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EF: In a transformative year 2024, Takeda is celebrating its 60th anniversary in Mexico. Building on the presence and legacy in the country- where are you putting your current priorities?
HP: Takeda is celebrating 243 years as a company, and we will mark our 60th anniversary in Mexico this August. It is a significant time for us in the country. Mexico is the only country with a fully integrated operation, including manufacturing, headquarters &commercial operations, and an innovation center - one of the three global innovation capability centers that recently opened. We are bringing innovation not just through our products and molecules but also through our footprint.
Takeda continues to invest, showing our commitment to the Mexican community, patients, and society.
Historically, Takeda was strong in primary care and gastroenterology. Since 2019, we have been evolving into a biopharmaceutical company focused on transformative treatments. This transformation has been profound and rapid, involving innovation in treatments, processes, and capabilities to accelerate access to specialty care. During this transformation period, we have made comprehensive changes within the company, focusing on three key pillars in Mexico that align with our global goals. First, we aim for sustainable growth through innovation. We plan to introduce at least four new innovative products over the next three years, adding to the five we have launched in the past three years. Over a five-to-six-year period, this means at least nine new treatments to meet specific patient needs in Mexico. Second, we focus on accelerating access to these treatments. We collaborate with the public sector and create innovative, value-based models to ensure faster access. This includes trying to accelerate clinical trials in the country and providing early medical experiences.
Third, and equally important, is our commitment to our people and values. Innovation is also about investing in our talent. By opening an Innovation Capability Center (ICC) in Mexico and focusing on digitalization, we demonstrate our belief in local talent. This year, we were certified as Top Employers in Mexico, now for nine consecutive years, and recognized as Corporate Social Responsibility for 18 years. We have a strong focus on diversity and are committed to breaking barriers, as shown by 75% of our leadership team being women.
EF: Could you elaborate on Takeda’s footprint in the country and your portfolio tailored to Mexican healthcare needs?
HP: Mexico remains a top-five market in emerging markets for Takeda, showing strong growth potential. Our organization has about 550 people, with approx 200 in headquarters and commercial operations, around 220 in manufacturing, and over 100 in the Innovation Capability Center (ICC), which we expect to grow to over 200 soon. We have seen double-digit growth for the last two years and expect this trend to continue for the next three years, thanks to our innovative product launches.
In terms of therapeutic areas, we focus on four main ones: Gastroenterology (GI): This includes treatments for Crohn’s disease, ulcerative colitis, and short bowel syndrome, with key products in primary care for PPIs but primarily focusing on specialty care.
In oncology, we lead in Hodgkin's lymphoma and multiple myeloma. We have recently launched a product for solid tumors (Lung) and are preparing our pipeline for colorectal cancer. In rare diseases, our focus includes lysosomal storage disorders (LSDs), hereditary angioedema (HAE), and rare hematology such as hemophilia. In the vaccines segment, we are currently in the regulatory process for a dengue vaccine.
Additionally, we are developing products in neuroscience, which are expected to hit the market by 2026-2027, and Immunology, which includes verified therapies for various immunological conditions also related to PDT (Plasma Derived Therapies).
EF: Can you elaborate on your access strategies to ensure that your innovations in oncology, rare diseases, and vaccines reach the patient?
HP: Sustainable growth cannot be achieved without a sustainable ecosystem. We must have clear strategies for such an ecosystem through collaboration and partnerships, which are essential when considering not only patients but also public health initiatives like vaccines, which focus on prevention.
Additionally, we need to ensure our internal capabilities support innovation. This involves creating value-based products that benefit the entire ecosystem, including patients, the public sector, and payers. Forward action is a critical success factor for Takeda and innovation in our industry. It is essential to create early experiences with innovation involving clinical studies or specific programs like IPRs (Investigational Product Requests). Early experiences make gaining regulatory and access approvals easier because they help the ecosystem understand unmet needs. This requires strong internal collaboration among medical, regulatory, and access teams. Our experience has been positive; we have successfully launched products and secured access. We are on a good path, and this is a continuous journey to ensure we can keep accelerating access.
EF: How is Takeda leveraging digital solutions to improve healthcare and patient outcomes in Mexico?
HP: For the three main pillars of our transformation, the key enabler is what we call DDT - Digital Data and Technology. AI is transforming our engagement with patients and improving efficiencies in R&D and manufacturing processes. Therefore, optimizing our digital resources has been crucial to our transformation journey.
Talking about digital can feel abstract, but at Takeda, we have made concrete progress. We have improved our workforce efficiency and standardized databases for medical information, R&D data, and real-world evidence. We have accelerated this process and implemented specific apps and solutions for patients and healthcare professionals. My HAE App, for patients with hereditary angioedema (HAE), My PK Fit for hemophilia patients, or JEDII, an app that monitors patients with Crohn's disease and other gastroenterological conditions, are only some examples of how we can help patients across different therapeutic areas.
AI is crucial for ensuring accurate information and personalizing treatments more effectively. Moreover, AI can predict epidemic cycles, such as dengue fever, improving predictability and accelerating regulatory approvals. This will transform the dynamic of both the ecosystem and Takeda.
EF: Inspired by this year’s Davos World Economic Forum slogan: How can we rebuild trust in healthcare systems?
HP: Integrity, fairness, honesty, and perseverance are our core values. When we make decisions, we always prioritize them in this order: patient, trust, reputation, and then, business. Patients come first because they are our purpose. Trust is crucial because we need to build and maintain it with society. Reputation matters because we need to listen and respond appropriately. If these three are in place, we can focus on growing our business.
Takeda, a global pharmaceutical company, is guided by three core pillars: patient, people, and planet. The patient pillar focuses on prioritizing patient needs and improving healthcare access. The people pillar emphasizes fostering a diverse and inclusive workforce for innovation and growth. The planet pillar highlights Takeda's commitment to environmental sustainability and reducing its ecological footprint.
When I arrived in Mexico, besides being part of the board of AMIIF, I also became the chair of the Integrity Commission. This role aligns with our people pillar. We believe in integrity, not just as a code of conduct but as consistent actions reflecting our values. Integrity builds trust in society, which is vital for the innovation industry, especially now with technological advancements and AI. We ensure data privacy and maintain internal capabilities to uphold our values. Integrity means proactively ensuring we act consistently.
This focus on integrity and reputation reflects the deep-rooted culture of Japan, a country with a strong legacy of correction and integrity. We respect and uphold this legacy.
EF: Looking forward to the 60-year celebration in August, could you share what your speech will focus on?
HP: My message has always been the same: our purpose is connected to everything we do. We always strive for better health and a brighter future. After 60 years, we reaffirm our commitment to patients and the community in Mexico by bringing innovation in treatments and technology and strengthening our talent here. Our work in Mexico has global implications. We are deeply committed to the ecosystem and community, evident through our fully operational facilities. We manufacture products and develop data and digital solutions not just for Mexico but for the world.
