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Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)
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Etude PwC sur les priorités des dirigeants de l'industrie pharmaceutique (2013)

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Pour cette 16ème édition de l’étude mondiale annuelle de PwC “Dealing with disruption, 16th Annual Global CEO Survey”, 1330 chefs d’entreprise de 68 pays ont été interrogés entre septembre et décembre 2012. 90 dirigeants du secteur pharmaceutique et des sciences de la vie ont participé à l’enquête. PwC a également interrogé plus longuement Yasuchika Hasegawa, Président-Directeur Général de Takeda Pharmeutical Company Ltd. au Japon. Les résultats du secteur pharmaceutique et des sciences de la vie est disponible, ainsi que l’étude intégrale.

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  • 1. www.pwc.com/ceosurvey Dealing with disruption 16th Annual Global CEO Survey Key findings in the Pharmaceuticals and Life Sciences industryFebruary 2013
  • 2. WelcomeFar-reaching changes are taking place and they’re taking place faster than ever. In this new era of‘stable instability’, risks that once seemed improbable, even remote, have become the norm. For CEOsacross the world, ‘expect the unexpected’ has become the mantra. The only solution is to buildorganisations that can thrive amidst disorder: organisations that are agile and adaptable, as well asable to cope with disruption, can emerge stronger than before.We polled 1,330 CEOs in 68 countries, and talked face-to-face with another 33 CEOs, in our 16thAnnual Global CEO Survey, to find out how they’re creating resilient organisations that can flourishunder stress. Dealing with disruption shows that CEOs are:• focusing on a few carefully selected initiatives to stimulate organic growth;• exploring new ways to attract and keep customers; and• balancing efficiency with agility.And to succeed in these three goals, CEOs are recognising the role that trust plays, and that they’ll haveto work hard to repair the bridges between business and society.This report is a summary of our key findings in the Pharmaceuticals and Life Sciences industry, basedon interviews with 90 CEOs in 37 countries, as well as an in-depth interview with Yasuchika Hasegawa,President and Chief Executive Officer, Takeda Pharmaceutical Company Ltd., Japan.To see the full results of the 16th Annual Global Survey, please visit www.pwc.com/ceosurvey.16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 2
  • 3. Contents Page Introduction 4 The disruptive decade 6 What worries CEOs 8 What CEOs are doing • Targeting pockets of opportunity 12 • Concentrating on the customer 22 • Improving operational effectiveness 26 It’s a question of trust 3016th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 3
  • 4. Introduction16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 4
  • 5. IntroductionPharma’s future has never looked more promising – or more ominous. Major scientific,technological and socioeconomic changes will revive the industry’s fortunes in anotherdecade, but capitalising on these trends will entail making crucial decisions first.While they’re confident about their own future revenue prospects, pharmaceuticals andlife sciences CEOs are also concerned about economic conditions and the impact thatfuture government responses could have on growth.What else did they tell us?• They’re working hard to meet the demands of patients and society.• Growth markets will be critical to future success.• Cost-cutting is high on the agenda.• R&D and innovation is a top priority, and so are the people who make it happen.• They’re strengthening engagement with a whole range of stakeholders.16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 5
  • 6. The disruptive decade 49% of pharmaceuticals and life sciences CEOs are very confident they can raise the revenues their companies generate over the next 12 months.16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 6
  • 7. Pharmaceuticals and life sciences CEOs areconfident of future successThe pharmaceuticals and life sciences industry is going through a period of profounddisruption. We’ve discussed the changes in detail in our Pharma 2020 series. But mostCEOs expect to master the challenges; 82% are confident of generating higher revenues inthe next 12 months, while 91% are confident of doing so over the next three years. 3 Years 2 7 46 46 12 Months 7 11 33 49 40% 20% 0% 20% 40% 60% 80% 100% Somewhat confident Very confident Not very confident Not confident at allQ: How confident are you about your company’s prospects for revenue growth over the next 12 months? Over the next 3 years?Base: All respondents (Pharmaceuticals and Life Sciences, 90)Source: PwC 16th Annual Global CEO Survey 201316th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 7
  • 8. What worries CEOs?16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 8
  • 9. What governments do could have a big impact Debt and Economic deficits Over- volatility regulation . 73% of pharmaceuticals and life 74 % are concerned about uncertain 76% of pharmaceuticals and life sciences CEOs worry it could put the economic growth—that’s still fewer sciences CEOs are wary about how brakes on growth. than across the total sample though governments will respond16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 9
  • 10. Economic factors top the list of CEOs’ concerns,but skills gaps follow close behindPharmaceuticals and life sciences CEOs are concerned about a wide range of economicthreats. For most of these they’re actually slightly less concerned than CEOs overall.Having the right talent in place is an issue too.Government response to fiscal deficit and debt burden 76 Uncertain or volatile economic growth 74 Over-regulation 73 Protectionist tendencies of national governments 61 Exchange rate volatility 59 Lack of stability in capital markets 56 Increasing tax burden 54 Availability of key skills 52 0% 10% 20% 30% 40% 50% 60% 70% 80% Pharmaceuticals and life sciencesQ: How concerned are you, if at all, about each of the following threats to your growth prospects?Base: All respondents (Pharmaceuticals and life sciences, 90)Note: Respondents who stated ‘extremely’ or ‘somewhat’ concerned. Only the top 8 threats for pharmaceuticals and life sciences CEOs are listed. List combines ‘economic andpolicy threats’ and ‘business threats’.Source: PwC 16th Annual Global CEO Survey 201316th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 10
  • 11. So what are CEOs doing?16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 11
  • 12. Targeting pockets of opportunity 33% of pharmaceuticals and life sciences CEOs expect new products and services to drive growth this year.16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 12
  • 13. Pharmaceuticals and life sciences CEOs are lookingto innovation and growth markets to drive growthWhile CEOs in most sectors are depending primarily on organic growth in their homemarkets, for pharmaceuticals and life sciences chief executives, new products or servicesare more important. And foreign markets nearly match domestic ones in growthpotential.353025201510 5 25 33 32 23 17 20 17 19 8 4%0 New product or Organic growth in Organic growth in New M&A/ joint New operation(s) in service development existing domestic existing foreign ventures/ strategic foreign markets market market alliances Total sample Pharmaceuticals and life sciencesQ: Which one of these do you see as the main opportunity to grow your business over the next 12 months?Base: All respondents (Total sample, 1330; Pharmaceuticals and life sciences, 90)Source: PwC 16th Annual Global CEO Survey 201316th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 13
  • 14. The BRIC countries are important to futureprospects – but so are the US, Germany and JapanThe pharmaceuticals and life sciences industry is looking strongly to growth markets,especially China and Brazil, to fire up growth this year. But mature markets remainimportant too – especially the world’s biggest healthcare spender, the USA. China 38 31 USA 36 23 Brazil 22 15 Russia 13 8 India 13 10 Japan 12 5 Germany 12 12 0% 5% 10% 15% 20% 25% 30% 35% 40% Pharmaceuticals and life sciences Total sampleQ: Which countries, excluding the country in which you are based, do you consider most important for your overall growth prospects over the next 12 months?Base: All respondents (Total sample, 1330; Pharmaceuticals and life sciences, 90)Source: PwC 16th Annual Global CEO Survey 2013Source: PwC 16th Annual Global CEO Survey 201316th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 14
  • 15. Why China? Customers and talent are topobjectivesLike peers across the sample, the #1 objective for pharmaceuticals and life sciences CEOsin China is growing the customer base. But accessing local talent follows close behind.Building internal service delivery and R&D and innovation capacity are important too. Grow your customer base 71 73 Access local talent base 62 43 Build internal service delivery capacity 44 33 Build R&D/innovation capacity or acquire intellectual property 44 19 Build manufacturing capacity 35 30 Acquire local operation and customer base 32 29 Access raw material or components 24 24 Access local sources of capital 12 12 0% 10% 20% 30% 40% 50% 60% 70% 80% Pharmaceuticals and life sciences Total sampleQ: Which of the following objectives do you hope to achieve in the next 12 months?Note: Don’t know/refused excluded.Base: Respondents who identified China as one of their most important growth markets (Total sample, 414; Pharmaceuticals and life sciences, 34)Source: PwC 16th Annual Global CEO Survey 2013Source: PwC 16th Annual Global CEO Survey 201316th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 15
  • 16. And why the USA? Customers and innovation arekey in the biggest marketAs in China, the top objective for pharmaceuticals and life sciences CEOs in the USA isgrowing the customer base. The #2 reason is innovation and intellectual property – andexactly the same number of sector CEOs – 44% – are looking east to China and west tothe USA in this regard. Grow your customer base 56 65 Build R&D/innovation capacity or acquire intellectual property 44 26 Access local talent base 34 36 Acquire local operation and customer base 31 34 Build internal service delivery capacity 28 30 Access local sources of capital 25 22 Build manufacturing capacity 16 17 Access raw material or components 13 17 0% 10% 20% 30% 40% 50% 60% 70% Pharmaceuticals & life sciences Total sampleQ: Which of the following objectives do you hope to achieve in the next 12 months?Note: Don’t know/refused excluded.Base: Respondents who identified the USA as one of their most important growth markets (Total sample, 310; Pharmaceuticals and life sciences, 32)Source: PwC 16th Annual Global CEO Survey 2013Source: PwC 16th Annual Global CEO Survey 201316th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 16
  • 17. A CEO’s view on the growth economies Yasuchika Hasegawa, President and Chief “My own view is that Asia Executive Officer, Takeda Pharmaceutical Company and Africa are going to be Ltd., Japan key drivers of future global growth. In Asia, people will be living longer and healthier lives. In that “Looking ahead, it’s also clear that the sense, Asia in the coming future of our company lies in the years will be experiencing developing world. About 70% of the a ‘healthcare explosion’, as pharmaceutical industry’s growth now opposed to a population comes from the emerging economies. So explosion.” the question for us is, how are we going to build a market presence in the emerging world and how are we going to build an infrastructure to get our products delivered there?”16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 17
  • 18. Investing for growthA look at pharmaceuticals and life sciences CEOs’ top investment priorities for the coming12 months again underscores the importance of innovation, which ranks #2 afterimproving operational effectiveness. At 46%, it’s 14 points higher than across the overallsample. Improving operational effectiveness 51 49 R&D and innovation 46 32 Manufacturing capacity 34 19 Growing your customer base 34 51 Enhancing customer service 32 38 New M&A/ joint ventures/ strategic alliances 31 33 Implementing new technology 27 26 0% 10% 20% 30% 40% 50% 60% Pharmaceuticals and life sciences Total sampleQ: What are your top 3 investment priorities over the next 12 months?Base: All respondents (Total sample, 1330; Pharmaceuticals & life sciences, 90)Source: PwC 16th Annual Global CEO Survey 2013Source: PwC 16th Annual Global CEO Survey 201316th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 18
  • 19. R&D and innovation is a top priority46% of pharmaceuticals and And 72% of pharmaceuticals Pharmaceuticals & lifelife sciences CEOs say R&D and life sciences CEOs say sciences innovation isis a top investment priority they’ll make changes to changing radically.over the next 12 months. increase R&D and As we discuss in our recentThat’s significantly more innovation capacity. Pharma 2020 report,than the overall average. sector companies are No change facing major challenges A major change; around innovation. They 24% need to focus efforts on improving research 46% 72% productivity. And there are many exciting new areas of research, like genomics, Some change; man/machine interfaces, 48% regenerative medicine and Q: What are your top 3 investment priorities in the next 12 months? To what extent do you anticipate changes at your company over the next 12 months with regards to an increase in R&D and innovation vaccines for chronic capacity? Base: All respondents (Pharmaceuticals and life sciences, 90) conditions. Source: PwC 16th Annual Global CEO Survey 201316th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 19
  • 20. A CEO’s views on innovation Yasuchika Hasegawa, President and Chief “Success depends upon our Executive Officer, Takeda capacity to innovate new Pharmaceutical Company products. Unfortunately, in Ltd., Japan my view, the pharmaceutical industry is hitting the wall in terms of product innovation. Currently, products based on low-molecular compound “That’s why the R&D in technology account for over the pharmaceutical 80% of the products coming industry is gradually out of the pharmaceutical shifting toward the industry. But this technology development of high- has limits in terms of efficacy molecular compound …” products. … Clearly, “…if we look around the world, there are public from the point of research laboratories, universities, and government corporate strategy it is research organisations which collectively have about a extremely important million people doing research in many different kinds that we become one of of cutting-edge technology. It’s vital that we track their the leaders in new progress so that we are able to obtain rights to the most promising new research coming out of the public technologies such as sector.” high-molecular compound technology.”16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 20
  • 21. More transactions are expected in the coming 12months, with partnerships most popularAs was also true last year, half of pharmaceuticals and life sciences CEOs plan to launch anew partnership in the next year. In the past 12 months, around a third were able to getsuch arrangements off the ground. 34 Enter(ed) into a new strategic alliance or joint venture 50 23 End(ed) an existing strategic alliance or joint venture 13 21 Complete(d) a cross-border M&A 34 20 Complete(d) a domestic M&A 24 Divest(ed) majority interest in a business or exited a 18 significant market 10 0% 10% 20% 30% 40% 50% 60% Past 12 months Coming 12 monthsQ: Which, if any, of the following restructuring activities have you initiated in the past 12 months?Base: All respondents (Pharmaceuticals and life sciences, 90)Note: Don’t know/refused excluded. Not all restructuring options are shown.16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 21
  • 22. Concentrating on the customer 94% of pharmaceuticals and life sciences CEOs say that customers and clients influence their business strategy.16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 22
  • 23. Listening to customers77%of pharmaceuticals and lifesciences CEOs are strengtheningefforts to engage customers andclients16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 23
  • 24. Many are changing course to serve customersbetter and win their loyalty81% 81% of pharmaceuticals and life sciences CEOs are changing customer growth/retention/loyalty strategies — and 26% say they’ll make ‘major’ changes 19% 26% 56% A major change Some change No changeQ: To what extent do you anticipate changes at your company over the next 12 months with regards to customer growth /retention/loyalty strategies? Do youanticipate no change, some change or a major change?Base: All respondents (Pharmaceuticals and life sciences, 90)Source: PwC 16th Annual Global CEO Survey 201316th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 24
  • 25. But are they investing enough in better customerservice? only 32%This placeholder text (20pt Georgia regular) As we’ve noted, operational effectivenessis intended to show the correct position and and R&D and innovation are the areassize of the real text used in this location. To where the most pharmaceuticals and lifeensure that you have the correct size, colour sciences CEOs are focusing theirand location of the text, it is recommended investment strategy.that you select. Overtype this placeholder One result, though, may be that bettertext. of sector CEOs say customer service has been pushed off the radar screen for many companies. Just 32% enhancing customer of sector CEOs say that enhancing customer service is a top investment priority this service is a top year, slightly less than across the total sample. investment priority this year16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 25
  • 26. Improving operational effectiveness 51% of pharmaceuticals and life sciences CEOs say it’s one of their top 3 investment priorities. That puts it #1 on their list.16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 26
  • 27. Pharmaceuticals and life sciences CEOs aremaking cost-cutting a priority Implemented a cost-reduction initiative 80Past 12 Outsourced a business process or function 37months: “Insourced” a previously outsourced business process or function 22 0% 10% 20% 30% 40% 50% 60% 70% 80% Pharmaceuticals and life sciencesComing 12 Implement a cost-reduction initiative 71months: Outsource a business process or function 34 “Insource” a previously outsourced business process or function 12 0% 10% 20% 30% 40% 50% 60% 70% 80% Pharmaceuticals and life sciencesQ: Which, if any, of the following restructuring activities have you initiated in the past 12 months? Which, if any, do you plan to initiate in the coming 12 months?Base: All respondents (Pharmaceuticals and life sciences, 90)Note: Does not list all restructuring activities.Source: PwC 16th Annual Global CEO Survey 201316th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 27
  • 28. And they’re investing in the future workforce Dont A decrease or noA significant know/refused increase in investment Pharmaceuticals and life sciences CEOsincrease in A small are increasing their investments ininvestment inrease in investment people. Almost all of them — 90% — plan to increase their investments in creating and developing a skilled 20% workforce. 30% Most are placing a lot of emphasis on 40% keeping that workforce healthy, too. As workforces in some key markets age, it Someincrease in will be important to keep employeesinvestment working as long as possible. Q: How much does your company plan to increase its investment over the next 3 years to create and develop a skilled workforce in the country in which you are based? Base: All respondents (Total sample, 1330; Pharmaceuticals and life sciences, 90) Source: PwC 16th Annual Global CEO Survey 2013 16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013 PwC 28
  • 29. Motivated, engaged employees are criticalR&D and making inroads into new markets “Our core strategyboth require actively engaged employees. And revolves around thewith times and expectations changing, 74% of question of how we can go about finding andpharmaceuticals and life sciences CEOs say recruiting top talent fromthey are making changes to the ways they around the world andmanage talent. provide them with the kind of work Total sample 23% 54% 23% environment that will maintain their interest Pharmaceuticals & Life sciences 26% 44% 30% and reinforce their morale.” 0% 20% 40% 60% 80% 100% Yasuchika Hasegawa, President No change Some change A major change and Chief Executive Officer, Q: To what extent do you anticipate changes at your company over the next 12 months Takeda Pharmaceutical Company with regards to strategies for managing talent? Do you anticipate no change, some change or a major change? Ltd., Japan Base: All respondents (Total sample, 1330; Pharmaceuticals and life sciences, 90) Source: PwC 16th Annual Global CEO Survey 201316th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 29
  • 30. It’s a question of trust 94% of pharmaceuticals and life sciences CEOs say both customers and clients and governments and regulators influence their strategy.16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 30
  • 31. Responding to the needs of patients and society Engaging Reaching patients in out to new ways regulators Drug approval is a time-consuming process and getting it wrong can76% of pharmaceuticals and life mean big penalties. Big data offerssciences CEOs say they are the potential for a much betterstrengthening customer understanding of patientengagement. For some that means populations, and the whole processfinding new ways to reach out to may change radically in the future.patients, like engaging them directly So pharmaceuticals and life sciencesto better understand how their CEOs are reaching out. Four out ofmedicines work in real-life settings. five are increasing efforts to engage with governments and regulators.16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 31
  • 32. Industry peers, employees, and supply chainpartners are influencing strategy tooPharmaceuticals and life sciences CEOs understand the importance of engaging widelywith a variety of stakeholders. Government and regulators 94 Customers and clients 94 Industry competitors and peers 93 Employees (including trade unions and work councils) 81 Your supply chain partners 80 Providers of capital (e.g. creditors and investors) 69 The media 57 Local communities 48 Users of social media 44 Non Governmental Organisations (NGOs) 36 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Pharmaceuticals and life sciencesQ: How much influence do the following groups have on your strategy?Base: All respondents (Pharmaceuticals and life sciences, 90)Note: Respondents answering ‘some’ or ‘significant’ influenceSource: PwC 16th Annual Global CEO Survey 2013concerned.16th Annual16th Annual Global CEO Survey 2013 Source: PwC Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 32
  • 33. ? And they’re reaching out Pharmaceuticals and life sciences CEOs are working to strengthen their relationships with the stakeholder groups they perceive as most influential. Customers and clients 81 Government and regulators 80 Employees (including trade unions and work councils) 78 Your supply chain partners 76 Providers of capital (e.g. creditors and investors) 69 Users of social media 68 Industry competitors and peers 67 The media 67 Local communities 67 Non Governmental Organisations (NGOs) 56 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Pharmaceuticals and life sciences Q: For those stakeholders with some or significant influence, to what extent are you strengthening your engagement programme? Base: Respondents who answered ‘some’ or ‘significant ‘ influence to Q14a. (Total sample, 420-1285; Pharmaceuticals and life sciences, 32-85) Note: Respondents who answered ‘some change’ or ‘a major change’ Source: PwC 16th Annual Global CEO Survey 2013 concerned. 16th Annual16th Annual Global CEO Survey 2013 Source: PwC Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013 PwC 33
  • 34. For more information, please contact:Michael F. Swanick Sara SolomonGlobal Pharmaceuticals & Life Sciences Industry Business Development & MarketingLeader Global Pharmaceuticals & Life SciencesT: +1 (267) 330 6060 T: +44 20 7804 1014E:michael.f.swanick@us.pwc.com E: sara.solomon@uk.pwc.comOr visit www.pwc.com/ceosurveyAcknowledgements PwC gratefully acknowledges the Download the main report, access the contribution to the 16th Annual results and explore the CEO interviews Global CEO Survey: Key findings from our 16th Annual Global CEO Survey in the Pharmaceuticals and Life online at www.pwc.com/ceosurvey. Sciences industry provided by: • Yasuchika Hasegawa, President and Chief Executive Officer, Takeda Pharmaceutical Company Ltd., Japan16th Annual Global CEO Survey – Key findings in the Pharmaceuticals and Life Sciences industry February 2013PwC 34
  • 35. This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the informationcontained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of theinformation contained in this publication, and, to the extent permitted by law, PwC does do not accept or assume any liability, responsibility or duty of care for any consequencesof you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it.© 2013 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please seewww.pwc.com/structure for further details.121211-130640-EA-OS

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