E Nfinally had a diagnosis that explained his symptoms,a relief a?er so much uncertainty.A?er undergoing surgery to remove the tumor,Wade began his trea

64、tment.“Theres no cure for acromegaly,”Wade notes.“You have to treat it throughout your life.But a?er my diagnosis,my outlook was very positive.I thought,What do I need to do to get better?”else has he learned from his experience with acromegaly?“Always listen to your mother,because mothers know best

65、,”Wade says with a smile.Thanks to his monthly injection,his growth hormone rate has returned to normal.Wade now has the tools and support he needs to manage his condition so that he can lead a normal life.“Im able to play soccer and sports and go skiing and do things with my family that I wanted to

66、 do before but wasnt able to,because I was in a lot of pain,”he says.“Now with the treatment,I live the life I want to live.”What“Now with the treatment,I live the life I want to live:Im able to play soccer and sports and go skiing and do things with my family that I wanted to do before but wasnt ab

67、le to,because I was in a lot of pain.”Meet Wade on I15For our Consumer HealthCare(CHC)division,patients are also consum-ers.“One specificity of our division is that our products are at the crossroads of patient benefits,backed by clinical evi-dence,and consumer benefits.They can generate either a do

68、ctors prescription,a pharmacists recommendation or a direct demand.We must be at that crossroad,”says Benoit Hennion,Executive Vice Pres-ident,Consumer HealthCare.“Thats why were spending more time than ever with consumers.”Meeting the needs of con-sumers and developing innovative prod-ucts that res

69、onate with them requires a different approach.And that begins with listening.In 2018,we greatly extended our consumer outreach through new ways of listening,including these two initiatives:Innovation Race Journey:in April 2018,we kicked off a global digital brainstorming session to identify new prod

70、ucts and services for our customers.We then refined and tested the most prom-ising ideas that were generated internally with more than 1,500 consumers across Europe,Russia and Asia.Based on both quantitative and qualitative interviews and research,this outreach helped further refine and prioritize i

71、deas for the develop-ment of new products and services meet-ing patients needs.Smecta Smiles Campaign:the team also connected in 2018 with more than 1,300 consumers from China,Russia and France who are familiar with the Smecta brand for their input on the new brand positioning and brand image propos

72、als to gain insight into the market,the com-petition and how these factors evolve over time.The goal is clear:to continue demonstrating the clinical benefits of each product,while developing innovations that meet consum-ers needs,so that our consumer healthcare products are top-of-mind for physician

73、s,pharmacists and consumers alike.JasonMarketing,Consumer HealthCareShanghai,ChinaINNOVATION RACE JOURNEY With the Innovation Race Journey,we collected ideas from some of the smartest and most talented people we know:our fellow colleagues!Last year,CHC received more than 4,000 ideas from employees w

74、orld-wide.From those ideas,four new products have already entered the development phase and more will follow soon.90 millionOTC packs sold around the worldTo the voice of consumers16W E L I S T E NWE INNOVATEOur ambitious goal is to bring new hope to patients.To succeed,we must be bold.Thats why we

75、innovate.Creative,agile and driven,we seek out new solutions for someof the hardest-to-treat conditions,so no patient is le?behind.Melanie Global Quality,CHCDreux,France17Model&Strategy Our strategic approach to deliver sustainable growthOver the past few years,Ipsen has experienced a profound trans

76、-formation across its divisions,functions and geographies.At the same time,weve outpaced the industry in terms of growth rate and we expanded our foot-print significantly to better serve patients in need.Our strategic roadmap reflects our ambition to continue delivering sustainable growth in an envi

77、ronment requiring to be ever more agile and innovative.Ipsens ability to build innovative business models and digital solutions is set to play an increasingly important role in the execution of our strategy.“The reason why digital is important for us at Ipsen is that it can have a profound impact on

78、 patients,”says Dominique Bery,Executive Vice President,Strategy&Trans formation.“First,we believe that by developing personalized digital solutions we can improve the quality of life of patients and their clinical outcomes.Second,using digital solutions internally can help to accelerate our time to

79、 market and deliver Dominique BeryEVP,Strategy&Transformation“We have established three priorities in our strategic agenda:increase the value of our pipeline through the acceleration of internal programs as well as externally sourced assets,maximize our competitiveness and our differentiation in our

80、 three core areas of focus in Specialty Care-Oncology,Neuroscience,and Rare Diseases-and drive productivity gains to reinvest in future growth.”Dominique Bery Executive Vice President,Strategy&Transformationinnovative medicines to patients who cant wait.Imagine if we could reduce the time to diagnos

81、is to a matter of months for a disease like neuroendocrine tumors(NETs),which o?en goes undiagnosed for years.It would have a tremendous impact on patients.We see this as our responsibility as a leader in NETs treatments,and we are exploring how artificial intelligence(AI)applied to real world data

82、could help diagnose patients earlier.”18W E I N N O V A T EONCOLOGY Ipsen is proud to offer treatments with significant benefits for cancer patients,including improved patient longevity and quality of life,particularly in areas where there are currently few effective treatments.Our portfolio has tre

83、atments for a range of rare and difficult-to-treat cancers:neuroendocrine tumors,renal cell carcinoma,hepatocellular carcinoma,pancreatic cancer,prostate cancer,breast cancer,bladder cancer,carcinoid syndrome and medullary thyroid cancer.Today,Ipsen is among the top 14 oncology companies in the worl

84、d,with the ambitious goal of launching one new treatment or major indication every year.Our activities Where patients need usAt Ipsen,our aim is to improve the lives of patients by developing new and innovative treatments,particularly in areas with high unmet medical needs.Our ambition is to launch

85、one new product or indication per year.“Theres a real sense of urgency:patients lives are on the line.If youre launching a new product or indication one year late,patients who only have months to live wont be able to benefit from your treatment.”Harout SemerjianExecutive Vice President,Chief Commerc

86、ial OfficerNEUROSCIENCE Our therapeutic treatments are indicated in seven areas including adult and pediatric spasticity and cervical dystonia.Affecting 12 million people around the world,spasticity is one of the most common and disabling conditions associated with neurological diseases in adults,ch

87、aracterized by an abnormal increase in muscle tone or stiffness.With long-lasting benefits between injections,our treatment helps relieve the debilitating and painful symptoms of spasticity in adults and children,offering them improved mobility and quality of life.In 2018,we further advanced our inn

88、ovative pipeline with rBoNT-E,a novel recombinant fast-acting toxin,and the first to have entered human clinical development in a Phase I clinical trial.rBoNT-E could give clinicians the opportunity to treat conditions that require a significant and early effect.RARE DISEASES We are committed to bec

89、oming a leader in rare diseases to provide innovative therapeutic solutions for small patient populations with high unmet needs.Through the acquisition of Clementia,we are successfully executing our external innovation strategy to identify and acquire innovative medicines.We will continue to strengt

90、hen our pipeline and portfolio through targeted business development efforts.CONSUMER HEALTHCARE We continually reinvent ourselves to find new ways of relieving consumers throughout the world,and improving their well-being.Our portfolio includes 10 key brands related to four therapeutic areas:gastro

91、enterology,cognitive disorders,pain,cough and cold.Through the never-ending effort of listening and observing consumers needs and behaviors,we are extending these brands into new territories,offering both proven clinical evidence and consumer benefits.Harout SemerjianEVP,Chief Commercial Officer19Fo

92、cus on Our assets in Oncology2new indications for Cabometyx 8%year-on-year growth for Decapeptyl2018 was a remarkable year for Oncology at Ipsen.Somatuline reached blockbuster status,with over USD 1 billion in revenue and 24.4%growth,our first treatment ever to achieve this milestone.Our second cons

93、ecutive year of growth in Oncology helped consolidate our position as a top Oncology Company.New indications for Cabometyx,which included approval as a first-line treatment for renal cell carcinoma(RCC)and a second-line treatment for hepatocellular carcinoma(HCC),helped Cabometyx exceed its sales ta

94、rgets and offered patients new treatment possibilities.Decapeptyl,which treats prostate cancer,boasted 8%year-on-year growth-an outstanding results for a product that has been on the market for 30 years.All told,our 2018 growth propelled us to a leadership position as one of the top 14 oncology comp

95、anies in the world.A focus on unmet patient needsBy tackling some of the most difficult-to-treat cancers,were bringing new treatment options to patients.“Our size and structure are our strengths when it comes to bringing these medicines to the right patients at the right time:we have the capabilitie

96、s and the agility to innovate in areas with high unmet patient needs.Even a so-called small patient population has the potential to move the needle for us,which isnt necessarily the case for the biggest pharmaceutical companies,”says Bartek Bednarz,Senior Vice President,Global Product&Portfolio Stra

97、tegy.The future looks brightBartek Bednarz is excited and confident about the future for Ipsen in Oncology.“Our pipeline has never been so deep,”he says,“which is exciting for patients who need treatment options.”One aspect of the secret of this success is a clearly defined pipeline strategy.“Over t

98、he course of 2018,we worked as a cross-functional team at enterprise level to clearly articulate our strategy:to be leaders in solid tumors,in areas with significant unmet needs and well-defined patient populations.”The strategy is already paying off:by developing new indications,working on new trea

99、tments and building strong partnerships,2018 was one of the best years on record for our Oncology franchise.“Our size and structure are our strengths when it comes to bringing these medicines to the right patients at the right time:we have the capabilities and the agility to innovate in areas with h

100、igh unmet patient needs.”Bartek BednarzSenior Vice President,Global Product&Portfolio Strategy$1 billionin revenue for Somatuline Bartek BednarzSVP,Global Product&Portfolio Strategy20W E I N N O V A T EBOOSTING OUR PORTFOLIO IN ONCOLOGYIpsen offers a broad range of high-quality,innovative treatments

101、 to help improve the lives of patients with cancer.MEDULLARY THYROID CANCER5%of thyroid cancersCOMETRIQSignificant difference in the duration of progression-free survival with cabozantinib(11.2 months)versus placebo(4 months)(1).BREAST CANCER20%of invasive breast cancer in premenopausal patientsDECA

102、PEPTYL86.6%disease-free survival at five years when added to tamoxifen,22%risk reduction in distant recurrence when added to exemestane(2).PROSTATE CANCER2nd most common type of cancer in menDECAPEPTYLOver 90%of patients achieve and maintain medical castration below the most stringent threshold leve

103、ls(32%of net salesSales and operating income growth2016+11.8%1,584.62017+21.1%1,908.72018 IPSEN SALES(in millions of euros)*Change at constant currency.Year-on-year growth excluding foreign exchange impact established by recalculating net sales for the relevant period at the rate used for the previo

104、us period.2,224.8 2018+20.1%*34W E I N N O V A T E1.002018*20160.8520171.0056.4%Mayroy SA0.2%Directors(Mayroy SA excluded)41.3%Free float0.9%Other registered shareholders0.9%Treasury shares0.3%Employee FCP*Proposed by Ipsen S.A.Board of Directors,which met on 13 February 2019.Ipsens dividend per sha

105、re evolutionOwnership of Ipsens share capitalas of December 31,2018“For the second year in a row we have generated more than 20%growth and for the first time in our history we can claim a blockbuster with Somatuline.Our 2020 objectives will be achieved as early as 2019,one year earlier than expected

106、.”Aymeric Le ChatelierExecutive Vice President,Chief Financial OfficerAymeric Le ChatelierEVP,Chief Financial Officer35A strong commitment to R&DSales by geographic area34%Major Western European Countries*Sales growth+17.1%28%North AmericaSales growth+37.9%20%Other European Countries Sales growth+16

107、.9%18%Rest of the worldSales growth+7.3%*France,Germany,Italy,United Kingdom and Spain.Sales by therapeutic area68%Oncology16%Neuroscience13%Consumer HealthCare3%Rare Diseases87%Specialty Care Sales growth+24.7%13%Consumer HealthCareSales growth+2.7%*Year-on-year re-stated from Etiasa new contractua

108、l set-up.302.1mINVESTED IN R&D13.6%OF 2018 SALES EMPLOYEES WORKING IN R&D 680+MAJOR R&D CENTERS 3CLINICAL STUDIES IN PHASE III 536W E I N N O V A T EWE DELIVERWe promise our patients innovative treatments,a bold vision for the future and new hope.Our outstanding resultsspeak for themselves:we delive

109、r on our promises every daybecause patients cant wait.AnaMedical and Regulatory Affairs Barcelona,Spain37Our Executive Leadership Team and Extended Management James Levine,MD-PhD,President,Fondation IpsenHarout SemerjianExecutive Vice President,Chief Commercial OfficerIvana Magovevi-LiebischExecutiv

110、e Vice President,Chief Business OfficerRichard PaulsonExecutive Vice President&CEO,Ipsen North AmericaFranois GarnierExecutive Vice President,General CounselChristian MarcouxSenior Vice President,Global Communications ExtendedAymeric Le ChatelierExecutive Vice President,Chief Financial OfficerDavid

111、MeekChief Executive Officer3838W E D E L I V E RDominique BeryExecutive Vice President,Strategy&TransformationDominique LaymandExecutive Vice President,Ethics&Social Responsibility Chief OfficerRgis MulotExecutive Vice President,Chief Human Resources OfficerBenoit HennionExecutive Vice President,Con

112、sumer HealthCareAlexandre LebeautExecutive Vice President,R&D&Chief Scientific OfficerAidan MurphyExecutive Vice President,Technical OperationsChristopher MastersonSenior Vice President,Global Quality Extended3939OUR BOARD OF DIRECTORS&COMMITTEESThe Board of Directors(1)determines the companys busin

113、ess strategy and oversees its implementation.It has established six permanent specialized committees to assist in fulfilling its oversight and monitoring responsibilities.The composition and role of the Board of Directors and its Committees as of December 31,2018 are described below.(1)See chapter 5

114、 of the 2018 Registration Document for further information.(2)Independent Director.(3)Director of non-French nationality,including binational.(4)David Meek is Chief Executive Officer of Ipsen SA.(5)Director representing the employees.COMPENSATION COMMITTEEChairman:Antoine FlochelMembers:Carol Xueref

115、(3),Carol Stuckley(2,3)and Piet Wigerinck(2,3)Its main role is,particularly,to make proposals to the Board of Directors on all components of the compensation paid to the companys Corporate Officers,senior management and senior executives.It also gives its opinion on Directors fees and makes recommen

116、dations notably on compensation policies,employee savings plans and performance shares.NOMINATION COMMITTEEChairperson:Carol Xueref(3)Members:Philippe Bonhomme and Paul Sekhri(2,3)Its main role is,particularly,to make proposals to the Board of Directors concerning the re-election,replacement or appo

117、intment of new Directors,and gives its opinion on the appointment of the Chief Executive Officer and Executive Leadership Team members.ETHICS AND GOVERNANCE COMMITTEEChairperson:Margaret Liu(2,3)Members:Philippe Bonhomme and Carol Xueref(3)Its main role is,particularly,to review the corporate govern

118、ance of the company and the definition of the companys fundamental values as well as of its ethics and compliance policies.The Committee ensures the dissemination throughout the Company of the Code of Ethics and general ethics policies defined by the Company and their updates.It also monitors the ap

119、plication of the rules of corporate governance defined by the Board of Directors.INNOVATION AND DEVELOPMENT COMMITTEE-CONSUMER HEALTHCAREChairman:Marc de GaridelMembers:Philippe Bonhomme and Carol Xueref(3)Guests:Anne Beaufour,Henri Beaufour and David Meek(3,4)Its role is to review the proposals pre

120、sented by the Management on Business Development and Mergers&Acquisitions relating to Consumer HealthCare.The Committee follows the update of the Consumer HealthCare portfolio.It also reviews Consumer HealthCare divestiture programs,if any,to be endorsed later by the Board.INNOVATION AND DEVELOPMENT

121、 COMMITTEE-SPECIALTY CAREChairman:Marc de GaridelMembers:Antoine Flochel,Margaret Liu(2,3),Michle Ollier(3),Paul Sekhri(2,3)and Piet Wigerinck(2,3)Guests:Anne Beaufour,Henri Beaufour and David Meek(3,4)Its role is to review the proposals presented by the Management on internal Research&Development p

122、rograms,Business Development and Mergers&Acquisitions.The Committee follows the update of the Business Development portfolio by therapeutic areas.It also reviews divestiture programs,if any,to be endorsed later by the Board.AUDIT COMMITTEEChairperson:Carol Stuckley(2,3)Members:Philippe Bonhomme and

123、Paul Sekhri(2,3)Its main role is,particularly,to review the financial statements as well as to ensure the relevance and permanence of the accounting policies,and to examine the press releases on financial results and guidance.The Committee also monitors the effectiveness of internal control and risk

124、 management systems.The Board of Directors determines the broad lines of the companys business activities and ensures their implementation.The Board of Directors deals with all matters relating to the conduct of the companys business and rules on all pertinent issues through its deliberations.More g

125、enerally,the Board exercises the functions assigned to it by the law to act at all times in the companys corporate interest,and takes particular care to prevent any conflicts of interest and to take all interests into account.BOARD OF DIRECTORSChairman:Marc de GaridelVice-Chairman:Antoine FlochelMem

126、bers:Anne Beaufour Henri BeaufourPhilippe BonhommeMargaret Liu(2,3)David Meek(3,4)Michle Ollier(3)Jean-Marc Parant(5)Paul Sekhri(2,3)Carol Stuckley(2,3)Piet Wigerinck(2,3)Carol Xueref(3)40“People make all the difference,”begins Rgis Mulot,Executive Vice President,Chief Human Resources Officer.In rec

127、ent years,Ipsen has experienced rapid transformation driven by a strong desire to move away from a traditional pharmaceutical model and to a more agile one:a biopharma company.“I can honestly say that fully embracing patient centricity and acting like a biotech isnt always easy,but through the unwav

128、ering commitment of our people,it has become a reality at Ipsen.”One of our key achievements over the past few years has been to articulate our ways of being to bring the biotech mindset to life.“In 2018,we finalized and launched five guiding principles,our One Ipsen Way of Being-behaviors that driv

129、e our daily decision-making.The aim is to foster an environment that encourages employ-ees to innovate and improve patients lives around the world.”A clear employer value propositionBeing recognized as a top pharma player isnt necessarily our main goal,but it would highlight our strong commitment to

130、 patients and increase our attractiveness among top pharma/biotech and non-pharma talent.With that in mind,“We began working on our employer value proposition in 2017 and launched it in 2018,”remarks Mulot.“Defining what we offer employ-ees-the opportunity to make a real impact in an innovative,pati

131、ent-centric company-helped increase our visibility with candidates worldwide.As such,we were able to recruit 100+people at our Cambridge,Massachusetts headquarters,despite being a new arrival in an extremely competitive bio-tech job market.”Sharing success and rewarding what mattersAnother major pro

132、ject in 2018 was working to share our success with employees.“We see it as rewarding what matters-both individual or team results and the results of the company.Were very close to having 100%of our employees receive pay based on results and shared successes,”says Mulot.“Beyond that,we want employees

133、 to be truly invested in our outcomes.Worldwide,52%of our people have participated in the 2018 employee share ownership plan.This year,to celebrate our outstanding results,were giving five shares to all employees worldwide.Our Board and the Executive Leader-ship Team felt strongly that it was the ri

134、ght thing to do:after all,our achieve-ments are built on the incredible efforts of our people,”he says.2019 focusTalent development is our focus for 2019.Without our people,we cant deliver on our strategy,and that means attracting and retaining top global talent,taking the time to mentor and invest

135、in our people so they can realize their full potential.Our people make us who we are“In 2018,we made 300 net hires,representing over 5%of new talent.This is an impressive figure,which shows our growth and dynamism.”Rgis Mulot Executive Vice President,Chief Human Resources OfficerWe share and learn e

136、verydayWe own our outcomesWe honor our wordWe drive to win togetherWe trust each otherONE IPSEN WAY OF BEINGRgis MulotEVP,Chief Human Resources Officer41W E D E L I V E ROur patient-centric cultureAnaMedical and Regulatory AffairsBarcelona,Spain“Im an oncologist.These days,Im not in direct contact w

137、ith patients,but everything Im working on concerns improving their lives.My work has a real impact on them,such as our research on new molecules that might bring results to those with no therapeutic alternatives.”“Im extremely proud of all that weve accomplished here at Ipsen and the tremendous grow

138、th our company is experiencing.But what excites me most is the thoughtfulness,dedication and commitment our employees bring to work every day.We all have our own personal connection to why the work we do is important,and its our shared passion for helping those suffering from difficult-to-treat dise

139、ases that drives us each and every day.”Richard PaulsonExecutive Vice President&CEO,Ipsen North AmericaRichard PaulsonEVP&CEO,Ipsen North AmericaAna Medical and Regulatory Affairs Barcelona,Spain42W E D E L I V E RJasonMarketing,Consumer HealthCareShanghai,China“Its a big responsibility to make sure

140、 patients have access to the medicine which best meets their needs.Our leadership puts a lot of trust in me and were given lots of opportunities to try new approaches.Everything we do,we do for patients.”JanaineMarketing,Specialty CareSao Paulo,Brazil“What motivates me is my commitment to bring the

141、best possible treatment to improve patients lives.Our work allows them to take a child in their arms,catch a ball,lead a normal life.And that brings stars to my eyes!”Janaine Marketing,Specialty Care Sao Paulo,BrazilJasonMarketing,Consumer HealthCare Shanghai,China43Our Environment,Health and Safety

142、(EHS)department is leading us forward with an am-bitious goal in mind:to become the best in EHS,both in the pharmaceutical in-dustry and beyond.For the past three years,the team has been busy laying the foundation of a strong EHS culture,meeting and surpassing the goals they set for themselves.“Now

143、were looking for strategic opportunities to give us a competitive advantage and become a partner-of-choice,”says Mike Whaley,Vice President,Environment,Health&Safety.“A strong EHS program and culture that puts us ahead of the competition is a great performance indicator across the board,”says Whaley

144、,“and gives us a competitive advantage.If you have a really effective EHS program,youre probably running the business as effec-tively,if not more effectively.Its a good indicator that the company is looking seriously at every aspect of business and is committed to doing all of them very well.From a

145、reputational point of view,a strong EHS performance is a dif-ferentiator and communicates our val-ues as a company,helping us to achieve partner-of-choice status.”In 2018,EHS delivered a long list of achievements,many well ahead of schedule.How?By listening.“Weve built a philosophy and a culture of

146、in-volvement,of speaking up,of listening to employees and ensuring theyre part of the solution,which is an integral com-ponent of our Ipsen culture globally.Employees are the experts on EHS is-sues because theyre the ones facing them every day.If employees dont sup-port our initiatives and programs,

147、they wont use them.Then we wont have the performance results were expecting,”says Whaley.But dont expect Whaley and the EHS de-partment to rest on their laurels.In 2019,the team will launch a 10-year plan to take us through 2030.Based on the UN Sustain-able Development Goals,the plan will tackle the

148、 17 goals,from carbon emissions and clean water to justice,peace,poverty and inequality.“Its helpful to have an interna-tional set of goals that are broad and ambi-tious,”says Whaley.But his ultimate goal is even bigger:to build EHS into every aspect of the business.“My vision is that one day Ipsen

149、wont have an EHS department,but well still be leading the way in EHS.Then we can focus all our efforts on what we do best-finding new treatments and offering new hope to patients.”Our strong Environment,Health&Safety culture2018 ACHIEVEMENTS Achieved Ipsen carbon reduction goal-due in 2020;two years

150、 ahead of schedule Achieved EHS top 10 with biotech peers-going for the best next?achieved Achieved Ipsen FR2 accident goal-due in 2020;two years ahead of schedule Lowest number of accidents ever at Ipsen CSR awards received at Signes?department to receive one at IpsenAngelina,Production Operator,Te

151、ch Ops Dreux,France44W E D E L I V E RFondation IpsenFondation Ipsen is building on its 30-year legacy.Fondation Ipsen has been transformed to champion Science for People.“We work to improve the lives of millions of people around the world through science,”says James Levine,MD-PhD,President of Fonda

152、tion Ipsen.How?By rethinking scientific communication,with an approach that combines traditional media,such as world-class scientific conferences,with innovation;for example,using theater or producing books for children.The stakes are high.“Modern science is depicted as inconsistent,untrustworthy,un

153、reliable,disorganized and unethical,”says Levine.“Theres a moral prerogative to change that.”Over the course of 2018,the team initiated a 28-component program to deploy a new approach to scientific communication.Events included:High-level conferences hosted in Singa-pore,Hong Kong and the United Sta

154、tes,in collaboration with the prestigious scientific journals Science,Nature and Cell.An event on child abuse,co-hosted with the Mayo Clinic that was live-tweeted to an international audience:the combined au-dience was over 7,000 people.Co-creation of public-library science programs,where scientists

155、 teach chil-dren from disadvantaged backgrounds about scientific discovery.A play about caregivers of people with Alzheimers disease,staged in Paris.A multimedia program co-created with the journal Science,on the issue of gen-der parity in science.In July 2018,Fondation Ipsen an-nounced the launch o

156、f its publishing house and the publication of eight titles-three for children in collaboration with Institut Curie.Major partners now collaborate with Fondation Ipsen:UNESCO:A three-year agreement over 140 countries.National Press Foundation:The Paris Accord on Science.This four-day confer-ence brin

157、gs together 25 top science journalists to meet and interact with leading scientists.The journal Science and the American Association for the Advancement of Science:a series of monthly interna-tional live filmed open-access webinars.Institut Curie:a childrens bookwriting program.Institut Pasteur:an i

158、nternational web-based diploma in Public Health to train health workers around the world without fee.“Science is for people.All people.In a dark world,science brings light.”James Levine,MD-PhD,President of the Fondation Ipsen160,843 people interacted with us on social media35,000attendees to our web

159、inar on gender parity in scienceShirley Malcolm,Ph.D.(Science/AAAS,Washington,USA)-Kathryn Clancy,Ph.D.(University of Illinois,Urbana,USA)-Anna Han,Ph.D.(NIH,Bethesda,USA)-Isabelle Collet,Ph.D.(University of Geneva,Switzerland)James Levine,MD-PhD,President of Fondation IpsenPut talent first:Practica

160、l steps to elimate gender bias in science,July 11,2018,online45Ethics&Social Responsibility“A focus on patients,our One Ipsen Way of Being and Social Responsibility are at the core of our approach.”Dominique LaymandExecutive Vice President,Ethics&Social Responsibility Chief OfficerBuilding a culture

161、 of EthicsWhen asked what defines Ipsens approach to ethics,Dominique Laymand,Executive Vice President,Ethics and Social Respon-sibility Chief Officer,doesnt hesitate.“A focus on patients,our One Ipsen Way of Being and Social Responsibility are at the core of our approach,”she says.“We start with pa

162、tients:this is what gives us our sense of purpose.When you think about patient benefits and the patient perspec-tive,naturally you must act in an ethical manner.We have clear responsibilities and accountability when it comes to providing solutions to patients.Whether youre the CEO,whether you work i

163、n R&D,in the med-ical organization or any aspect of our busi-ness,this is a shared value;it creates a shared language,”she explains.The role of the One Ipsen Way of BeingThis ethics-driven patient focus is embod-ied in the One Ipsen Way of Being,the charter for all employees.“It is composed of five

164、equally important pillars,”Laymand explains.“Its a balanced mix of values and behaviors.When companies rely too heavily on listing values to create a char-ter,they quickly become empty inspira-tional phrases.When they rely too heavily on behaviors without explaining why the behaviors are important,t

165、hey become like a mechanical role-play,”she says.“The One Ipsen Way of Being,combined with our social responsibility strategy,builds a solid foundation for an excellent culture that allows us to conduct the busi-ness in an ethical and compliant manner”.Ethics&Social Responsibility:?As for social res

166、ponsibility,Laymand says,“We have a real vision and strategy built around three pillars:employees,patients Dominique Laymand EVP,Ethics&Social Responsibility Chief Officer46W E D E L I V E Rand society,and the environment.This year,social responsibility was integrated into the Ethics&Compliance depa

167、rtment,because we see a deep connection be-tween our social responsibility efforts and our ethical culture;it is essential that we act in a responsible manner for society at large.”We havent waited for directives on social responsibility from the French gov-ernment,choosing instead to embed the conc

168、ept into our company culture.“Our CEO David Meek was already convinced of the importance of social responsibility;it was already on the table in 2017.So it came quite naturally in our vision and strategy,”says Laymand.How a strong ethical culture drives value creationAs Laymand sees it,a strong cult

169、ure of ethics is a driver of value creation.“If you look at an organization that is exclusively compliance-driven and rule-based,it leads to a lot of bureaucracy,and no one likes that.The impact of driving engage-ment through conviction and a shared vision is two-fold.First of all,it allows you to c

170、reate a true strategic vision.If youre stuck in a tick-the-box mentality,you cannot be strategic.Secondly,it makes it easier to follow the necessary rules,because you understand why they are important.If you find the right balance between inspiration and behavior,your behavior drives your work,rathe

171、r than having procedures drive the way you work.That way,when you have a proce-dure to follow,you will follow it,because it is meaningful in the framework of what you have to achieve.But you must first understand why you have to do some-thing before you think about how to do it,”she says.Ethics&Soci

172、al Responsibility in 2018Aside from integrating social responsibility into the Ethics&Compliance department to become the Ethics&Social Responsibil-ity department,the team developed the new Code of Conduct,which will be launched in 2019.The team also reviewed its anti-corruption risk approach and ha

173、s revised the compliance program to de-velop a more global,simple,effective and user-friendly approach.Laymand is pleased to see the development of a more global approach to Business Ethics:“Hav-ing a global Business Ethics program helps us avoid situations where there is a differ-ent set of rules i

174、n each country.The more common ground we can have,the better,while being sensitive to cultural differ-ences.Sometimes its better to be a little stricter globally,because otherwise you have a variety of procedures and it be-comes extremely difficult for employees to navigate.Its also a good support f

175、or em-ployees international development.If youre working in one country and move to another,the compliance structure is easy to understand because youre starting from a common ground.Then you can fa-miliarize yourself with local differences,but you dont have to digest a completely dif-ferent set of

176、standards which would render development in other countries quite diffi-cult,”she notes.“At Ipsen,we are committed to conducting our business in a sustainable way,supported by accountability and fairness,and driven by the highest ethical standards in the best interest of patients.”Franois GarnierExe

177、cutive Vice President,General CounselFranois GarnierEVP,General Counsel47DisclaimerThe Ipsen Annual Report is a non-promotional document intended to provide corporate related information to shareholders or other stakeholders in need for this information.This document is not intended for the promotio

178、n of Ipsens products.The use of this document beyond the above stated purpose is strictly prohibited.ReferencesPages 04 and 05 JANUARY 16&JULY 4(1)Abou-Alfa,G,Meyer T,Cheng AL,et al.Cabozantinib in patients with advanced and progressinig hepatocellular carcinoma.N Engl J Med.2018 NOVEMBER 15(1)Abou-

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190、ACROMEGALY(1)Lavrentaki et al.Pituitary 2017(to reference the epi part)(2)Somatuline SmPC(available on Internet)INCRELEX(1)https:/www.ema.europa.eu/en/documents/orphan-designation/eu/3/06/373-public-summary-positive-opinion-orphan-designation-mecasermin-treatment-primary-insulin-growth_en.pdf(2)Incr

191、elex SmPC:https:/www.ema.europa.eu/en/documents/product-information/increlex-epar-product-information_en.pdf NUTROPINAQ(1)NutropinAq SmPC https:/www.ema.europa.eu/en/documents/product-information/nutropinaq-epar-product-information_en.pdf DECAPEPTYL(1)Decapeptyl SmPC(available on internet)Page 27(1)

192、Product CCDS(Company Core Data Sheet)(2)Product Intended Use Document(3)Scientific BrochureDISCLAIMER AND REFERENCES48Thank you to all Ipsen members of staff who appear in this publication.All product names listed in this document are either licensed to Ipsen or are registered trademarks of Ipsen or

193、 its partners in more than one country.Produced by Ipsen,Global Communications.Conception,editorial,print:Photo credits:Ipsen,Nicolas Gouhier,Frank Rogozienski-Matthew Bender-Adam Wiseman-Pierre-Olivier/CAPA Pictures,Ipsens Image library.All rights reserved.65,quai Georges-Gorse92100 Boulogne-BillancourtFFOLLOW USOn Twitterhttps:/ Facebookhttps:/ LinkedInhttps:/ YouTubehttps:/