Pharmaceutical Leadership Summit 2010 (PHARMA LEADERS)
|Event Date/Time: Jun 25, 2010||End Date/Time: Jun 26, 2010|
|Registration Date: Jun 15, 2010|
|Early Registration Date: May 15, 2010|
|Abstract Submission Date: May 15, 2010|
|Paper Submission Date: Jun 05, 2010|
DAY 1 (Friday 25th June 2010)
08:30 â€“ 09:15 AM Registration & Refreshments
General Session: Moderator : S. Krishnakumar : Head â€“ Corporate Business Devlopment, Warnbury Ltd
09:15-09:25 AM Opening Address â€“ Satya Brahma, Editor-In-Chief, Pharma Leaders.
Release of an exclusive white paper on Booming Pharma Industry â€“ The Road Ahead 2015.
09:55 â€“ 10.25
10.25 â€“ 10.55 AM
10.55 â€“ 11.25 AM
11.25 â€“ 11.55 AM
11.55 â€“ 12.25 PM
12.25 â€“ 12.55 PM Welcome Address : Ajit Singh, Chairman, ACG Worldwide
Keynote Address : Tapan Ray, Director General, OPPI.
The Patient Protection and Affordable Care Act ,a federal statute that was signed into law in the United States by President Barack Obama on March 23, 2010. Along with the Health Care and Education Reconciliation Act of 2010 (signed into law on March 30, 2010), the Act is a product of the health care reform agenda of the Democratic 111th Congress and the Obama administration.The law includes a large number of health-related provisions to take effect over the next four years, including expanding Medicaid eligibility, subsidizing insurance premiums, providing incentives for businesses to provide health care benefits, prohibiting denial of coverage/claims based on pre-existing conditions, establishing health insurance exchanges, and support for medical research. The costs of these provisions are offset by a variety of taxes, fees, and cost-saving measures, such as new Medicare taxes for high-income brackets, taxes on indoor tanning, cuts to the Medicare Advantage program in favor of traditional Medicare, and fees on medical devices and pharmaceutical companies; there is also a tax penalty for citizens who do not obtain health insurance (unless they are exempt due to low income or other reasons. The Congressional Budget Office estimates that the net effect (including the reconciliation act) will be a reduction in the federal deficit by $143 billion over the first decade.
An Indian Perspective of its implications.
Address By Shri Ashok Chavan, Honâ€™ble Chief Minister, Government of Maharastra.
Address by Shri Srikant Jena, Honâ€™ble Union Minister of State for Chemicals & Fertilizers, Government of India.
Address by Shri Sanjay Nirupam, Honâ€™ble Member of Parliament, Government of India.
Keynote Address: Dr Surinder Singh,DCGI,Ministry of Health & Family Affairs
Keynote Address: Ranjit Shahani - President,OPPI,Vice-Chairman & MD, Novartis India Ltd.
Destination 2010 - Diversification, Expansion & Ambitions
Keynote Address : Satish Reddy, CEO & MD, Dr Reddyâ€™s Labs Ltd.
With low-cost manufacturing, high-quality research and manufacturing facilities and educated personnel, the Indian pharmaceutical industry presents both a competitive threat and partner opportunities
India is the worldâ€™s fourth largest producer of pharmaceuticals by volume, accounting for around 8% of global production. In value terms, production accounts for around 1.5% of the world total. The Indian pharmaceutical industry directly employs around 500,000 people and is highly fragmented. While there are around 270 large R&D based pharmaceutical companies in India, including multinationals, government-owned and private companies, there are also around 5,600 smaller licensed generics manufacturers, although in reality only around 3,000 companies are involved in pharmaceutical production. Most small firms do not have their own production facilities, but operate using the spare capacity of other drug manufacturers.
The advent of pharmaceutical product patent recognition in January 2005 changed the ground rules for Indian companies. In the run up to the new post-patent era and since, the Indian industry has been evolving. R&D departments are moving away from reverse-engineering in favour of developing novel drug delivery systems and discovery research.
Geographically, the key markets for the Indian industry are India, the US, Europe, Russia and the former CIS countries, Africa and Latin America, particularly Brazil. Some companies have also begun to gain generic approvals in Australia. In the future, Japan and other Asian markets are likely to be added to this list
India remains an important market for the vast majority of Indian companies. The indigenous industry supplies around 70% of the countryâ€™s pharmaceuticals. The proportion of revenue derived from India depends largely on the strategy of the individual company and its penetration into overseas markets. For example, while Zydus Cadila aims to grow rapidly in key generic markets in the US, Europe and Latin America, India remains its most important market, accounting for 63% of revenue in fiscal 2007/08. India is also Ciplaâ€™s key market, generating almost half of the companyâ€™s revenue in 2007/08, although this percentage has been declining in recent years as the company has increasingly targeted overseas markets. Other companies, such as Dr. Reddyâ€™s, are less reliant on the Indian market; in 2007/08, India contributed 15.7% of the companyâ€™s global revenue.
Outside India, the US and EU generics markets are currently the major targets for companies following a generic strategy â€“ but for how long? The attractive opportunities offered by the loss of patent protection on several major products in the coming period has to be offset against price reduction pressures driven by the ongoing economic downturn and aggressive competition for the business that is on offer.Indian pharmaceutical companies are no strangers to competition. The Indian market is highly competitive with more than 300 organised players and branded promotional costs associated with every product, yet the industry is able to offer low-priced products and remain profitable in India. However, whether the Indian industry will be able to maintain the pace of expansion across the world is questionable in the current economic climate.
12.55-01.25 PM Keynote Address: Leadership in the Face of Change...Mastering Resiliency : The Road Ahead.
Kewal Handa : Managing Director â€“ Pfizer Ltd
01.25 -02.25 PM
02.25 â€“ 02.55 PM Networking & Luncheon at Majestic Hall
Keynote: Preventive Personalised Healthcare - The way Forward"
Dr. Villoo Morawala-Patell, Founder CEO & MD. Avesthagen Limited.
Most Indian biotech companies survive by doing reverse engineering or contract work but Morawala-Patell set out to give Avesthagen a strong focus in innovative R&D in diverse areas such as bioAgriculture, bioNutrition, biopharmaceuticals and drug discovery. And now she has split these four strategic business units as four independent profit and loss (P&L) entities, so that it can take care of its own financial requirements. With a fifth of small European biopharmaceutical companies possibly facing bankruptcy by the end of the year, the fear is that many Indian biotech companies could also face the same fate, thanks to the liquidity and credit crisis. The presentation will dwell on about the ripple effect on the Indian biotech
02.55 â€“ 03.25 PM Innovations in India â€“ Biotech Strategy for Human Resource Skill Development Strategy.
Biotech Companies has long been praised by HR experts and academics for its commitment to training and developing employees. But confronted with an increasingly challenging market, many firms had begun to shift its hiring and employee development strategy, Not only are such companies subject to the expiration of a popular drug's patent, which opens the market to generic competition, but smaller biotechnology firms are able to produce new drugs more quickly, making it crucial for big pharmaceutical companies to have a continuous stream of promising drugs in the pipeline."Developing talent a certain way makes sense if your business is predictable and if a company knows what it will need 10 years out," as, the pipeline of drugs that companies must develop is difficult to anticipate."
Dr Krishna Ella, CMD, Bharat Biotech International Ltd.
03:25-03:55 PM Bulk Drug & APIâ€™s : Challenges & Opportunities Ahead!!!
Dr.B.P. S Reddy, Chairman Hetro Drugs Ltd
The Active Pharmaceutical Ingredient (API) industry in India is gearing up to grab the fast growing global market opportunities through quality manufacturing and R&D activities even as global pharma majors are looking towards low cost quality manufacturing centres in the emerging nations.According to the latest figures from the Bulk Drug Manufacturers Association (BDMA), the size of the API industry is about Rs 32000 crore to Rs 35000 crore ($6.61 billion to $7.23 billion) of the total Rs 78000 crore ($16.12 billion) Indian pharma industry. Out of the total API business, almost Rs 15000 crore to Rs 18000 crore ($3.1 billion to $3.7 billion) comes from exports. While the increase in volume-wise production for the domestic pharma industry has resulted in a growth of domestic market for APIs, the increasing number of companies exploring overseas market and the growth of generic potential in the most regulated and rich markets like the US and Europe has created a huge opportunity for Indian companies in exports business. The aggressive market exploration of Indian companies in overseas countries, especially in the semi-regulated and regulated markets are a major reason for the fast growth of the API industry. According to a study conducted by Ernst and Young for the Indian Brand Equity Foundation (IBEF), published in December 2008, the semi regulated markets account for a majority of bulk drugs exports with a 60 per cent share.However, the major Indian companies which are pursuing the regulated market as a large number of products have started losing their patent protection in these countries in last two years, are aggressively filing drug master files (DMFs) with the drug regulators in the US and Europe.
Authorised Generics: Threat or Opportunity?
Mr.Deepak Naik, Managing Director, Eisai Pharma Ltd.
Over the last few years, a growing number of â€˜authorised genericâ€™ agreements have been evident in the US and most branded companies have issued them in order to take sales and profits away from 'hostile' generic competition. While there is currently nothing to stop a branded company from issuing a licensed generic during the period of 180 days exclusivity, it has been argued that authorised generics are counter to the spirit of Hatch-Waxman, and devalue the 180-day exclusivity period by destroying the incentive for generic companies to challenge patents. Certainly some Indian companies such as Ranbaxy and Dr. Reddyâ€™s have been quick to exploit this opportunity, and the new products coming up, combined with their experience, will make them well placed to develop this area further.
Break â€“ Refreshments : 04.25-05.00 PM
05.00 â€“ 05.30 PM Authorised Generics: Threat or Opportunity?
Is the Block-buster Molecule outdated??
Dr R.B.Smarta, Managing Direrctor, Interlink Consultancy Pvt Ltd
This panel discussion will bring together leaders in the drug delivery device market with leaders in the drug development market to discuss how alliances can bring sustainable competitive advantage to both groups and the role CI has in the selection of a partner. Panel members will bring their real-world experience to the presentation and explore how CI has supported the development of partnerships from the early stages of recognizing when a partner was needed to the late stages of marketing the end product and system. Attendees will benefit from this unique insight with a better picture of how to assess device and drug company partnerships and how to build similar partnerships within their own entities.
05:30-06:00 PM How to build a robust financial global pharma empire?
Pravin Iyer, CEO, Medreich Ltd
Competition, typically the most powerful external force, is increased by the advent of globalization. The number of companies and the number of countries where these companies operate and the way governments are dealing with the impacts of globalization is accelerating. The interaction of changes in government policy and business innovation has actually made globalization even faster. If a company does not become a global, it would simply be shut out of new markets. The reasons for the turmoil are numerous: a sputtering economy, increased global competition, the implementation of new technologies that displace jobs, the deregulation of certain industries, and the general consolidation of other industries, such as banking and health care. Observers will see a continuing progression in the ruinous steps which have forced the industry into a socio-politico-economic corner. The industry is likewise linked closely to the policies of governments, the earnings of banks. The industryâ€™s approach to dealing with political institutions has not always been brilliant. It tends to be good on technical issues, although it has not always fully presented the longer-term options, in order to make the choices and their implications clear. A competitive and complex make-up would thoroughly describe the structure of the pharmaceutical industry of today. Many companies are coming out of nowhere and are competing with some of the worldâ€™s oldest and most trusted pharmaceutical companies. The demand for high quality medicine never lessens. And so, competition is always an item. Industries strive hard to make medicine which is much more effective and cost-efficient than the rest. But how can one address and meet the demands of people? With the use of marketing strategies. A marketing strategy, as we can clearly understand, is a way of using all the resources you have in order to gain a better marketing opportunity. Though, a person may have limited financial, or whatever resources that he has limited supply of, he can still be able to pull off a great advantage in the marketing world through good marketing strategy. A great marketing strategy is the foundation of a great marketing plan. And just what is a marketing plan? It is an overall plan on how the producer is going to tackle the different components of selling his product. A marketing plan often entails the help of a great marketing strategy. For example, "Use a low cost product to attract consumers. Once our organization, via our low cost product, has established a relationship with consumers, our organization will sell additional, higher-margin products and services that enhance the consumer's interaction with the low-cost product or service."
06:00-06:30 PM Networking & Refreshments in Exhibition Hall
06:30-07:00 PM Venket Jasti, MD, Suven Life Sciences Ltd.
How Pharma Leaders Can Survive and Thrive In Turbulent Times??
Turbulent economic times create new opportunities and threats for CI and BI professionals. This presentation will share field research findings regarding traumatic changes under way in the global bio-pharma and medical device sectors â€“ with case examples illuminating how savvy Pharma Leaders and BI pros survive and thrive by aligning organizational intelligence with rapidly changing leadership teams, organizational structures, business units, brands and priorities. .
07.00 â€“07.30 PM P.K.Guha, Jt MD, Zuventus Healthcare Ltd
Pharma Leaders â€“ Yesterday, Today & Tomorrow :
07:30-08:30 PM Tea & Cofee Break
08.30 â€“09.15 PM PANEL DISCUSSION LIVE ON BLOOMBERG UTV :
Moderator : Mini Menon : Bloomberg UTV
Kewal Handa :MD, Pfizer Ltd
Suresh Kare :CMD, Indoco Remedies Ltd.
Ranjit Shahani, MD, Novartis India Ltd.
Dr Kamal Sharma, MD, Lupin Ltd.
Sanjay Nirupam, Member of Parliament, Govt of India.
Dr Surinder Singh, Drug Controller of India.
Dilip Sanghavi, CMD, Sun Pharmaceuticals Ltd.
Dr Shailesh Iyenger, MD, Aventis Pharma Ltd.
09.15 â€“ Onwards Cocktails & Dinner
DAY 2 (Saturday 26th June 2010)
09:15-10:15 Registration & Networking Breakfast in Exhibition Hall
10:15-11:00 Indian Biotechnology at global map
Kiran Mazumdar Shaw, CMD, Biocon Ltd.
11:00-12:00 Keynote Address : Is the Indian health care delivery system ready for change?
India needs a continuously improving, self-regulating, patient-centred healthcare delivery system. If India is to improve its healthcare delivery mechanism and become a preferred healthcare destination, as pronounced in the National Health Policy, a necessary prerequisite is the setting up of internationally acceptable and highly credible accreditation systems. McKinsey study predicts that in 2012, the healthcare market may well be estimated at US$45bn. Private healthcare is expected to account for 75 percent of this spending.The scope of this report extends to examining both the public and private health delivery systems. Anti-competitive practices may be found in both the private and public sector with the difference that the practices in the private sector are mostly institution-driven, while in the public sector, the practices stem from individual corruption. This conceivably is because of the varying approaches of the two sectors,the private sector being motivated by profit and the public sector being welfare oriented.
Malvinder Mohan Singh, Group Chairman, Fortis Healthcare & Parkway Holdings
12.00 â€“ 12.30 Mergers,Acqiisitions & Expansions : The new Look of Managed Healthcare services with global penetration
Vishal Bali, CEO, Fortis Hospitals.
Dr Pratap Reddy, Chairman, Appolo Group
Malvinder Singh, Chairma, Fortis Group,
Dr Ramakant Panda, Vice-Chairman, Asian Heart Institute.
12.30 â€“01.00 Emergence of Social Devlopment Sector : Corporates need to focus more on CSR? â€“ A Wockhardt Foundation case study
Huzaifa Khorakiwala, CEO, Wockhardt Foundation & Executive Director, Wockhardt Ltd
Lunch â€“ Break
2.00 â€“ 2.30 PM
01.00 â€“ 02.00PM
Offshoring/ Outsourcing: Advantage India
Over the last decade outsourcing has become an important strategic issue for pharmaceutical companies; rising pressure to reduce costs and time-to-market has led to outsourcing not only of traditional non-core functions such as manufacturing and clinical trials, but also increasingly of technically demanding areas such as drug discovery and biotech R&D. Pharmaceutical Outsourcing Strategies is a new report which provides a comprehensive and up to date review of contract research and manufacturing, in addition to key strategies for pharmaceutical companies to optimize their relationships with contractors. Emerging trends are evaluated and offshore outsourcing opportunities are analyzed in the rapidly growing markets of Eastern Europe, China and India. Use this report â€™s best practice case studies and unique examination of future outsourcing trends -including cutting edge technologies and novel contract alliances to ensure that you implement the optimal strategies for your company â€™s needs.
Dr Gopakumar Nair : Chairman, BDH industries Ltd
Dr P.M.Naik, Project Director, Zydus Cadila Ltd
Venket Jasti, CEO, Suven Life Sciences
Daara Patel, Secretary General â€“ IDMA
Anurag Bagaria, Vice â€“ President .Kemwell Pharma Ltd.
02.30 â€“ 03.00 Emergence of SEZ zones : Challenges & Opportunities in 2010
Arun Kumar, MD, Strides Acrolabs Ltd
Indian companies were quick to realize opportunities in the global pharmaceutical manufacturing market and have undertaken significant investment in the last decade in creating capacities of global standards to serve highly attractive regulated markets. Investment in creating capacities that meet stringent global quality parameters such as US FDA, UK MHRA, etc is imperative for Indian players to serve high-value regulated markets. However, the decision to either upgrade the existing facility or create a Greenfield facility is dependent on multiple factors such as the target market, capacity required, technology employed and category of products cytotoxic. Many biological products require a separate standalone facility, tax and fiscal incentives in a special economic zone (SEZ) and dedicated pharma zones, etc. A biggie from the pharma industry said that this is the right time for such contract manufacturer outsourcings (CMO) to invest in building new facilities or upgrading existing facilities because production will have to be increased to meet global demand for anti-diabetic, anti-ulcerants and analgesic drugs. Also, CMOs must be abreast of current good manufacturing practices (cGMP), regulatory compliance as well as IPR issues and constantly revisit and upgrade their existing processes, products while planning for future needs. This will ensure that they are able to meet challenges in the marketplace and gain both mind share and shelf space. Geographical diversification in terms of regulated and emerging markets will help Indian pharma companies mitigate their risk exposures. Indian pharma companies that are able to borrow best practices are those that have a consistent and balanced presence across all kinds of markets and therefore, can learn from best minds in the world, in an environment that is conducive to growth and in a way that optimizes business prospects. As such, reaching out to new geographical markets is essential for sustained growth for Indian pharma companies.
03.00 â€“ 03.30 Building Pharma Brands : Challenges & Oppourtunities of Mid-Sized Companies.
"Today, the markets have evolved with time. In countries like Russia, consumers are ready to pay a higher cost for quality and there are international competitors who are fighting for a share of these growing markets. The global meltdown could negatively impact Indian pharma exports but "good relationships with the target audience help to sustain longer in the markets.Marketing of pharma products calls for a strong field-force network complimented with a robust supply-chain. A growing product portfolio is the key to beat competition and this will ensure a constant flow of income into the business.
J.P.N.Singh, Director, Galpha Labs Ltd
03.30 â€“ 04.15 Destination 2010
Diversification, Expansion & Ambitions
Anuj Saxena, Managing Director, Elder Healthcare Ltd.
The days when the Indian pharmaceutical industry was synonymous with cheap generic drug production are passing. While generics continue to play a major part in the industryâ€™s success, many companies have started down the long road of drug discovery and branded product development. With low-cost manufacturing, high-quality research and manufacturing facilities and educated personnel, the Indian pharmaceutical industry presents both a competitive threat and partner opportunities .India is the worldâ€™s fourth largest producer of pharmaceuticals by volume, accounting for around 8% of global production. In value terms, production accounts for around 1.5% of the world total. The Indian pharmaceutical industry directly employs around 500,000 people and is highly fragmented. While there are around 270 large R&D based pharmaceutical companies in India, including multinationals, government-owned and private companies, there are also around 5,600 smaller licensed generics manufacturers, although in reality only around 3,000 companies are involved in pharmaceutical production. Most small firms do not have their own production facilities, but operate using the spare capacity of other drug manufacturers.
04:15-04:45 100 Prescriptions for 1 Lac : Is the era of ethical marketing over?
Ruth Desouza, Executive Director, Interlink Marketing Consultancy Pvt Ltd.
In what seems to be a case of giving the fox the job of guarding the henhouse, the government has decided to curb the practice of bribing doctors for promoting drugs by allowing pharmaceutical companies to self-regulate rather than have a legislation to tackle the menace. This is despite the fact that more than a quarter of the members of the Organisation of Pharmaceutical Producers of India (OPPI) an association mainly of multinationals which is estimated to account for 70% of the drug market in India are subsidiaries of companies that have been penalised in the US for illegally promoting various drugs through inducements for doctors. Of the 53 pharma members of the OPPI, over 25% have figured in such cases in the US. This is despite the fact that Pharmaceutical Research and Manufacturers of America (PhRMA), which includes many of these penalised companies, already has a voluntary Code on Interactions with Health Professionals which explicitly prohibits members from giving illegal inducements to doctors to get them to prescribe their products. Many of these companies also claim to have their own stringent ethical guidelines applicable globally regarding interactions with health professionals. When stringent laws in the US, unlike India which has no laws to tackle illegal inducements to doctors, could not stop these companies from indulging in kickbacks to doctors, it is anyone's guess how effective self-regulation can be. However, answering a question in the Rajya Sabha on steps taken to curb drug companies bribing doctors, the department of pharmaceuticals said it has asked pharmaceutical company associations to formulate guidelines and mechanisms for their strict enforcement. The government appears satisfied to leave it at that despite being aware that the largest pharmaceutical associations, OPPI and Indian Drug Manufacturers Association (IDMA) already have codes which don't seem to be enforced at all.
04.45 â€“ 05.15 Can we face the Heat of Globalization ?
Ram Prasad Reddy, Chairman, Aurobindo Pharma Ltd
05.15 â€“ 05.45 Will OTC market boom post 2010? â€“ Key Challenges
Dr Anand Burman, Chairman, Dabur India Ltd.
Highly complex business... The sheer complexity of the products and processes in the pharma industry makes it fiendishly difficult to comprehend. Unless you can tell the difference between bulk drugs and formulations, generics and patented drugs, over the counter (OTC) and non-OTC drugs, donâ€™t even think of picking stocks from the vast universe of pharma stocks. ...with intense competition. Few drug companies can afford to make the massive investments in research and development, which are the key to sustained success in this highly competitive industry. Even the larger Indian companies do not have the resources to take a molecule through clinical trials, which is why they have entered into licensing agreements with large global drug companies. Development of new drugs is expensive, and the odds are not encouraging. Only one out of every 1,000 molecules developed makes it through the pre-clinical stagesâ€“and barely one out of every five such molecules passes clinical trials. Few companies have the right stuff... Given their low manufacturing costs, Indian companies are ideally positioned to tap the lucrative export market for generics, once the patented drugs that inspired them go off-patent. Till 2005, drugs with sales amounting to around $40 billion are slated to go off-patent. However, few Indian companies have the wherewithal to exploit this opportunity. Before a drug company can export to the USâ€“the worldâ€™s biggest marketâ€“it has to get its manufacturing facilities certified by the US Food and Drug Administration (USFDA), and obtain drug-specific marketing approvals from that body. The USFDA has stringent certification norms, and a very small percentage of Indian drug companies worldwide are certified by it. ...so choose with caution. Investing in stocks is rather more involved than buying aspirin over the counter, so you need to exercise some discrimination. To help you choose, we have classified the stocks in the sector into three broad categories. The best of these are the cream of Indiaâ€™s pharma sector. Some others, although not as promising, are reasonably strong medium-term bets. And then there are the anonymous me-toos, to be avoided like the plague.
05.45 â€“ 06.15 Networking & Refreshments in Exhibition Hall
06.15 â€“ 06.45 Retail Pharmacy Market in India :
Suneeta Reddy, Group CFO, Appolo Group.
The number of present pharmacies in the country, estimated over 5 lacks, has to be looked from a practical positive angle. They too have a role to play - to make the medicines available to the common man at affordable cost.They have survived amidst odds and unhealthy competition due to irrational grant of too many sales licences, unmindful of the need. The industry is growing at 41% per annum and expected to reach INR 432 bn by 2011. Growth in this sector is being propelled by increase in healthcare spending, growth in pharma sector & organized pharma retail, changing disease profile of India, consumer attitudes, attractive margins and growth in OTC segment.The drivers and challenges explain the factors influencing growth of the industry and a brief analysis of the major issues/challenges hindering growth. The report also highlights the current market trends. The competitive landscape profiles the major players in this sector including the business description, number of stores and expansion plans for each player. The report also provides details of the key developments in this sector.The Indian retail industry is the fifth largest in the world. Comprising of organized and unorganized sectors, India retail industry is one of the fastest growing industries in India, especially over the last few years. Though initially, the retail industry in India was mostly unorganized, however with the change of tastes and preferences of the consumers, the industry is getting more popular these days and getting organized as well. With growing market demand, the industry is expected to grow at a pace of 25-30% annually. The India retail industry is expected to grow from Rs. 35,000 crore in 2004-05 to Rs. 109,000 crore by the year 2010.
06.45 â€“ 07.15 How Pharma Leaders Can Survive and Thrive In Turbulent Times??
Turbulent economic times create new opportunities and threats for CI and BI professionals. This presentation will share field research findings regarding traumatic changes under way in the global bio-pharma and medical device sectors â€“ with case examples illuminating how savvy Pharma Leaders and BI pros survive and thrive by aligning organizational intelligence with rapidly changing leadership teams, organizational structures, business units, brands and priorities.
Shailesh Iyenger, MD, Aventis Pharma Ltd.
07.15 â€“ 07.45. Modern Day Practioners : Aims & Aspirations
Dr Ramakant Panda, Vice-Chairman, Asian Heart Institute.
07:45-08:45.: Vote of Thanks : satya Brahma, Editor-In-Chief, Pharma Leaders. Pharma Leaders Excellence Awards
8.45 onwards Cocktail & Dinner with a grand Gala evening Surprise