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EF: What are MSD's current priorities for Brazil, and how does this reflect on your local portfolio?
HN: Our main focus is on the treatment and prevention of cancer. MSD’s drug Keytruda is changing cancer in many indications and has already received more than 30 approvals for Brazil. Keytruda is an immunopathological product and, therefore, differs from the typical drugs used in chemotherapy.
We discovered that T-cells stop defending themselves when they come into contact with molecules in the cancer cell. As an anti-monoclonal antibody, Keytruda allows the organism to protect itself, acting as a blocker of the receptor in the T-cells. It is a breakthrough drug that has completely changed prognosis. While previously, there was no hope of recovery from cancers such as metastatic Melanoma, today, we can speak about a cure, especially in the case of women’s triple-negative breast cancer, where the overall survival rate has significantly increased.
We are also looking for treatments for the initial stages of cancer by focusing on neoadjuvant therapies. The earlier the stage of cancer, the better the prognosis. We are seeing fantastic results, which has encouraged us to continue launching new indications.
That cancer prevention is a central mission of our company becomes evident in our creation of the HPV vaccine, Gardasil. While HPV's link to cervical cancer is widely known, this sexually transmitted infection also triggers various other forms of cancer. We focus on highlighting its connection to cancers affecting the mouth, penis, head, and neck, across genders. With the introduction of Gardasil 9, our latest advancement, protection has surged significantly from 70% to an impressive 90% against these cancer types.
Another novelty in our diverse portfolio is the upcoming launch of our new pneumococcus vaccine. Vaxneuvance will generate a high immunological response and be critical for the prevention of pneumonia in children.
When it comes to ensuring vaccination fulfillment and compliance, MSD adopts a comprehensive approach that goes beyond merely supplying healthcare professionals. We prioritize placing patients' needs at the center of our actions, embracing an end-to-end strategy.
EF: How is MSD contributing to innovation and research in Brazil?
HN: Traditionally, when we spoke of innovation, it meant transferring technology from the global North to the South. However, in Brazil, MSD is co-developing a dengue vaccine with the local research Instituto Butantan, which recently presented the results of the clinical trials, which are very promising in terms of efficacy. This project shows the potential for innovation in our country. In a joint effort, we are creating a new product for an acute medical condition, as Dengue is now a worldwide issue.
MSD sees innovation as creativity applied with results, and solving concrete problems in clinical research breeds innovation. In Brazil, R&D is our largest division. Due to the high quality of hospitals, professionals, and the diversity of the population, there is a huge opportunity for clinical trials in the country. Even though MSD is already the number one company conducting clinical trials in Latin America, we seek to keep growing exponentially in this field.
We are applying the latest digital tools to foster innovation. One example is a biomarker system completely founded by MSD. The advances in precision medicine, through biomarker analysis, allow us to determine which compounds are more likely to work. Through an app, our system is quickly accessible by doctors, helping them find the best solutions for their patients.
In the past, these kinds of results used to take up to one month, especially when requests came from remoter regions of the country. Today, we shortened this time to 4-5 days, delivering the information to doctors in a compact format, focusing on the key data points needed.
EF: What are the three necessary pillars to build a sustainable health industry?
HN: A country must recognize the importance of innovation as its first pillar. The second pillar centers on establishing a regulatory framework to effectively support and maintain this innovation. Lastly, the third pillar involves ensuring widespread access to these innovative developments.
These pillars are all interconnected. Countries valuing intellectual property and employing robust regulations facilitate quicker access to innovative medicines. Prioritizing patients, we strive for universal access to products that prevent and treat diseases or unmet medical needs.
The reality of Brazil today is that only 30% of its population has access to medical innovation. To resolve this problem, the focus is mainly put on the costs within the health system. The issue, however, requires a holistic approach and a collective effort of all stakeholders. We need to build an effective system focused on prevention, patient-centered end-to-end processes, and a protected industry to stimulate the country´s innovation sustainably.
EF: How are you handling collaboration in a post-pandemic context?
HN: Collaborations are in MSD Brazil’s DNA. We transfer vaccine technology, develop products, enhance cancer care, and promote COVID-19 vaccine awareness through partnerships.
We were recently awarded in the Conasems Congress 2023 for addressing patient challenges and promoting vaccine awareness.
Our partners encompass a range of sectors, including payers, tech institutes, digital firms, hospitals, and labs. In today's interconnected world, collaboration is essential; no one can thrive in isolation.
EF: How does MSD continue to attract the best and brightest talent to the company?
HN: The best advertisement to attract new talent is through the own employees. At MSD, we cultivate a positive work environment based on inclusiveness and encouraging our employees’ strengths to the best of their abilities.
To cultivate diversity across all levels, we have established an actionable program. Women represent half of our workforce, and as a multinational company, we actively work on resolving English language barriers.
From the top to the middle management, we have employed disabled people, members of the LGBTQ community, and other minority groups. Regular quarterly assessments measure tangible outcomes, including employee engagement, retention rates, quality of life, work-life balance, and openness of communication. Every two years, we conduct "lead-to-impact" projects to develop and refine employees' strengths.
To foster our participatory culture, we have an initiative called "Together To Transform." Originally launched in 2017 to improve the company survey, this program empowers our employees to bring solutions to the leadership team. We have 117 employees volunteering and proposing solutions to problems they encounter, making our company a better place to work.
True to our calling, health is of central importance for our company. We are very conscious of our employees’ physical and mental health.
