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EF: From your perspective and that of Ipsen, how do you see the upcoming year - as a challenge or an opportunity?
IP: As we step into the post-election period in Poland, there is a lot of work to be done, especially as the macroeconomic climate still struggles with inflation. September was the first month in over a year when we saw single-digit inflation.
Regarding the pharma world: since November 1st, we have had a new Reimbursement Law. This has been under discussion since before I arrived in summer 2021. As with any legislative change, the implementation of some provisions still needs to be clarified. Leadership changes in the public administration after the elections add complexity to the current healthcare environment, as some of the stakeholders to partner with will be new. But we embrace innovation and change, and we're committed to finding solutions. While we can't predict every change, we hope that the pro-patient trend observed in recent years in healthcare– and in the reimbursement of innovative medicines specifically – will continue and accelerate.
What also needs to continue is the open debate between representatives of the public and private sectors, together with patient representatives. This kind of exchange, already established in various healthcare fora (e.g., as part of the Economic Forum in Karpacz), is a sign of transparency and willingness to continue to improve the healthcare system for the benefit of Polish patients.
Looking beyond Poland, 2024 will be crucial for preparing for the Polish presidency of the Council of the European Union in the first half of 2025 – considering the proposed reform of the European pharmaceutical legislation. A strong Polish voice could make the difference in reaching the declared aims of the legislation (for Europe to be a world leader in innovation and to create faster, more equitable access for patients) instead of causing potential adverse impacts (such as losing out on R&D competitiveness, as detailed in EFPIA’s Dolon report).
EF: Can you elaborate on how to promote partnerships to advance healthcare in Poland?
IP: Communication is the foundation to promote partnerships and advance healthcare. Stakeholders need to talk with one another. For example, the Warsaw Health Innovation Hub actively supports projects initiated by pharmaceutical companies to enhance their impact. Ipsen has been a partner since January 2023, and they recently endorsed the two projects we have been discussing, both in the field of neurology. Patient organizations also play a crucial role when it comes to creating sustainable partnerships. They're becoming more organized and influential in many countries, including Poland. They must be part of the conversation and have a strong voice, especially in disease awareness campaigns, patient education and access.
In our case, we educate and partner with doctors and patient associations to inform patients and their families about the symptoms and conditions of diseases. For example, in the field of acromegaly, we've worked on awareness campaigns for over a decade. These really helped increase self-diagnosis. The rate of self-diagnosis of acromegaly in Poland, without a treating physician’s intervention, is 12% - much higher than the European Union average (2.3%). Collaborating with patient organizations for the greater good is a significant and rewarding part of our work. Seeing the positive results motivates us to continue.
In summary, collaboration spaces in Poland are abundant when there's good faith and shared objectives. We're committed to our mission of bringing innovative medicines to patients with high unmet medical needs, making a real impact on patients and society. We have launched at least one new drug or meaningful indication every year since I’ve been working in Poland, and we aim to continue to do so in the future.
EF: How do you apply Ipsen’s motto ‘Innovation for patient care’ to advance patient centricity as a team?
IP: Innovation is ingrained in our DNA. Our focus areas are oncology, neurology, and rare diseases, and for us, focus means innovation, both in our research labs and in our business development efforts. On the external front, we partner with biotech and academia to bolster our innovative pipeline.
We define success by the impact we have on patients’ lives and on society as a whole. When patients do better, their families and communities as a whole benefit – because it is families and communities that care for patients. Therefore, our philosophy is centered on prolonging and improving lives and health outcomes, not just extending lives. It's all interconnected: our industry, patients, and society.
EF: How does Ipsen support a preventive health paradigm in light of an aging population?
IP: In Poland, the retirement age is 60 for women and 65 for men. In line with European trends regarding lifespan, many people live more than 15, or even 20 years after retirement, so there is an imperative need for them to maintain good health and stay active in their communities.
Data from the Polish Central Statistical Office on projected population by age shows almost 450 thousand people will be 75 years old in 2030 vs. 225 thousand in 2020. Aging populations will require more healthcare, underscoring the importance of prevention and early diagnosis. Interestingly, many children born today are expected to live beyond 100 years. This changing demographic landscape is a considerable shift in terms of healthcare needs. As a society, we've talked about prevention for a long time, such as staying healthy and active, getting enough sleep, and having a balanced diet. However, there's still work to be done, especially in countries like Poland, to raise awareness about regular check-ups and early diagnoses, which can be lifesaving, particularly for diseases like cancer. It's not about corporate pharmaceutical interests, but about our collective mission to educate and ensure people receive the care they need.
The pandemic also brought to light the consequences of delayed medical appointments and treatments. It led to excess deaths, a concern we must address, particularly considering the aging population. Poland experienced a significant impact in this regard due to swift lockdown measures.
In summary, the changing demographic landscape, increased lifespans, and the impact of the pandemic emphasizes the need for proactive healthcare, prevention, and early diagnosis to ensure the well-being of our aging population. The work the Ipsen team does on awareness campaigns, from renal cell carcinoma to neuroendocrine tumors and from prostate cancer to spasticity, is an integral part of our contribution to improved health outcomes.
EF: Can you elaborate on Ipsen's footprint in Poland and the portfolio performance?
IP: Ipsen's global footprint is substantial, with over 5,000 employees worldwide. While we have large research centers and manufacturing facilities worldwide, our focus in Poland is primarily on educational, commercial, and medical activities.
More than half of our Polish team works in the field, including key account managers, regional medical advisors, sales representatives, and access specialists. We have dedicated teams for each therapeutic area, oncology being the largest. In oncology, we focus on the treatment of solid tumors (such as renal cell carcinoma, hepatocellular carcinoma, neuroendocrine tumors, prostate cancer and thyroid cancer), while expanding our efforts in the field of hemato-oncology. Our efforts go beyond promoting our products; we also focus on educating about various medical conditions and solutions. This includes collaborating with experts, medical societies and patient organizations to create patient education materials and programs.
In neurology, for example, where a significant unmet need exists in Poland for treating patients with botulinum toxins, we provide numerous training workshops, especially for injectors dealing with conditions like spasticity and dystonias. Building physicians' skills is vital, as they play a crucial role in patient treatment.
Another notable initiative is our first patient support program in Poland. I recently visited two of the centers taking part in this program that we've developed in partnership with key opinion leaders and an experienced local service provider. The program focuses on supporting patients at risk of developing spasticity, a condition that can occur after a stroke. 6 in 10 stroke survivors will not suffer from spasticity, but for those who do, early detection is crucial for effective treatment and quality of life. Our patient support program, designed for 1,500 patients, allows ongoing monitoring. This provides psychological reassurance to patients and includes questionnaires where trained coordinators assess their symptoms and well-being. We hope our efforts in this area can positively influence the healthcare system, by providing a model of coordinated comprehensive neurological care for post-stroke patients.
Last but not least in neurology, at the global level we are currently working on a long-acting neurotoxin, where the effectiveness of the treatment lasts up to 9 months. Poland is one of the countries where the LANTIMA clinical trial, being implemented in 16 Polish centers, is underway.
In rare diseases, Ipsen has expertise in four main areas: rare bone, endocrine, liver-related and neuromuscular diseases. We're also engaged in discussions about introducing new, first-in-class products. There are over 7,000 rare diseases in the world, but less than 1,000 have treatments. We're committed to bringing the full potential of our innovative medicines to Polish patients, and to working with stakeholders to secure broader access based on value and impact on the healthcare system.
EF: What are the ESG pillars of Ipsen Poland?
IP: Ipsen focuses on four pillars: Environment, Patients, People, and Governance. We have a framework we call “Generation Ipsen for Positive Change", a global initiative that holds local significance. In terms of the environment, we strongly emphasize aspects like renewable energy and upgrading our vehicle fleet to respect CO2 emission targets through hybrids, if electric-only vehicles are still impractical in some regions. In terms of Governance, we hold an ISO certification for anti-corruption management systems. We prioritize business ethics and rigorous compliance. Our CEO often talks about "mindful risk-taking," which means we maintain the highest ethical standards while taking calculated risks and implementing necessary controls.
The Social aspects revolve around our people and our patients. Employee diversity is crucial to us, and we achieved gender parity in the global leadership team (our top 160 leaders) this year, a significant milestone. In Poland, more than half of the leadership team is female. We're also a "Great Place to Work" in more than 20 countries. In Poland, we were certified as a 'Great Place To Work' for the first time in 2021. We repeated the success in 2022 and have recently got the news of re-certification once again, with a Trust Index that increased 5 points vs. last year and is now 89%! We also engage in corporate social responsibility activities, such as supporting orphanages, and almost all colleagues participate.
EF: What is your take on attracting and retaining talent, and how does it align with your view on patient centricity?
IP: Attracting talent to the pharmaceutical industry is easier than in other industries because our mission to improve patients' lives resonates with people's desire to contribute positively. Culture plays a vital role for us at Ipsen. We aim to foster a culture of collaboration and excellence, and I firmly believe in the value of cooperation and teamwork. It's at the core of what we do.
Our culture helps us attract talent, and also to motivate and retain it. The motivation challenge becomes important, especially with hybrid work arrangements. We need to ensure that our cultural values continue to inspire our teams as they navigate a blend of in-person and remote work. At Ipsen, we follow a ‘3 + 2’ policy for office-based staff: three days in the office or at events and two days remote, averaging 60% in-person and 40% remote work each month. This approach provides empowerment, and flexibility and allows teams to define their rhythm and when they need to come together for collaborative efforts. Motivation, particularly in times of complexity and uncertainty, requires special attention, beyond financial incentives. It's about maintaining a strong sense of purpose and shared values in our work. Development opportunities serve as a great source of motivation as well. We offer various training programs, both in-person and online. Talent management is a priority, especially for high-potential individuals. I also dedicate personal attention to helping them progress.
Retention is another key area. A certain degree of turnover is natural, but we actively work on retaining our team members. In the competitive pharmaceutical industry, there's a demand for experienced managers, often leading to salary increases when they move. When I worked in consulting, I learned that change is effective only when done with people rather than to people. It's a lesson I've carried into my current role. We have a portfolio of initiatives, but involving our team in the process is crucial for success. I was fortunate to join a successful organization, so my approach has been more about evolution than revolution. I've had the freedom to make strategic investments and try new things, building on our strengths. I try to give the same freedom to my people. It's a refreshing experience.
EF: What will you say to the team when toasting Ipsen’s 30 years in Poland?
IP: Celebrating Ipsen’s 30th anniversary has been a source of immense pride. It's not only about the history but also about the legacy we carry forward. We've touched the lives of millions of Poles over these three decades. Our journey continues, and I'm hopeful for the future. Ipsen is evolving, investing a lot in research and development, especially in rare diseases. We're seeing double-digit growth in Poland, a testament to our commitment to helping more patients every year.
Remembering that our success is all about the people and about embracing change is important. Open-mindedness and a learning mindset are crucial for the next 30 years to maintain this momentum. We have a great team spirit, promoting trust, collaboration and excellence in execution. Diversity also plays a key role, as we have colleagues coming from various backgrounds and industries. Mixing it all together in the context of Ipsen Poland creates a dynamic, passionate and innovative environment.
