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BrazilPharma reportFebruary 2012

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Acknowledgements

Focus Reports would like to thank Lauro Moretto and Nelson Mussolini

(Sindusfarma), Odnir Finotti (Pro Genericos) and Luis Fernando

Buainain (Abafarma) for information and contacts (the associations), to

Dirceu Barbano (ANVISA) and for all the companies supporting the report.

This reporT was broughT To you by



Copyright ©All rights reserved. No part of this publication maybe reproduced in any form or by any means, whether electronic, mechanical or otherwise including photocopying, recording or any information storage or retrieval system without prior written consent of Focus Reports.While every attempt is made to ensure the accuracy of the informa-tion contained in this report, neither Focus Reports, neither the authors accept any liabilities for errors and omissions. Opinions expressed in this report are not necessarily those of the authors.

Contents

Acknowledgements ...............................................................................3

BRAZIL: A Bold Player Blooms ............................................................. 7

Shipping Up, Shaping Up .....................................................................12

Attack of the Taxes ..............................................................................15

Consolidation Nation ............................................................................16

Exportation Expectations ....................................................................18

Generic Sermon ....................................................................................19

Regulation Consternation .....................................................................22

Eurasian Invasion ..................................................................................24

Logically Biological ...............................................................................24

Awareness, Awareness, Awareness ....................................................27

Orphan Drugs: Please, Sir, Can We Have Some More? ......................28

Swing Your Partner: Doing the Samba Square-dance ........................28

Interview with Dirceu Barbano, President of ANVISA ......................34

Interview with Nelson Mussolini, Executive Director of SINDUSFARMA ................................................36

Interview with Claudio Bergamo, CEO of Hypermarcas ..................38

Interview with Avi Meizler President and Founder, Meizler Biopharma ...................................... 40

Interview with Heraldo Marchezini President, Sanofi Brazil .........................................................................42

Interview with Martin Nelzow President, Boehringer Ingelheim .........................................................44

List of exclusive interviews available on pharma.focusreports.net .......................................................................46

Directory .................................................................................................48

Index .......................................................................................................50

Past reports ...........................................................................................51

This report was prepared by Focus Reports

Project Director: Arthur ThuotProject Coordinator: Mariuca GeorgescuContributors: Chiraz Bensemmane Corissa Koopmans Henrique BezerraProject Supervisor: Ines Nandin

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Project Director: Arthur ThuotProject Coordinator: Mariuca GeorgescuContributors: Chiraz Bensemmane Corissa Koopmans Henrique BezerraReport Publisher: Ines Nandin

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If I were to suggest a title for your report,” says Antônio Britto, “it would be, ‘Trying to Fly’.” Britto, a former state governor and federal minister, and currently executive pres-ident of Interfarma, the association representing research-

based pharma companies in Brazil, refl ects a more optimistic view than in 2007. The last time Focus Reports visited the country, ex-ecutives were rife with the old saw, “Brazil is the country of the future—and will always be.” Now, however, they speak in differ-ent terms. Brazil was the last country to enter the fi nancial crisis, and the fi rst to exit. As the host of both the 2014 World Cup and the XXXII Olympiad in 2016, and as a country cleaning out cor-ruption from its highest offi ces, it is emerging from a decade which saw 40 million of its 200 million inhabitants joining the middle class, and creating a new block of “pharmerging” consumers.

BRAZIL:

“

A Bold PlayerBlooms

Cover art by Sebastião Rodrigues. Courtesy of the artist.


Pharma.FocusReports.netSpecial SponSored Section


country reportcountry report

This sponsored supplement was produced by Focus Reports.

Project Director: Arthur ThuotProject Coordinator: Mariuca GeorgescuContributors: Chiraz Bensemmane Corissa Koopmans Henrique BezerraReport Publisher: Ines Nandin

For exclusive interviews and more info, please logon to or write to [email protected]

If I were to suggest a title for your report,” says Antônio Britto, “it would be, ‘Trying to Fly’.” Britto, a former state governor and federal minister, and currently executive pres-ident of Interfarma, the association representing research-

based pharma companies in Brazil, refl ects a more optimistic view than in 2007. The last time Focus Reports visited the country, ex-ecutives were rife with the old saw, “Brazil is the country of the future—and will always be.” Now, however, they speak in differ-ent terms. Brazil was the last country to enter the fi nancial crisis, and the fi rst to exit. As the host of both the 2014 World Cup and the XXXII Olympiad in 2016, and as a country cleaning out cor-ruption from its highest offi ces, it is emerging from a decade which saw 40 million of its 200 million inhabitants joining the middle class, and creating a new block of “pharmerging” consumers.

BRAZIL:

“

A Bold PlayerBlooms

Cover art by Sebastião Rodrigues. Courtesy of the artist.



Special SponSored Section

S3 FOCUS REPORTS FeBrUarY 2012

Brazil report

This bulging middle class, known as “Class C” in Brazil, has been the main driver in Brazil’s retail pharmaceutical market, more than doubling to U$26 billion and surpassing countries like the UK and Canada to achieve a top 10 global ranking, projected to reach top 5 by 2015. Indeed, this demographic shift is the result of faster growth and progressive social policies un-der eight years of a populist Lula government, resulting in record high average wages ($R1,629, approx. U$931 per month) and record low un-employment (6.4%), and less income inequality, with a de-clining Gini coefficient, the international measure of wealth distribution, from the help of programs like the Bolsa Família, a conditional transfer payment scheme.

Growth has pushed inflation, which is sitting at 6.3%, at the upper range of the Central Bank’s 2.5% to 6.5% target, even with the dampening effects of a real which has hit recent highs of 1.58 reais to the dollar. Approaching record levels since the currency first floated in 1999, the real was dubbed by Goldman Sachs as the world’s most overvalued in 2009, and it has since appreciated by nearly 10% against the U.S. dollar. All this despite macroeconomic controls by the federal government—without which it’s estimated the real would be worth 20% more—outlined by none other than Lu-la’s successor, Dilma Rousseff, who re-cently reiterated her commitment against speculators in a Financial Times op-ed piece entitled, “Brazil will fight back against the currency manipulators.”

This staunch commitment to na-tional development, and positive macro-economic indices, have created a perfect storm for rising standards of living, in-clusive of expenditures on health. Nilton Paletta, country manager and VP, Latin America for IMS Health, explains the shift. “The one major factor influenc-ing country growth and pharma growth

alike is the change in social class distri-bution. Based on the increased stabil-ity of the economic situation, including employment and GDP growth, we have seen Social Class D to move to C, and C to B.” In 2010, Class C exceeded 100

million, with Brazil’s biggest class comprising over half its population. “This helps increase access and impacts the market’s growth, because these people have more in-come, and if officially em-ployed also benefit from pri-vate health insurance, which both contribute to better ac-cess to medicines and doc-tors,” Paletta says.

José Correia da Silva, president of ABIQUIFi, an association which rep-resents the producers of pharmachemi-cal and pharmaceutical raw materials, states another important factor is the growth and the development of government healthcare expenditures: “The Brazilian government spends a lot of money on SUS (Sistema Úni-co de Saúde/Unified Health System), which comprises a healthcare infrastructure and a strong centralization for the purchase and distri-bution of medicines.”

These expenditures are ac-counted for in the R$15 bil-lion (US$8.57 billion) institutional mar-ket, the counterpart to a US$26 billion retail spend which remains overwhelm-ingly out of pocket. “The fact is, there is a market of 200 million potential con-sumers that have just arrived to a medi-um level of medical attention. Part of the reason for the increase is that the popu-lation is so far from a level considered normal by the standard of more wealthy countries. To achieve a level of a Spain, or an Italy, Brazil must double again, at minimum,” Correia da Silva notes.

One of the contributing factors to perhaps seeing these figures double again

is, interestingly, how the figures them-selves are calculated, due to the fact that Brazil has adopted electronic invoicing. IMS’s Paletta explains the importance of the changes: “This had made the mar-ket become more visible and most likely dramatically decreased informality. This means that we are seeing two ele-ments to the growth figures. One is the real growth, which is when you compare 2011 to 2007 at the same base by looking at how many wholesalers or data provid-ers we had in our panel in 2007 versus the same panel in 2011.” The other, which accounts for some 4% to 5% of the 18% year-over-year growth, “comes from the smaller, regional wholesalers and phar-macy chains. They were not represented before in our data panel. Now we can measure the impact of those wholesalers who were not in the panel. Therefore, the market is certainly growing, but at 13% to 15% growth rate, though this is still

an important growth.”Paletta speaks to the prac-

tical repercussions for com-panies operating in a rapidly growing space: “This has changed market dynamics, because pharma companies used to rely solely on big wholesalers and pharmacy chains. Now they see op-portunity to go to the small regional wholesalers who represent approximately 10%

of market volume, or some R$4 billion (US$2.29 billion); however, to play in this market opportunity it is required a completely different ‘go-to-market’ strategy and certainly a customized ‘business model’ because the market conditions are quite different.”

Such conditions are influenced at the highest level by Alexandre Padilha, minister of health, an MD with a his-tory of directing indigenous and malaria health projects, and whose tenure began along with the current administration’s in January 2011. “The new government believes that good health and qual-

Alexandre Padilha, minister of health

Fernando Pimentel, minister of develop-ment, industry and foreign trade



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Brazil report

ity of life can be achieved through the cooperation and collaboration of many govern-ment sectors and other partners,” he says. Padilha affirms that, al-though assuring access is a chal-lenge, health is a right, and therefore the issue must be addressed: “The Brazilian Constitu-tion recognizes, under article 196, that ‘health is a right of all and a duty of the State.’ That means that addressing the social deter-minants of health is both a concep-tual and a legal imperative for our government. Bra-zil firmly believes in universal ac-cess and supports all initiatives that

Dirceu Barbano, director, ANVISA

Nilton Paletta, country manager and vp, Latin America, IMS Health

Reducing inequality widens class C, which is the �rst class to have the surplus to consume Average household income by economic class in 2011 (R$/month)

Increased generation of surplus and consumption capacity

A1 A2 B1 B2 C1 C2 D E

490 710 1,1001,650

2,750

4,900

9,100

13,100

Source: ABEP 2011

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Brazil report

promote universal health care.” Padilha suggests sustainable and

predictable financing, new technolo-gies, and the close link between health indicators to social issues as pillars of the administration’s path to achieving the Constitution’s lofty goal. His coun-terpart at the Ministry of Development, Industry and Foreign Trade, Fernando Pimentel, suggests one way: following

on the success of courting IBM and General Electric, who in 2010 in-vested hundreds of millions of dol-lars in local R&D facilities. Pimentel says it’s crucial to attract such inter-national equiva-lents in the phar-

maceutical industry, although “Brazil has difficulties that we need to overcome rapidly, espe-cially in areas of patents, and some specific types of research, such as in genetics, in live-cell organisms, and access to biodiversity. Until these are resolved the answer to this question will be up in the air.”

Jose Bastos, president of MSD, concurs, and refines Pi-mentel’s approach: “Most im-portant among these are the basics—the educational system. It’s good, but it needs to be a lot better, and produce many more people in the universities who can perform research.” Bastos further stress-es private/academic partnerships, such as the kind spurred by the aforementioned multinationals, as well as identifying ar-

eas where Brazil is already very strong, to go towards creating a phar-maceutical equivalent of an Embraer, Vale, or Petrobras. “In health, there are areas where, because of the particu-larities of the country, there is good research, such as in infectious disease. We must better identify those centers and approach them to create a closer relation between them and industry, to improve the visibility of the work they do

and further opportunities for cross-col-laboration,” Bastos notes.

Shipping Up, Shaping Up If growth is to continue, a big driver will be more remote locations in the North and Northeast, where there is need to bridge not only gaps in policy, but more literal, physical gaps as well. For in-stance, Manaus, the largest city in the Brazil’s North region (which comprises 45% of the country’s surface area), is nearly 2,500 miles from São Paulo in the country’s industrial southern heart-land—slightly farther than the distance from New York to Los Angeles. These areas, also the least developed, create an infrastructure bottleneck.

Anecdotally, managers joke it costs more to ship from the interior to Brazil’s biggest port at Santos than it does from Santos to China. Looking at hard num-bers, compared to the 1970s, the country as a whole actually counts fewer miles of railroad. Fortunately, the pharmaceuti-cal industry in Brazil relies predomi-nantly on road transport and air, such as Guarul-hos International Airport, Brazil’s main hub located on the outskirts of São Paulo, though there are still issues; At-lanta’s Hartsfield-

Lauro Moretto, executive vp, Sindusfarma

Nelson Mussolini, executive vp Sindusfarma

Jose Correia da Silva, president, Abiquifi

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Brazil reportSpecial SponSored Section


Jackson airport, by itself, has more air traffic capacity than the whole of Brazil.

Rafael Martau, as the commercial di-rector of Bomi Farma, the country’s larg-est specialized healthcare logistics and distribution provider, whose fleet serves a recently expanded primary facility (from nearly 800,000 square feet to over 900,000 square feet, with a further 160,000 square feet in the last year in Santa Catarina), is qualified to speak on how he hits the

road. “It’s obvious there is work to be done when trucks are forced to drive on two-lane high-ways, or even one-way streets,” Mar-tau notes. “When we get that fixed, it’s an issue of air-ports reaching full capacity. The big-gest worry right now is the follow-ing: What will happen—if they are at maximum capacity now—during the World Cup in 2014, and the Olympics in 2016?”

The problem is not only the capac-

ity per se. “Today there is pressure not only on runways but associated transfer infrastructure. Due to ANVISA (Bra-zil’s FDA equivalent) requirements, many shipments are carefully climate-controlled, which means that shipments must be rapidly transferred at the In-fraero (a Brazilian government corpora-tion responsible for Brazilian commer-cial airports) checkpoints upon landing,

or we risk losing the shipment. It’s a big challenge, and a big worry,” he says.

Fortunately, according to Martau, in addition to public expenditures on roads and airports, “there are companies like

Luft Group, of which Bomi Brazil is a part, which are family businesses with a consistent strategy of investing to take advantage of market growth. In fact, Luft Group invests the most in health logistics in the country, and

uses market demand as a way to spur growth and investment. In 2011 alone, Luft Group will invest over R$30 mil-lion (US$17 million), and in the past three years, we have invested R$170 million (US$97 million), in not only warehouses, but in truck fleets. By the end of 2011, we will have opened an affiliate in Recife to better serve clients in the fast-growing and remote Northeast of Brazil, because decentralization of stock is another way of absorbing growth.” And at Bomi there is much growth to absorb: in 2007, the com-pany counted 16 clients. “Now, we have 52, and the complexity and quantity of our clients is increasing every day,” Mar-tau says.

Social inequality has reached its lowest level in 40 years

Gini coef�cient is a measure of inequality where 0 equals perfect equality of income and 1

Evolution of the Gini coef�cient 1

2010

0.530

2000

0.595

1990

0.609

1980

0.590

1970

0.583

1960

0.537

Source: ABEP 2011

Odnir Finotti, president, Pró Genéricos

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attack of the taxeSThe complexity and quantity of Mar-tau’s clients is perhaps only matched by that of Brazil’s taxes. Somewhat coun-terintuitively, the country maintains the highest end-user tax burden on medicines in the world, amounting to an average of 33.9% on final prices.

SINDUSFARMA, found-ed in 1933, represents all the pharmaceutical companies in the state of São Paulo, the country’s most economically important state, and a tradi-tional center of industry from which 70% of Brazilian GDP originates. The state accounts for some 80% of the pharmaceutical companies of the country, and associated hospital and academic infrastructure,

and SINDUSFARMA is the body which represents the São Paulo industry in front of the government, and negotiates with ANVISA, unions, and tax authorities, in a broad spectrum of influence.

One of those areas of in-fluence it hopes to impact is taxation. Nelson Mussolini, executive vice president of the association, is mystified when asked to explain. “We don’t understand why,” he says. “It’s completely crazy. Look-ing at the rest of the world, the average rate is 6.3%. In many countries, like the U.S., Canada, and the U.K., the number is 0%.”

Amazingly, even veterinary products are taxed at a lower rate, which gives rise to the common joke: If you go into

a pharmacy and bark, you pay a lower price for your medicines.

Lauro Moretto, SINDUSFARMA’s other executive vice president, invokes a French muse, maybe in the hopes that the government will respond to another language: “I saw one proverb in a French review many years ago: ‘Rien n’est bon pour l’homme qui souf-fre,’ (Nothing is good for the man who suffers). Therefore, while there are still many people who suffer, what we are doing is not enough.

And nor, Moretto says, is the govern-ment. According to him, they have no strategic plan. “When you return to the past, say 20 years, there was big infla-tion and big social problems,” Moretto notes. “These have been solved, but now we need to reorganize the government and decide how they will act with the

Claudio Bergamo dos Santos, ceo, Hypermarcas

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important sectors, and how they will promote and develop social organiza-tions. Lula’s took the direction of assist-ing the people in the most need; now it’s time to take the next step.”

That next step was most clearly evinced in the first months of Rousseff’s term, when she fulfilled a campaign promise to reduce taxes to bring medicines to the most vulnerable. The re-sult, in February 2011, was the announced reduction of a copay in Farmácia Popu-lar (a government program offering low-cost drugs for low-income citizens), for the most important strategic ar-eas of diabetes and hyperten-sion, in a program called “Saúde Não Tem Preço.”

Assuming office in January 2011, Rousseff has stated the government’s No. 1 priority is poverty reduction, and such programs will clearly contribute to this end. Some 16 million people, a staggering 59% of whom live in the North-east (which accounts for just 28% of the population), live on R$70 (US$40) or less per month. Therefore it is unsur-prising that, because of their lower price, generics are ex-pected to surpass 20% over-all market share by year-end, and have achieved 53% an-nual growth in the past year. Reducing corruption, which has seen in 2011 the resignation of six ministers, in-cluding those of agriculture, transport, tourism, and most recently sports, will see Rousseff consolidating her govern-ment to take that next step.

conSolidation nationProviding her a helpful example will be the pharmaceutical industry’s consoli-dation, plowing ahead in full force. Sig-nificant M&A activity in the past year includes MNCs like Amgen, Pfizer, and

Sanofi, as well as domestic firms like Hypermarcas, which made 10 acquisi-tions in 2010, and acquired Mantecorp (a top 5 domestic player) for US$1.5 billion. Perhaps no one else is better qualified to speak on Brazilian consoli-dation than Claudio Bergamo, CEO of

Hypermarcas, Brazil’s larg-est consumer goods com-pany, which with an annual turnover of over R$5 billion (US$2.86 billion), more than any of its national or inter-national competitors in the country. Speaking about the pharma sector, Bergamo says, “Historically, the mar-ket was very fragmented, with more than 50% of to-

tal market in the hands of Brazilian companies. Hypermarcas saw the op-portunity to consolidate many suc-cessful family owned companies that were going through succession issues. Previously, these companies competed

against each other, not tak-ing advantage of the syner-gies that would have existed if they were grouped under the same platform.”

Bergamo has fostered this platform in Hypermarcas’ rapid ascent, which has seen close to 25 acquisitions since April 2008, when it became public. He has continued to further develop many of these companies—and together

they have the country’s largest num-ber of product launches, supported by “heavy investments on field sales forces, efficient operations, strong distribution, and demand generation,” Bergamo says. Now, however, with an average indus-try EBITDA hovering at 20, he is easing up on the buying spree. “There are still some opportunities remaining for fur-ther consolidation, but we do believe we have acquired the best assets available in the last years.

Hypermarcas M&A strategy was

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ManUfactUReRS

Ranking by MaRket ShaRe MaRket ShaRe

08/2007 08/2008 08/2009 08/2010 08/2011 08/2007 08/2008 08/2009 08/2010 08/2011

EMS PHARMA 1 1 1 1 1 6.49 6.66 6.66 6.74 7.53

MEDLEY 4 4 4 2 2 5.30 5.41 5.12 5.76 6.90

ACHE 3 3 3 4 3 5.59 5.56 5.76 5.35 5.31

SANOFI-AVENTIS 2 2 2 3 4 6.49 6.18 6.18 5.60 4.78

EUROFARMA 8 7 5 5 5 3.35 3.57 4.07 3.92 3.97

NOVARTIS 6 5 6 6 6 4.26 4.23 4.03 3.85 3.61

NEO QUIMICA 36 34 27 9 7 0.72 0.87 1.21 2.47 3.45

MSD 7 8 8 8 8 3.71 3.54 3.16 2.79 2.52

PFIZER 5 6 7 7 9 4.43 4.03 3.63 3.33 2.52

BAYER PHARMA 9 9 9 10 10 3.22 3.00 2.74 2.46 2.23

ASTRAZENECA BRASIL 15 11 10 11 11 2.03 2.25 2.46 2.44 2.20

NYCOMED PHARMA LTD 11 12 12 12 12 2.35 2.20 2.08 2.02 1.92

TEUTO BRASILEIRO 44 41 34 21 13 0.46 0.55 0.87 1.59 1.87

BOEHRINGER ING 10 10 11 13 14 2.59 2.32 2.20 1.95 1.85

BIOLAB-SANUS FARMA 13 13 13 15 15 2.06 2.09 2.02 1.90 1.80

SANDOZ DO BRASIL 30 19 15 14 16 1.00 1.65 1.90 1.95 1.67

MERCK 18 18 19 18 17 1.79 1.72 1.77 1.68 1.65

D M IND.FTCA 12 14 16 16 18 2.28 2.04 1.89 1.74 1.62

ROCHE 14 16 18 20 19 2.06 1.94 1.84 1.62 1.55

MANTECORP I Q FARM 17 15 14 17 20 2.02 1.96 1.90 1.71 1.52

LEGRAND 47 37 38 29 21 0.44 0.66 0.66 1.11 1.49

ABBOTT 16 17 17 19 22 2.03 1.92 1.85 1.68 1.45

LIBBS 20 20 20 22 23 1.58 1.56 1.49 1.44 1.38

GERMED PHARMA 64 55 43 33 24 0.23 0.39 0.55 0.93 1.34

UNIAO QUIMICA F N 29 24 23 24 25 1.13 1.32 1.33 1.23 1.23

Top 25 Breakdown: More than meets the IMS Data

Source: IMS Health




Brazil report

to acquire the best companies, which could be further developed—and not ‘bargain’ situations. Nowadays, if you go into a drug store, there is not a sin-gle section where Hypermar-cas doesn’t have a product—diapers, cosmetics, men’s and women’s care etc—extending through OTC and generics. And, in many of these mar-kets, we have relevant market shares and leadership posi-tions,” Bergamo notes, and highlights

the company’s dominance: the best portfolio of businesses and brands in all major relevant markets, being the No. 1 in OTCs, No. 1 in branded ge-nerics, No. 2 in Rx, No. 2 in dermo-cosmetics, No. 1 in condoms, and No. 1 in sweet-eners, among others.

Eyeing the Top 25 players in Brazil (refer to chart on page S12. This retail data; granular hospital records

are not kept), one sees familiar faces:

Sanofi, Novartis, GSK, Pfizer—al-though none of these is ranked at or above its global position. But the real story is the rapid advancement of lo-cal players like Neo Quimica (No. 7), Teuto (No. 13), Germed (No. 24), and LeGrand (No. 21); the continued inde-pendence, despite acquisition attempts, of some of its marketshare leaders such as Cristalia and Mauricio Billi’s Euro-pharma; and the surprising dominance of domestic firms, as well as the fact that few remain independent. EMS’s lead is even more dominant than a No. 1 position for the last five years sug-gest; Germed and LeGrand are both brands of EMS. Hypermarcas acquired Neo Química in 2009, and owns Man-tecorp (No. 20), while Sanofi now owns Medley (No. 2), and Sandoz (No. 16) is, of course, under Novartis. With further “pharmarriages” likely in the works, this list will become even small-er—and even more inbred.

expoRtation expectationSRepresenting some 40% of the Latin

American phar-ma market in value and con-sumer figures, Brazil is a natural hub for produc-t ion — a l t houg h currently exports are dwarfed by imports to the tune of over US$5 billion per year, a deficit that is

growing fast and will only grow along with Brazilian’s needs for more com-plex treatments manufactured abroad. With a strict regulatory body in AN-VISA, manufactured products provide a regional regulation reference, which can help ease location decisions.

However, the country has yet to develop a strong domestic API produc-tion level, and many say it has already missed the boat. However, others claim

Rosa Maria Scavarelli, president, Theraskin

Alexander Triebnigg, president, Novartis

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that internationalization, rather than exportation and raw imports and ex-ports, should be the concern. Musso-lini breaks it down. “Looking at other countries in the world—U.S., Canada, most of Europe, etc.—it’s normal for a negative pharmaceutical trade balance,” he says. Mus-solini, addressing the state of API exports, notes, “It’s dif-ferent in China, India, and Ireland. It’s natural to import more pharmachemical prod-ucts than you export, because you need capacity and econo-mies of scale,” he continues, while discounting the notion that this is necessary in or-der to compete. “We don’t have markets for it in Brazil. We need to produce and export prod-ucts here for Latin America, Asia, and Africa. These are our markets and it’s foolish to believe otherwise. Africa is an easier and more comfortable market for Brazil, where among other advantages, in countries like Angola and Mozam-bique, we speak the same language.”

Indeed, it’s put succinctly by Alexan-der Triebnigg the head of Novartis Bra-zil, the country’s third-largest healthcare company, and the largest global re-search-based pharmaceutical company, which has been in Brazil since 1937, and may have gained an institutional insight or two into the local psychology: “As a general rule, it is not easy for Brazil-ians to leave their country, but it is a key step in the development of a global per-spective and a global career, and also of coming back into a leadership position.” Triebnigg encourages his colleagues “to think about Switzerland, a small coun-try, yet, with Roche and Novartis, home to two of the world’s largest pharma-ceutical companies.” Triebnigg explains this unlikely occurrence: “Novartis and Roche do not define themselves as local but [rather] global companies. So the path to a sustainable future for leading Brazilian companies in such an exciting

and fast-growing domestic market is to ask: Where else can I go? Where else can I grow and invest the money I have earned here?”

This shift requires what Ogari Pa-checo, president and founder of Cris-

tália, might rightly call “radical innovation.” As an international defender of radical innovation at the lo-cal level, he responds to the difficulty of thinking outside the box in Brazil. “Let’s sup-pose that the four of us are representatives from mul-tinational companies, and outside the door there are many small companies pres-ent in the market. If we all agree the idea that radical

innovations are extremely difficult to produce, that it takes many years and around US$800 million to US$1 billion to create a new mol-ecule, then very few of them will have the courage to do it. So it will be only the four of us, because we have the ca-pacity and money to invest, who will go on this road of radical innovation. For this reason, most of the small companies do not even try to create innovations. But sometimes, an exception can occur with a company like Cristália—which inno-vations without spending US$800 mil-lion for a new molecule. This metaphor that I am using is not the absolute truth; it is my personal truth as the founder of Cristália.”

Pacheco has also been courted in-ternationally, and wryly observes, “I have decided that I should stop hav-ing so many dinners; otherwise I will never manage to stay fit.” Jokes aside, however, Pacheco says “Cristália is the beautiful girl on the market at this mo-ment, which every young man wants to have. Besides being a beautiful girl, Cristália is also a serious, responsible

family girl—so not every young man can have her. Therefore I will pay a lot of attention to whom I will give her to, if she ever leaves the family.”

Still firmly in the family is Theraskin, purveyor of high aggregate value prod-ucts, which target the Class A and B, and bold plans to bring its dermatologi-cal expertise outside of Brazil, through-out Latin America and overseas. “Our R&D has developed, and we plan to develop even more, bringing more in-novation either with what we do here ourselves, or through alliances and partnerships with German, French, and American companies,” says president Rosa Maria Scavarelli. “We have ca-pacity, and we plan to expand this even more. If a company wants to be in this market, and needs the profile Theraskin

has—not necessarily prod-ucts with big volume, but ones with high degrees of in-novation—we are the ones.”

Scavarelli, whose father, Basílio Scavarelli, the found-er of the company, is 101 years old, gives perspective to these potential partners: “He began in the pharmaceutical industry in 1930, and is still alive, in the office every day,

and making plans for the next 20 years! Our history is the best proof of what we are—so Theraskin is here to stay.”

geneRic SeRMonMany of the biggest current producers do so in generics, and Odnir Finotti, executive president of Pró Genéricos, sheds a light on why this might be. “For the time being, 90% of the Brazilian [re-tail] market is out-of-pocket, therefore all these people need to have access to affordable and trustworthy medicines, and this is what generics is all about. Today, many more Brazilians have ac-cess to pharmaceuticals, so people are taking better care of health than ever before thanks to generics,” he says. Fur-thermore, Finotti explains the rationale

Jose Bastos, presi-dent, MSD Brazil

Heraldo Marchezini, senior vp, Sanofi Latin America, and general manager, Sanofi Brazil




Brazil report

for domestic firms targeted as acquisitions from international players: “It’s about market size and upside potential. We’re talking about the seventh-largest market in the world, and increasing. According to the latest data from IMS, by 2015, Brazil will be No. 3 in generics. It is a quite strong reason to acquire a generics company in Brazil. If you do not produce here, or control the columns that keep generics standing, you are not in the game. Brazilian companies learned very quickly how to play in generics. We can compete worldwide on the same base in cost of development and formulations, etc. In this, Brazil has the expertise. Some of the largest companies in Generics are not present in Brazil yet, for they cannot sim-ply bring its entire portfolio from elsewhere. You need to be here—plant here, manufacturing, developing formulations, etc., here.”

Case in point: Sanofi. With the Brazilian operations boast-ing the largest production outside the company’s historical French borders, Heraldo Marchezini, senior vice president for Latin America and general manager Brazil global opera-tions, can boast of steering the crown jewel of the company’s emerging market portfolio. However, Sanofi is not merely a fair-weather friend. Speaking to the importance of long-term

commitment, and actually being Brazilian, Marchezini says, “There is an understanding one achieves from knowing where a country has been, and how we’ve gotten to where we are today. This is especially important in the pharma market, because there has been a tremendous transformation in re-cent years in the way it operates. If you would have come in the 1990s, you would have found many companies that had left Brazil due to a tough economic situation, and a complete lack of patents. (And, as an aside, this is why I don’t complain about ANVISA, having seen what we had in the past!) Un-derlying all these changes is a significant process you have to understand: the generics law, which was put in place in 2000; the patent law in 1996 when Brazil entered the WTO; and the Real Plan in 1993. These are elements that it’s possible to understand unconsciously, if you are Brazilian, about how the health is understood by policymakers, agencies, and the popu-lation. It’s interesting, because perhaps only in answering this question do you realize how important it is!”

Other than the local touch, Marchezini highlights the

Clinical research is a gelatinous backbone of Brazil, attracting approxi-mately US$140 million of worldwide U$40 billion spend. Speaking to early phase clinical trial research, Carlos Kiffer, director of operations for GC-2, notes that, once upon a time, “there were not many international development programs coming to Brazil,” and that “Brazilian companies were not fully prepared to cover all the process.” On the other hand, Kiffer says, “we do have the basics with good discovery and innovation environments, the challenge now being to bring these discoveries into products. We are learning, though, and a lot has been covered. One of GC-2’s initiatives is our R&D unit, specifically though to help cover that gap.”

This R&D unit is relying on strategic partnerships, to cover the full spectrum of R&D, but with a specialized look toward the most needed areas like laboratory, imaging, and early phase, and the current model only expected to expand in the future. “It is harder to detain all knowledge within a group or person, and collaborative processes tend to be more successful. GC-2 knows the risk of develop-ment and wishes to follow this path, to participate in the process from the very beginning, to help design it better from the very early phases, and also to share the inherent risks,” Kiffer concludes.

Trying Trials at GC-2

Carlos, Kiffer, president, GC-2

A clinical view with a business vision.

www.gcdois.com.br

Scientific Knowledge Management

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Brazil report

company’s adaptability to many dif-ferent markets as a key success factor. “We have a really diversified approach, which spans from generics, to OTC, consumer goods, prescription, mature products, vaccines, Genzyme—the company goes from the basic to the very high tech, to oncology, and every-thing in between. The reality is that you have to adapt to local needs. Bra-zil has a demand for everything; it’s a matter of how you manage this. There’s much more volume, and our industrial presence is significant, because we have medicines that really fit into the vast majority of the population’s needs,” he concludes.

RegUlation conSteRnationDirceu Barbano is the director presi-dent of ANVISA, and in 2011, he was re-elected to a second, and final, three-year term, and will remain director un-til 2014. In this time frame, will he be able to shed the regulatory body’s repu-tation, which naysayers lament as lack-ing speed? “We’re speaking of two types of performance here,” he quips. “One is related to quality and rigor in our regu-latory actions. The other is about efficiency. ANVISA can accept that the performance of rigor interferes with the ef-ficiency, but not the other way around. ANVISA counts over 2,000 workers who seek to preserve rigor while enhanc-ing efficiency. There are cases that indicate a way to make these two performances clos-er. This involves an improve-ment in norms, and searching for a focus on health risks,” says Bar-bano, former director of the committee that introduced Farmácia Popular. He elucidates the public stance: “We have a very clear orientation from the govern-ment, and it is one you will hear from the Ministry of Health: Every time there is a question of whether to put public- or private-sector interests first, we don’t

hesitate for even half a second to opt for the public interest.”

With noble talk like that, compa-nies are bound to be slightly frightened. And the reputa-tion of ANVISA as a red-tape-ridden bureaucracy is legend. But it depends who you ask. Martin Nelzow, president of Boehringer In-gelheim Brazil, the coun-try’s fastest-growing MNC, is unambiguous. “I cannot blame the gov-ernment at all for delaying registra-

tion; the opposite is true, in fact.” According to Nelzow, Boehringer Ingelheim has received all its registrations before schedule. “It’s time to forget certain past prejudices. Of course, one can always choose to submit the dossier, wait, and blame—but Boeh-

ringer Ingelheim prefers to be more cre-ative.”

Nelzow elaborates on a special case study: “We have had two very interest-ing situations of submitting a truly in-novative drug, where Brazil would be the second or third market in the world with this particular compound. We ap-proached ANVISA and suggested, Why not organize a panel? Call all the people you believe should have questions or issues, and we will also ask the people from the medical societies, our research-

ers, and technicians. We put all these people in one room for a one-day discussion and it was done. In terms of in-novation I cannot say that ANVISA is delaying, and our relation with them has been absolutely reasonable.”

And clearly ANVISA has not stunted Boehringer Ingel-heim’s growth, posting year-over-year figures of 14% in

Giles Platford, general manager, Nycomed Brazil

Devaney Baccarin, vp and general man-ager, Astellas

Japanese Knowledge Brought to BrazilThe Japan-based Astellas, after Russia in 1992, China in 1994, and India in 2008, finally laid the last “BRIC” in its emerging markets house in 2009. Devaney Baccarin, the manager who has been there since day one, doesn’t mince words when talking about the reasoning behind the entry decision. “The answer is simple: great market potential. Brazil is the largest market in Latin America. Most of pharmaceutical markets in developed countries are quite stable and mature, increasing no more than 1% to 3% per year, while the Brazilian pharmaceutical market is increasing by double digits per year,” Baccarin notes. The company, whose raison d’être is to be a global category leader in areas such as urology, transplant, infectious diseases, and oncology, did face hurdles. “One was overcoming regulatory challenges and the other was how to attract talented people,” Baccarin says. “Brazil is very interesting in terms of market potential, but our regulatory regime is very challenging. Therefore the main barriers to surpass are to have registration, prepare for launching, and consolidate the team.”

On the former point, Baccarin is quick to come to the government’s defense, and hopeful: “I believe there is a strong interest in improvements, because ANVISA knows how important it is for new companies to have a good regula-tory environment. In the first year Astellas suffered through delays, and new products were not approved as planned until the end of the first fiscal year. We continue to have bureaucratic issues regarding importation. We believe some improvements are possible for more investments in clinical research, for example.”





2011, and boasting household brands such as Buscopan and Anador in the top-selling therapeutic classes of an-algesics, and Micardis, an antihyper-tensive, also a No. 1 brand in growth in 2011.

Rubens Lima, general manager of Ipsen Pharma Brazil, takes a differ-ent tack. “It’s important for Brazil to attract international investments, to better evaluate the impact of adminis-trative burden and approval timelines, and align these standards to interna-tional benchmarks,” he says. “It’s a myth that there’s an inverse correla-tion between rigor and efficiency—the two are not linked. Look at the FDA: very rigourous, yet with much faster timelines, while ANVISA and MoH processes, even rigorous, are by

How Do You Make A Hormone?“I believe that the Brazilian pharmaceutical market has changed and improved a lot concerning regulatory de-mands. Nowadays it is much clearer, and we can follow all regulations,” says Laurena Magnoni, formerly acclaimed for her work with Levemir at Novo Nordisk, who now heads Besins’ Brazilian operations. Besins, a French family-owned company specializing in hormonal therapies and food supplements, and one of the newest entrants to Brazil, will have to get up to speed on ANVISA quickly. Hopefully, with an award-winning manager with a long history in the local market, their learning curve will be very steep. “I am very enthusiastic about the situation of Besins in Brazil. We have a great opportunity, a great market, and we can certainly reach what the company expects us to,” says Magnoni, who looks forward to the first planned launch in Brazil, of Androgel, a patient-friendly natural testosterone gel developed under a novel technology, which sets it apart from the available alternatives of orals and injectables. This differentia-tion will be key to establishing Besins, according to Magnoni: “We have a long-term strategy to be within the top 100 pharmaceutical companies in Brazil, and we believe that with the products Besins has, it is possible.”

Laurena de Lameida Magnon, regional director, Besins

Do more, feel better, live longer

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Brazil report

far longer and lead to significant delays in product launches.”

Roberto Alvarenga, general man-ager of Ferring Pharmaceuticals Bra-zil, weighs in nicely, noting, “I think the industry needs to be fair with the government. There are some mis-takes from pharmaceutical companies. Sometimes the quality of the dossiers submitted is not good enough. We need to be fair here; often the industry fails in this basic regard. Companies need to, at minimum, prepare good enough dossiers to approve, although this is only a concern for some com-panies.” However, he puts a qualifier on his kindness, and stresses that, “yet another issue is I don’t believe the gov-ernment has the right size, in terms of numbers and quality of staff, to evalu-ate all the submissions.”

eURaSian invaSion Giles Platford, formerly leader of the legacy Nycomed business in Brazil, and who, in October 2011, assumed the presidency of Takeda/Nycomed in Brazil, will preside over a mingling of cultures. The UK manager, with expe-rience in China and Southeast Asia, heads a company which can now trace its roots back to Norway and Japan, and has strong prospects in Brazil. “Our Brazil operation became the second-largest affiliate worldwide for Nycomed in 2010, following a strong performance that positioned us as one of the fastest-growing multinationals in the Brazilian pharma market (IMS retail audit),” says Platford. He ex-plains this success by highlighting the flagship product, Neosaldina, which ranks among the top 3 pharmaceuti-cal products in the country. “Repre-senting 25% of our total sales, and growing ahead of the branded anal-gesics market, certainly Neosaldina is an important driver for us. This is a brand that we have continued to reinvent year after year with creative marketing campaigns, and alterna-

tive strategies to work with the point of sale (POS),” Platford says. “In fact, last year our Neosaldina campaign in Brazil was recognized by Nicholas Hall (a specialized OTC marketing company) as the best OTC marketing campaign worldwide. This was the first time a Brazilian brand has won this prestigious award, and I believe it is a testament to the creativity of our OTC marketing team,” he contin-ues, which will do wonders to fill the state-of-the-art facilities in Jaguariú-na, currently at 70% utilization on a three shift basis. With a modular de-sign and 30 million units of capacity remaining, internal growth plans and potential contract manufacturing can both be accommodated, with cGMP certification and a track record of ex-ports to the EU and various LATAM countries have attracted big names like J&J, P&G, and BMS.

logically BiologicalWith the passing of the legislative amendment RDC 55/10 governing biosimilars in December 2010, AN-VISA and its stakeholders are pinning hopes on doing for the biologics mar-ket what the generics law of 1999 did for the generics market. When asked if he shares this optimism, Fran-cisco Piccolo, managing di-rector Biogen Idec Brazil, comments: “Biogen Idec has been very close to ANVISA and part of the discussions through Interfarma to pro-vide our perspective on the biosimilar and biological regulations the government is now just about to be finalizing. In our view it’s always good to have in-creased access to the best therapy possible for patients. Our perspective is always trying to focus on the ben-efit of the patient that is going to be benefitted by the regulation.” Piccolo lauds the government for going in the

right direction to increase access, and talks about the contribution his com-pany can make: “The company has been very well-known and recognized as a company that innovates in the biotech segment, particularly in neu-rodegenerative diseases, more specifi-cally in multiple sclerosis. Our vision of providing cutting-edge science to increase quality and length of life is al-ways going to be the direction for the company. Research and development are important parts of our corporate DNA.”

Piccolo points to the success of Tys-abri’s launch in May, which was made part of the reimbursed MS medicines by the government to treat relapsing remitting forms of the disease, and looks forward to 2012, which will see the introduction of Fampyra, which lends patients increased walking ca-pacity, and Avonex Pen, which is the self-injected version of Avonex, being the first alternative of an IM self injec-tion of an interferon. In 2013, Biogen Idec also plans to launch the BG-12 which is the innovative oral form to treat MS, and farther out, looks to finalize its first effective therapeutic

option for a highly threat-ening neuro-degenerative disease, amyotrophic lateral sclerosis (ALS). “Later, the company will also enter into the haemophilia market, providing innovative forms of recombinant and long-acting FVIII and FIX,” Pic-colo concludes.

But what of manufactur-ing? “Brazilians usually prefer products ready for commer-

cialization,” says Avi Meizler, an archi-tect by training and president and found-er of Meizler Biopharma. However, Meizler is not a usual man—he’s decided to jump headlong into building a biotech manufacturing plant. “Meizler wants to be among one of the first companies in Brazil in the manufacture of biotech-

Francisco Piccolo, managing director, Biogen Idec Brazil



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Brazil report

“Let me start by saying that biotechnology in Brazil is really a new thing,” says Eduardo Emrich Soares, president of Biominas, a private institution that fosters the development of biotech-related businesses in Brazil. “You will not meet many large, consolidated companies here because there is no such market, especially in pharmaceuticals,” Soares says, accompanying the wind being let out of the collective sails of an entire sector. However, things aren’t quite as dour as that introduction pro-vides, and Biominas, with over 20 years dedicated to its main objective of creating and developing businesses in life sciences in Brazil, sees some bright spots. A new niche dedicated venture fund is in the works, fully funded and soon to begin operations. And perhaps most importantly, Soares says, “Most of the international pharmaceutical companies are putting Brazil on their map not only for selling drugs, but to discover, identify, and de-velop technology.” One such firm is Ferring, whose general manager Roberto Alvarenga elaborates

on his company’s recent partnership: “Biominas is a kind of liaison between public institutions and the private sector. There is a lot of ongoing clinical activity within Brazil’s public institutions. They do not have all the investments necessary to speed up clinical investments, so they look for some other partnership in the private sector. Ferring is very interested to have partnerships with public institutions in the therapeutic areas we work with. Since we don’t have a manufacturing site in Brazil, and don’t invest a lot in clinical trials, we want this kind of partnership with a public institution. It’s a great opportunity on both sides.” Alvarenga will be looking for this opportunity to supercharge Ferring’s performance, if such a thing remains humanly possible: “For the last two years, Ferring Brazil has had the highest gross among all Ferring affiliates. We were able to grow sales 25% in 2008-2009, 35% in 2009-2010, and I believe we can achieve around 25% again this year. Ferring in Brazil intends to almost triple sales in two years.”

Roberto Alvarenga, general manager, Ferring Pharmaceu-ticals Brazil

Eduardo Emrich Soares, president and ceo,Biominas

Eenie, Meenie, Minie, Biominas

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nology products, but even this wasn’t enough—and we have decided to also enter into development, which is even rarer in Brazil, which traditionally has not had the mentality for this,” Meizler says. On the back of these investments, he expects to, at minimum, quintuple the company’s size in the medium-term. And in what can surely be prefaced with the disclaimer of “no pun intended,” Meizler sums up his company’s strategic thrust as such: “To borrow an expression from my architecture days, Meizler is now build-ing a solid foundation for the future.”

awaReneSS, awaReneSS, awaReneSSOne insidious problem haunting Bra-zilian healthcare is, perhaps anachro-nistically, alluded to by Schopenhauer: “Talent hits a target no one else can hit; Genius hits a target no one else can see.” If there’s truth to that, the genius will have to open policymak-ers’ eyes. As Piccolo claims that, even with a disease as well-known in North America as multiple sclerosis, in Bra-zil, “awareness is still very poor in general terms. It’s still very common for people to confuse multiple sclerosis with simple sclerosis, which is linked to some kind of dementia for the elderly population.” Piccolo points to education, awareness, access to the right informa-tion, and campaigns like his company’s own “Viver Bem Faz Bem”—living well makes you feel well—to reach out to the 30,000 Bra-zilians with multiple sclero-sis, of which only 10,000 are being treated with disease modi-fying therapies. “We usually say this number should be doubled, at least. The other 20,000 are simply not being diagnosed,” Piccolo says.

Hagop Barsoumian, general manag-er of Chiesi Brazil, says that although asthma competes for resources that are

already allocated to hypertension and diabetes, only people suffering from hypertension and diabetes already know that they have basic medicines supplied by the government. “Asthmat-ics,” he says, “do not realize they have

access, and it will take some time to make them aware. Chiesi has the production capacity established, and we think the demand will increase over time. We will be prepared to supply the government with our drug because it is the basic drug for asthma treatment.”

This preparation dates back to 2004, when, Barsou-mian says, “the federal gov-

ernment decided to buy a huge amount of sprays, and, at the time, Chiesi sold 1.6 million units to Brazil—basically sprays for the whole country. That was the time they decided to update their plans and make investments.” Howev-er, the situation changed. “After that, the federal government decided to no

longer buy directly, and the rights to purchase went to the cities. The federal government and the states put some money in, and then the cities were told to play their part. What you have today is underperforming, and the result is that asthma is still not well-treated in Brazil,” says Barsoumian.

In ADHD (attention deficit hy-peractivity disorder), the situation is once again repeated. “The treatment rate is very low in Brazil,” says Clau-dio Coracini, general manager of spe-cialty pharmaceuticals at Shire Latin America. “It’s a relatively new disease, and awareness is low among stakehold-ers. Therefore it is our role to educate everyone involved around the disor-der. On the other hand, it’s important to note that ADHD treatment has been growing at 30% average annu-ally, compared to 12% growth in the pharmaceutical market overall. This is somewhat due to an increasing trend of parents becoming more comfortable bringing their children to doctors for ADHD treatment.” And though Cora-

Orlando Famá, the head of Indian firm Torrent in Brazil, is self-effacing when talking of the affiliate’s success. “What happened with Torrent in Brazil is that we did not imagine that we would be so good in the beginning!” he says. “In the beginning we were doubling sales almost monthly. One of things we did to achieve this result was, my boss—a very smart man responsible for many countries as well as Brazil—he understood the pharmaceutical market. He understood the Brazilian culture, and he helped us to launch a company with a Brazilian profile even though we were an Indian company.”

From its start in 2002, under Famá’s leadership the Brazil-ian affiliate became the company’s biggest by 2009, having launched 19 products in the cardiovascular (CVS), central nervous system (CNS) and Oral Anti-Diabetic segments. Famá stresses that India is completely different from Brazil. He refers to an earlier time when an anonymous assistant of an executive suggested an approach a la India. “He wanted me to handle the marketing like in India, with the same way of promoting, the same approach, the same strategy, and the same culture. He wanted us to have dinner with doctors in Indian restaurants!” Famá politely declined. “I told him we are not launching in India. We are not selling India. What we have to sell is the quality of our company and the quality of the products that we have. Let us show them that we have high quality with a lower price.”

Orlando Famá, president, Torrent

Torrent: Indian Success, Brazilian Ways

Claudio Coracini, general manager, specialty pharma, Shire




Brazil report

cini is still in the early days after 2011’s launch of Venvanse, he believes that, “within five years, we expect Brazil to become the third or fourth market for Shire, and a top 5 ADHD market.” And if anyone could make it happen, it is Coracini, responsible for introducing Cialis in Brazil, which has remained in the top 3 best-selling drugs, and had far surpassed Pfizer’s Viagra long before sildenafil’s patent expired in 2010.

oRphan dRUgS: pleaSe, SiR, can we have SoMe MoRe?Claudio Santos, general manager of HGT (Human Genetic Therapies) and Coracini’s counterpart at Shire, has al-ready illustrated the Dickensian desire for more, having grown from six people at the end of 2007, to nearly 100 at pres-ent. But Santos’ main focus is on another

orphan-related topic. “For HGT, one very important element is the basic regu-latory framework, because there is none for orphan drugs or rare diseases. Today,

the rules are the same for orphan drugs as with blockbuster drugs targeted to GPs, which means that there is significant investment and development that still needs to be done to improve the infrastructure and regulatory

framework around orphan drugs,” San-tos says.

Although there are some excep-tions, notably Gaucher Disease, which

is already covered by the official health system, Santos wants to foster the de-velopment of official clinical protocols for diseases like MPS II and Fabry—not only for Shire’s therapeutical alterna-tives, but for all therapies available for lysosomal storage diseases. “We are working along with Interfarma because there is not a single focal point in the MoH or ANVISA to discuss orphan drugs,” Santos says. “It’s hard for us—because it simply doesn’t make sense.”

Swing yoUR paRtneR: doing the SaMBa SqUaRe-dance“Many companies are looking for good partners in Brazil. Why? The big companies are in Brazil. But many middle and small sized companies are looking for a certain kind of partner to enter in Brazil. What kind of part-

Claudio L. Santos, senior regional director, medical affairs, Shire

TORRENT DO BRASIL

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In Brazil, the saying goes that if you’re a paulista—born in São Paulo state—you’re probably a workaholic, restless, and reckless folk. No wonder most ex-pats prefer São Paulo when it comes to work and business; however, there is more to Brazil than skyscrapers, people wearing suits, and traffic jams.

Even though about 80% of the pharma-ceutical production is in São Paulo state, more than two-thirds of the Brazilian pharmaceutical consumption market is elsewhere. Osmosis bound, the industry is learning that spreading geographically and getting closer to the final market has its advantages. “Before, the demand in Brazil was concentrated in the South and Southwest; now this is changing dra-matically,” explains Mr. Fernandes and Mr. Mansur, of DHL Brazil. According to them, “when Exel acquired Unidocks, it used to have only two sites, one in São Paulo and one in Rio. After the integration with DHL, there was another one in the Midwest city of Anapolis. Today DHL has seven sites and its presence and coverage of the vast Brazilian territory is much wider.”

Major pharmaceuticals and medical devices companies are also finding important economic advantages to locate their activities elsewhere in Brazil. B.Braun, a German producer of a wide array of medical devices, is building a second facility in the state of Rio de Janeiro. “For a new company wanting to base itself in Brazil, the advantage of not being in São Paulo is that there you would compete with more than 1,000

companies for everything, from terrain and infrastructure to human resources. The assistance and support you get from the state of Rio is much greater than in São Paulo,” says Otto Braun, Managing Director of B.Braun Latin America. According to him, another important advantage is that Rio is the No. 1 site in Brazil for the oil and gas industry, whose plastic derivatives are essential for medical device companies.

Servier offers another example of the advantages of having so much “space” for growth. Its vast facility in Rio de Janeiro, disguised as the main house of a colonial farm, has seen a lot of investments in the past 10 years. After building an international center for therapeutic research in 2001 and Ser-vier’s first Latin America manufacturing facility in 2009, the company has shown impressive growth figures. “In the last two years, Servier has doubled its Brazilian revenues. As the company is just beginning the fiscal year in October, we are expecting a 40% growth for the com-ing year. The expectation is to triple the turnover in the next three years,” celebrates Guillaume Drianno, Country Manager of Servier. Hav-ing all the fiscal incentives to produce in Rio, good infrastructure, space availability, and a pool of talent more than happy to work between forests, beaches, and a thriving city definitely helps.

However promising, Drianno highlights that the growth of the local market is very concentrated in generics. “Accord-ing to IMS, sales growth of international labs per unit is negative, even though in turnover it is still positive. If you com-pare it with the generics market, the figure is completely different. Therefore, companies need to be careful before making general assumptions about the Brazilian market,” he says. It’s thanks to Brazil’s fast-growing and savagely competitive generics market that com-panies move away from São Paulo in search of cheaper places to produce.

This is the case of Erowlabs, The Wat-son Group’s arm in Brazil. According to Denise Queiroz, Country Manager of Erowlabs, the Brazilian generic market is worth around US$4.9 billion, but she warns that this market has a lot of

players with a high concen-tration in the hands of a few. In her words, “About 57% of the local generic market is concentrated in two big companies, and 80% is concentrated in the top six. How can we compete in this area? How can we make a difference here in Brazil? Erowlabs’ answer was to be the first in the market and always follow a sharp price strategy.” With such tight

margins, relocating your operations to hubs elsewhere, such as Anapolis or Rio, might make the difference.

ner? An ethical partner with experience. Then the ques-tion inevitably arises: Why not choose a Brazilian com-pany?” asks Fernando Loaiza Sotomayor of Bagó Brazil.

It seems like a logical ques-tion. “The answer,” he says, “is because most of the Bra-

zilian companies operate only in Brazil. The neces-sity today is to cover South America: treat all coun-tries as a one. Who is in all of them? Of companies based in Latin America, only Bagó. Others may be in Argentina, Mexico, and

Brazil, but Bagó is present in Chile, Ecuador, Peru, Bolivia, Paraguay, etc.” Though present in oncology, cardi-ology, and OTC, Loaiza Sotomayor gives the example of Keflex, a former product of Eli Lilly’s, which after three unsuccessful launch attempts it finally decided to sell the brand in 2005. Two years later, Bagó owned Keflex, and

Denise Queiroz, general manager of Erowlabs, The Watson Group

Mr. Guillaume Drianno, country manager, Servier

Of Farms, Beaches … and Generics




Brazil report

was told the impossible couldn’t be done: increasing sales on a product with 15 other branded generic competi-tors; decreasing all expenses, sampling, and distributor’s discount. Yet within one year Bagó was generating far more money for the product. “I don’t want a big factory or a big sales force. I want a big profit,” says Sotomayor. “I want to create a structure into which I can put

products, and each one will contribute profit. Recently, I visited one of Brazil’s largest generics companies. They were proud to have volumes in the millions and millions of units. But what’s their profit? 0.01%! Bagó is a micro-compa-ny by comparison, yet earns the same amount of profit. Brazilian people tend to have overarching ambitions—‘I want to be No. 1 in the world!’—while losing

sight of the true goal.”

Other compa-nies look to the government as strategic partners. As Cesar Rengifo, managing director of GlaxoSmith-Kline Brazil em-phasizes, “GSK is always trying to follow the govern-ment agenda, and adapting the strategy toward what the Brazilian government needs and what we believe is the fu-ture, to work together to make good achievements in this direction,” which may sound like a modest assessment of a longstanding government collabora-tion dating back 20 years, with high-profile agreements making internation-al impact, such as a multibillion-dollar tech transfer agreement to manufacture Synflorix, a pediatric pneumococcal vaccine. Speaking about Synflorix, Rengifo notes, “that deal is probably the most visible, but GSK has similar achievements in every area. When you have an agenda of diversification, you must take advantage of all the opportu-nities available in the market. We didn’t start at US$2.6 billion right away—we started 20 years ago with technol-ogy transfer.” And he points out that the Brazilian government uses the Hib Vaccine transfer, already a reality, as a benchmark standard. What’s next for GSK in this field? “Following Synflo-rix, GSK has moved further into R&D, and now corporate research on the

B.Braun Facility

Otto Phillipp Braun, managing director, B.Braun

SERVIER AD BRASIL_1-1.pgs 01.17.2012 06:01 ADVANSTAR_PDF/X-1a blackyellowmagentacyan





Dengue vaccine is a codevelopment with Fiocruz, and we remain very optimistic on that partnership,” says Rengifo. “We are in the enviable po-sition of having a headstart on other companies which

may be trying to start partnerships from scratch.”

Such a headstart is clear when talk-ing with Roche Brazil, which although has been in the country for over 80 years, and positioned as the No. 1 com-pany in Latin America based on its primary care portfolio, has had to play catchup on the government side. Since 2009, Roche has repositioned itself in Brazil, restructuring, hiring, and in-creasing competitiveness—but, accord-ing to Adriano Treve, director president of Roche Brazil, “one key factor is that we started discussions and collabora-

tion with the gov-ernment which we did not do before. The government is an important cus-tomer for us. It’s just that we had little experience to collaborate with the public sector.” Talking about a rapprochement , and whether the government can move

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Adriano Treve, director and president, Roche

Cesar M. Rengifo, president, GSK

Transforming Discovery into Care

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Biogen Idec is a leader in the therapeutic areas

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closer to industry, Treve says, “The willingness is there for sure. The question, as everywhere in the world, is about prices? There are two opposing positions: the government has no or little money to spend, and their budgets are under pressure, and we need to make sure we give access to patients to our products. If we go along our own paths we will never meet. So we need to meet somewhere in the middle so we can both achieve our goals.” Now, however, “the top priority is to have a good working relationship with the government.”

Rengifo can offer advice based on his experience at the head of that learn-ing curve. As he explains, “the strate-

gic intent of the government is quite sound. Politicians want to give more healthcare to the population, and they recognize the need to move faster and put money behind the decision, and that private industry must work side by side with the government to make it happen. Of course, GSK is always pushing inno-vation, but at the heart of all

we do is driving access for patients to our medicines and vaccines.”

Addressing the ever-touchy issue of pricing, Rengifo seems nonchalant. “This has led to decisions like in anti-biotics, where we decreased prices by 60% to open access to more patients,” he says. “What we’ve found is that the volumes compensate, and now we’re

competing head-to-head with gener-ics—and winning the battle with our brands. We’ve shown that if we make adequate moves in line with the govern-ment and the market we can win the battle,” Rengifo concludes.

Loaiza Sotomayor concurs on this cooperative spirit, and offers a friendly message to those looking to enter: “I invite them to know Brazil, a large and very nice country with a high level of competition. A place where you can learn a lot of concepts and strategies that are not in any book or university. Working here is a great experience that makes you a stronger and better per-son. Of course, this is mainly due to the great heart of the Brazilian people. It’s difficult, and often complicated, but you learn a lot. Some years here is more than a Harvard MBA!”

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A Brazilian company focused in dermatology

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Manuel Fernando Loaiza Sotomayor, president, Bagó



What is it about ANVISA that can be learned by some of the richest, most developed countries in the world?I think that there is something very significant that has happened in the regulatory activity here in ANVISA. ANVISA is twelve years old. Over these twelve years, and though it

might seem as if we are only beginning our activities, we have presided over a period of rapid and significant changes here in Brazil. What’s important is what the agency, in this period, has inserted in this period of economic change. It poses an agenda of a dialogue in economic and industrial development.

ANVISA makes a great contribution that combines eco-nomic development with the development of medicines and medical devices. This great change in industry has resulted in a greater competitiveness of the generics industry and innova-tion demands of the multinationals. Thus, the value of ANVISA is very significant for other countries.

Some point is Brazil’s world-class regulatory environment as the number one selling point while others say there is some unfortunate lack of speed. What’s ANVISA’s opinion on the matter?We’re speaking of two types of performance here. One is re-lated to quality and rigour in our regulatory actions. The other is about efficiency. ANVISA can accept that the performance of rigour interferes with the efficiency, but not the other way around. ANVISA counts over 2,000 workers who seek to pre-serve rigour while enhancing efficiency. There are cases that indicate a way to make these two performances closer. This involves an improvement in norms, and searching for a focus on health risks.

In the case of medical devices, ANVISA has identified lower

risks of registration and in these instances has implemented a simplified registration process. This permits the team analyzing the relevant documents to allocate more time for products of greater risks. Two years ago, the standard for the approval of medical devices was one and a half years. Now, it’s 60 days, and there is a ceiling set, to a maximum of 120 days. In the case of implants, the limit is eight months. This is a lot faster than the past. With medicines, we are going through a similar process, with special norms for products with lower risks. Our priority is to work on registration of new products, and the associated analysis of clinical trial data. With generic drugs, the focus is on strategic products, with the highest priority as-signed to new products which break monopolies and allow new products to compete at lower prices. The second priority in generics is those products which are in a less competitive market. Another priority is products considered strategic for the public health system. These are objects of the PPPs. The PPPs involve another strategy of the government, which is the possibility of the nationalization and vertical integration of the production chain. This involves a private pharmaceutical com-pany, a private API company, and a public laboratory.

We speak of a change in regulatory process towards risk assessment, alterations in the work processes, and also using information technology to simplify all of the steps mentioned. At the end of this year, ANVISA will start a process of electronic registration of new drugs. This will simplify the prior require-ment of hard copies of documents.

INtErVIEW WIth: Dirceu Barbano – President, ANVISA

Our priority is to work on registration of new products



Meanwhile, some companies call for so-called “fast track” procedures. It’s important to note that this does not exist any-where in the world!

We have a very clear orientation from the government, and it is one you will hear from the Ministry of Health: every time there is a question of whether to put public or private sector interests first, we don’t hesitate for even half a second to opt for the public interest.

recently the rights of Aché’s generic version of Lundbeck’s Lexapro which had been on the market since 2009 were repealed. You called it a “dangerous precedent”. how do you see this as an impediment to further growth?

The precedent is a very dangerous one, because it comes from the principle that these clinical trials for new product reg-istration - which are also published in magazines and whose data are used daily so that physicians can prescribe the medi-cines properly and understand how they work - would be the

property of the laboratories. In this sense, we reaffirm that in Brazil, generics are registered when they demonstrate bio-equivalence to the reference products no longer protected by patents, and are therefore guaranteed safe and secure.

We first came to Brazil four years ago. If we were to return in four years, what would you hope we would see?In 2015, you will probably see me somewhere else - because of mandate requirements. In fact, my mandate is up for renewal this October, and can only last to a maximum of 2014. There-fore I welcome you back at 2014 for the best time to find me here!

I have a number of ambitions, as much as a Brazilian citizen as the Director of ANVISA. ANVISA has a very important role to play for Brazil at this moment. We have a perspective that the

economy continues to grow, and that this growth transforms, simultaneously, into greater social justice. President Dilma has a phrase that is very profound, though it appears very simple: “We want to live in a country that is effectively rich.” This means a country where people don’t feel deprived of necessi-ties of health and education. My ambition is that we are in a condition to help. Helping means, on one hand, understanding that it’s possible to be rigourous in health regulation and at the same time support development. We must be as rigourous now as we have been over the past 10 years, because this is one of the values that have helped Brazilian companies as they move towards globalization.

ANVISA needs to maintain a frank and open dialogue with companies. The more qualified the companies are, the more easily their products will be registered, the more easily they can grow their sales, the more easily people will have access to drugs.

There’s another important task: ANVISA coordinates the sys-tem of health vigilance that involves 27 states and more than 5,500 municipalities. The entire network must understand its role, and that its centralized nature represents a strength. It is fundamental for ANVISA to support its development. I hope that in 2014 when you come back we will have advanced in these issues, in foreign industrial interest to perform more clinical trials in Brazil in addition to more and more steps of new product development. We hope Brazilian companies will continue growing in the generic markets, and commercializing biotechnology - even if they are copies - that can occupy an important share of the market. We also hope ANVISA contin-ues to place itself among its worldwide peers as an institution closely linked with Brazilian industry that is no longer merely a national authority, but a trustworthy institution that is indeed responsible for the safety of these products appearing all over the world.

And this path, as we understand it, always implies identify-ing strategic health authorities and establishing bilateral coop-eration. Whether this be relations with our European equiva-lents in Sweden, France, or Portugal, where we have already had more progress, or Canada, Australia, and of course, the United States, as well as our ongoing partnerships with Latin American agencies.

ANVISA needs to maintain a frank and open dialogue with companies

At the end of this year, ANVISA will start a process of electronic registration of new drugs



INtErVIEW WIth: Nelson Mussolini – Executive Director, SINDUSFARMA

Brazil has a 33.9% consum-er tax on pharmaceuticals. Why does a country which is growing so quickly main-tain such a high tax bur-den?

We don’t understand why. It’s completely crazy. Looking at the rest of the world, the average rate is 6.3%. In many countries, like the US,

Canada, and the UK, the number is 0%.I think it’s easier to collect taxes from the pharmaceutical

industry. We have a very specific market, not a lot of compa-nies, and a system to collect taxes more easily than others. Pharmaceuticals are sold only in pharmacies.

Starting January 1st, Brazil is led by a new President, Dilma rousseff. What has been the reception to the change in leadership ?In the campaign, SINDUSFARMA talked with Dilma Rousseff about tax reform, because medicines are a first necessity for a healthy population. Of course, the government promised that this would be the first act of government, to change this tax. But, when they enter power, there are many bills to pay. The fact remains that pharmaceutical tax is a very important source of revenue. There is a further problem in the way taxes are lev-ied. Brazil is a federation, but taxes the equivalent of VAT are partially collected at a state level. For example, of that 33.9%, states receive 18%.

What recommendations would you make - not only in changing the number, but in the way it is administered?The argument by the government in Brazil is that we need to have a big tax because people don’t comply in payment. 10 years ago, I might have agreed with this position. But now,

there are many more information systems, such as those in the Treasury for instance. Now, Brazilians pay much more tax than 10 years ago. Why? Because more people pay tax. It’s our idea and our position that now the government can safely reduce taxes simply because more people pay them. Direct taxes, on the other hand, need to be stopped entirely.

We pay taxes on investments. When you buy a machine to increase production, we again pay taxes. When we get a loan from the government to invest in production, we pay tax. This is a big issue. When you look at the total tax paid in Brazil com-pared to, say, Europe, it’s more or less the same. But in Europe, taxes are paid on profit, whereas in Brazil, taxes are paid on both profit and production.

The “salami tributoria”, as we call it - the pie chart - is very complicated. The bureaucracy to pay taxes is very complicated. You need many people to manage the payments. At the end of the day, it comes down to whether a society would rather train its people to produce, or how to pay tax.

Nevertheless there are also good sides to the Brazilian sys-tem, with a good situation with regard to regulation. For ex-ample, with ANVISA. Pharmaceutical companies have good plants, products, bioequivalence, and biopharmaceuticals. Our industry is competitive compared to other countries because the rules, in general, are the same.

Another situation that’s good is stability, both political and economic, and that in Brazil problems in one sector do not

When you look at Brazil over the last four years, the changes are enormous



contaminate the other, unlike China, Russia, Africa, or India. Looking at the BRIC countries - and I’m not saying this just because I’m Brazilian. It’s much more comfortable for capital. There are no problems with government bureaucracy like Rus-sia or China, or the religious problems of India.

Whilst a country like China, exported over $20 billion in API in 2010, they, compared to Brazil, for the whole year, all pharmaceutical-related exports totaled $1.6 billion. Where’s the discon-nect?The factor is price. Brazil has very high prices compared to Chi-na. Why? Because of social systems. In Brazil, the government supports the older man. In China, the son pays for his father. It’s completely different. The Brazilian government injects more or less $200 billion per year into the retirement system. China doesn’t put a dollar into comparable social issues. Instead, they put it into infrastructure like airports, roads, ports, and rail. We don’t have these same resources to allocate, and it’s a big issue.

When our executives in FIESP in CNI (Confederation of Na-tional Industry) look at, and make comparisons with China, the first thing I say is “stop” - because it’s completely different. In China, the government is partner of all business. The gov-ernment has money because they put money in infrastructure instead of people. We have a very stable situation compared to China. In 10 years, it’s very clear that China has to create systems to guarantee retirement, health, and other human welfare issues. In contrasting GDP growth as well, Brazil’s ad-vances at 4-6% annually may be lower than a 10-12% in India, but you need to compare the same base.

So are you part of those who believe in interna-tionalization as opposed to merely imports vs. exports?Looking at other countries in the world - US, Canada, most of Europe, etc. - it’s normal for a negative pharmaceutical trade balance. It’s different in China, India, and Ireland. It’s natural to import more pharmachemical products than export, because you need capacity and economies of scale. It’s crazy to say that in order to compete we need to create a pharmachemical in-dustry in Brazil. We don’t have markets for it in Brazil. We need

to produce and export products here for Latin America, Asia, and Africa. These are our markets and it’s foolish to believe otherwise. Africa is an easier and more comfortable market for Brazil, where among other advantages, in countries like Angola and Mozambique, we speak the same language.

What is your final message to our readers?When you look at Brazil over the last four years, the changes are enormous, even in small percentage changes. If you have 4% of the poor people in Brazil change from what we call class E to class D, it has a significant change in the market, with only 10% of the population. On a global scale, international pharmaceutical companies are increasingly interested in Bra-zil. Why was Teuto bought by Pfizer? Market access. Market share. They are buying access to a poorer class.

Because now, there is a new class of consumers. Higher

employment brings not only social security but private security, too. With private security, when you have a headache you go to the doctor. When you’re an employee and you have a head-ache, you go to the company medical centre.

The final message to the international community is to look for Brazil. We are not the country of the future - we are the country of now. We have the market, we have the policies. We have a stable government and financial situation, and our regulation is the same as the best countries. When the market grows 20%, as it has in the last year and will do again this year, it’s a good sign for the future.

If you had asked me these questions 10 years ago, my an-swer would be completely different, to put your money in an-other country. But if you look now, it’s a very good place to put your money. Capital likes stable countries. And now Brazil is a stable country.

We have a stable government and financial situation, and our regulation is the same as the best countries.

We are not the country of the future – we are

the country of now.



INtErVIEW WIth: Claudio Bergamo – CEO, Hypermarcas

hypermarcas is a huge, di-versified corporation that sells everything from sham-poo, to medicine. Would you consider it a consumer goods company that hap-pens to sell pharmaceu-ticals, or the other way around?The company´s focus is on Health,

Personal Care and Beauty products. In Brazil, the combination of these businesses under the same platform is quite syner-getic. They share resources such as channels, clients, factories, media, raw materials, product development, among others. Also, their combination enables scale, quite critical nowadays.

Recently, given the fast speed of the Company growth in the last years, we split the management into two major Busi-ness Units: Pharma and Consumer, while maintaining corpo-rate functions and back office services shared. This structure allows Hypermarcas to focus more on specific organic growth opportunities, while taking advantage of synergies, efficien-cies and scale, factors we consider critical to long term sustain-able profitable growth.

You speak of the importance in having a uniquely Brazilian approach to Brazil. In In your view is there a difference in the way inter-national companies approach Brazil?In fact, there are many international companies that have been in Brazil for many years - some have left, and some have stayed. But it all depends on how they view the country: Is Brazil a destination for their products and brands, or is it a regional emerging market with specific characteristics, where to compete they do more than reapplying existing strategies from developed markets? In fact, Brazil is a unique emerging enormous market that requires specific strategy to successfully

compete. Historically, the market was very fragmented, with more

than 50% of total market in the hands of Brazilian compa-nies. Hypermarcas saw the opportunity to consolidate success-ful family owned companies going through succession issues. Previously, these companies competed against each other, not taking advantage of the synergies that would have existed if they were grouped under the same platform.

The company performed many acquisitions - almost 25 since April 2008, when it became public - and continued to further develop many of these companies. As a result, Hypermarcas now has the best portfolio of businesses and brands in all ma-jor relevant markets, being the # 1 in OTCs, #1 in Branded Ge-nerics, #2 in RX, #2 in Dermo-Cosmetics, #1 in Condoms, #1 in Sweeteners, etc. The company delivers high levels of growth and high number of products launches, supported by heavy investments on field sales forces, efficient operations, strong distribution and demand generation.

though we’ve seen a rash of M&A activity, with an average industry EBItDA hovering at 20, do you anticipate much room for near-term con-

Hypermarcas saw the opportunity to consolidate successful family-owned companies going through succession issues



solidation in Brazil?There are still opportunities for further consolidation, but we believe we have acquired the best assets available in the last years. Hypermarcas M&A strategy was to acquire the best companies, which could be further developed - not “bargain” situations. Nowadays, if you go into a drug store, there is not a single section where Hypermarcas doesn’t have a product - diapers, cosmetics, men’s and women’s care etc -, extending through OTC and generics. And, in many of these markets, we have relevant market shares and leadership positions.

What is the fastest moving channel in Brazil? It is the drug store channel. Historically, Brazil had hyperinfla-tion until not long ago. Therefore, people used to go to hyper-markets at the beginning of each month to make their pur-chases, because they were afraid to erode the buying power of their salaries.

This had resulted in the very fast development of the hyper-market concept. In the meantime, drug stores started to win market share at neighbourhood convenience format, becom-ing the option for consumers to shop, for not only drugs, but also personal care products.

Nowadays, 40% of a drug store is personal care, so, posi-tioning Hypermarcas in that environment was very important. After the acquisition of Mantecorp, on December of 2010, the company became the largest supplier for this channel.

What is the key differentiator at a product lev-el? Is there innovation in product development as much as in brand and channel strategy?There are many products that Brazilians still don’t use, when compared to developed countries. As a result, you do not nec-essarily have to invent new molecules to do business in Brazil. It’s a different mindset and approach. In mature economies everyone seems to have everything - multiple cars, televisions and wide access to medicines, for example. Here in Brazil, there are many untapped needs to be fulfilled.

We focus our products development more in innovation, as opposed to invention. For example, launching a new product with a different amount, a different package size, or different associations. This type of development is more concerned with consumer insights, doctor insights and market research, as op-posed to scientific research. That given, Brazil still has many, many unfulfilled needs.

What are the biggest challenges at hypermar-cas? Hypermarcas has just passed through an intense wave of in-

organic growth. Whenever a company sets such an ambitious target, like we did, it’s necessary to focus more on M&A strat-egy. At the moment, Hypermarcas is focusing more in an or-ganic and consistent growth, consolidations of operations and development of a new organization structure

Brazil is a big country, but the size of the coun-try itself imposes an eventual growth limit. What is the ceiling to hypermarcas’ growth? What is next?In Brazil, people income will continue to grow for the next 15 to 20 years. The growth potential is huge, and given the unique platform we have developed, I can say that Hyper-marcas is quite well prepared to “sail with the strong winds ahead”.

Where will that put hypermarcas in the five or 10 year time horizon?Currently, Hypermarcas is a R$ 5 billion company in revenues. The company has the potential to double that in pure organic growth, excluding further M&A in the middle term

hypermarcas has succeeded where many inter-national companies have failed. What would you describe as the recipe for tackling the Bra-zilian market for our international readers?The recipe is this: use lots of common sense, think simple and act fast. We try to look at things like outsiders. And by look-ing from the outside, we see opportunities that people on the inside don’t. At Hypermarcas we have a basic orientation to-wards finding solution, not problems. Finding problems is easy.

As an overall message about Brazil, I use to say that my generation grew up hearing that Brazil would be the country of the future. And, hopefully, now the future seems to have come.

We believe that “The future is now” for Brazil.

You do not necessarily have to invent new molecules to do business in Brazil



INtErVIEW WIth: Avi Meizler - President and Founder, Meizler Biopharma

You moved from construc-tion to Pharmaceuticals. Can you share that story for our readers? In the 1980s, Brazil experienced a difficult economic time. Projects and constructions were postponed: banks began to freeze investments, after a long period of rapid expan-sion where subsidiaries seemed to

be launched nearly every day. My company’s best clients were banks, as well as manufacturers of paper and cellulose, and automotive firms like GM and Volkswagen. When the busi-ness in these sectors dramatically declined, I decided to make a shift to pharma.

This shift was a result of pure accident and coincidence. In 1989, a partnership was made between six friends and busi-ness owners called Sixpar, which included a banker, lawyer, and even a local representative of Walt Disney. We all agreed Brazil had a high potential for industrialization, but what Brazil was missing was updated technologies. We recognized that if Brazil was to join a global market, which was a foreign con-cept at the time, there would be many opportunities to bring technologies to the country. Sixpar subsequently entered into some successful joint-ventures in energy, partnering universi-ties and industry together. Then one day there was an oppor-tunity in pharmaceuticals. Five of the partners said, “I don’t know, I don’t care, I don´t want it.” So I decided to take it on myself, together with a doctor and pharmacist, we studied the opportunity. And the rest is history.

Since then, Meizler has expanded into a laundry list of therapeutic areas, everything from bio-technology to hemoderivatives to and chronic disease treatment. Would you identify a focus linking these diverse therapeutic areas?

Meizler’s focus is as much as possible on hospitals, institutions, public and private including MOH special program (e.g. hae-mophilia) needs. We don’t have a single product available to pharmacy. The fact is that we must be competitive in all the products, because the purchasing system here in hospitals is under tender - which is the same all over the world.

how important are Meizler’s international am-bitions? to this end, we’ve seen partnerships with Activa-CrO and GP Pharm.Right now Meizler is at the beginning stages of its internation-alization in Latin America, which has been happening for two years, and is looking to increase this international participation slowly and surely.

Meizler, as a potential partner for pharmaceutical compa-nies in Brazil or Latin America, is first and foremost a profes-sional and ethical company. We give a lot of attention and respect to our customers, physicians and patients as well to detail, technical quality, and marketing and promotion

There is another, new side of Meizler. At the beginning of 2010, Meizler decided to change the focus and vision, and

Meizler wants to be among one of the first companies in Brazil in

the manufacture of biotechnology products



while we are keeping the main range of products and concen-tration on institutions as I mentioned, in parallel we have de-cided to build a biotech manufacturing plant. Meizler wants to be among one of the first companies in Brazil in the manufac-ture of biotechnology products, but even this wasn’t enough - and we have decided to also enter into development, which is even rarer in Brazil, which traditionally has not had the men-tality for this. Brazilians usually prefer products ready for com-mercialization. However, Meizler decided to develop a recom-binant genetic product, which is currently under development JV with European-Argentinean company. This dovetails nicely with a long-term participation in the market and the Brazilian government’s policy to foster local manufacturing.

Biotechnology development in Brazil sounds risky. What is it about Meizler that makes it competitive against companies which can do their development in the US, Germany, Singa-pore, and merely import that to Brazil at a later stage?Everything’s risky. It’s a calculated risk. First of all, Meizler was lucky to find the right people to make the development, be-cause everything behind biotechnology is about knowledge. The group behind us makes us feel very comfortable, with 25-30 years already in biotech, and a lot of successful experience in development, marketing, launching, and follow-up of prod-

ucts. Of course there is always risk, but we have confidence in this group, and we’ve reduced the risk by choosing the right people and partners.

You had a long career in a completely different industry before pharmaceuticals. how would you define your management style, having ex-perienced a diversity of managerial problems?I can define it in one word, independent of the field or activity: Leadership. With the right leadership, you can choose the right professional people to put around you, with each as the best in their field, activity, or specialty, and motivate and create lead-ers who can make decisions in turn. For this, you don’t have to be specialized, you can be a generalist but with leadership.

This is my style. I’m an architect, and 21 years ago I entered a field I did not understand a thing about. The secret is to choose the right people, and not to make a single decision until you understand very well. You need to be convinced.

If we were to return to Meizler in five years, what could we expect to see?You would see a company at least five times as big as it is now. This will be achieved by expanding our biotechnology invest-ments and continuing the expansion throughout Latin Amer-ica. Several decisions made two years ago, which of course will take some time to come to fruition, will be the drivers of this growth. We shall scale up manufacturing, formulation, injectables, and API. As well, in January 2011, a new division was created in Meizler, a new line called Wellness. If all goes well, Meizler will soon be a top 5 dermocosmetic company, and we have already closed several contracts in breast implants in botox. Meizler is working with short, medium and long term plans.

To borrow an expression from my architecture days, Meizler is now building a solid foundation for the future.

The secret is to choose the right people, and not to make a single decision until you understand very well.

Meizler, as a potential partner

for pharmaceutical companies in Brazil or Latin America, is

first and foremost a professional and

ethical company.



INtErVIEW WIth: Heraldo Marchezini - President, Sanofi Brazil

Brazil appears to be the crown jewel of Sanofi’s portfolio, with the largest global production outside of Sanofi’s traditional home in France. What’s the per-spective at ground level?As you correctly said, Sanofi stands very differently from other compa-nies in emerging markets, for many

reasons. Our historical presence is one, but mainly the dif-ference is in our culture of understanding diversity and our adaptability to many different markets, which is definitely the case in Brazil. Historical presence notwithstanding, Sanofi has adapted a lot to local market demand. That’s a key element to understand why Sanofi in Brazil is the leading pharma compa-ny, and the only one really competing with other local players. The Brazilian affiliate also has the largest turnover in emerg-ing markets for Sanofi. We have a really diversified approach, which spans from generics, to OTC, consumer goods, prescrip-tion, mature products, vaccines, Genzyme - the company goes from the basic to the very high tech, to oncology, and eve-rything in between. The reality is that you have to adapt to local needs. Brazil has a demand for everything; it’s a matter of how you manage this. There’s much more volume, and our industrial presence is significant, because we have medicines that really fit to the vast majority of the population’s needs.

Can you speak to the attractiveness of allocat-ing investments not only towards serving a strong domestic market, but towards stimu-lating the kind of innovation that can be ex-ported around the world?I think this is the next phase of Brazil, and that’s exactly why the government is so keen to develop it. There are some ar-eas in the economy that were faster to evolve in pharma and

health science. Sanofi is searching out and scouting for these areas, with the Biominas partnership for example, but it’s im-portant not to forget that we’ve invested elsewhere, such as phase III, phase IIb, and phase IIa trials. Sanofi, in addition to developing several clinical trials centres of expertise in diabetes and oncology, is also looking to tropical diseases. You mention the vaccine relationship with Butantan, which is an important case for flu vaccines.

The Brazilian subsidiary also contributes to the Sanofi Ac-cess to Medicines Program. Treatment for Leishmaniose, a tropical disease, is sold at cost, as the meglumine antimoniate is considered by the WHO to be an essential drug in treat-ments, for which the world production centre is located in the city of Suzano, in Brazil. Overall, Sanofi really wants to be at the vanguard of what can be done in terms of research, and look to cooperate with projects. Indeed, it’s a natural phase of Brazil, and a very legitimate point on the government’s side to develop local innovation.

You mentioned that life here at Sanofi is never boring, what makes you personally most ex-cited?

Sanofi in Brazil is the leading pharma company, and the only one really competing with other local players



You may not notice, but over 95% of our portfolio, in addition to being locally produced, is out of patent - yet we are growing in double digits, reaching nearly 20% in recent years. You may interview companies who say they are top growth companies in Brazil, but it’s important to ask about their percentage of patents, and what will happen the moment they lose their pat-ent protection.

Brazil has a different market set-up, and a growing but still very small reimbursement scheme, so we have to work out the business in a different way, especially considering the strength and importance of highly competitive local players.

In doing so, there are many challenges. First of all, everyone wants to claim to be number one, but if you look at the IMS data, retail and non-retail, you’ll see that Sanofi is by far the number one company. We really want to keep growing, ad-dress the market reality, keep bringing new products, from the top end to the most basic, which can fit to the market reality. We have worked very hard and developed centers locally to bring just that, and innovation can be anything from a new CHC product, to the introduction of Jevtana, which was just launched in Brazil and is a significant improvement for patients with prostate cancer. At the same time we have Lantus, which is bringing significant growth to the company, and on top of that has changed the lives of many diabetics. Having said that, there are dozens of generic products being developed in Med-ley to match what will be the off-patent needs of the popula-tion and the emerging middle-class that will demand generics.

how is Sanofi likely to look in Brazil five years from now?Chris Viehbacher’s arrival in 2008 was instrumental in pushing ahead a deep transformation in our organization. At that time, our subsidiary was seeking to reinforce its position in some fast growing segments in the Brazilian market, such as gener-ics and biosimilars. The diversification strategy encouraged by

Chris fostered this dynamics to fit to the local needs as much as possible. What will be next is a continuation of this process - how fast we understand the emerging Brazilian middle-class demand, how we can improve talents that keep bringing new ideas about how to tackle the future of Brazil, which will also change. There are already changes in the health system; how will it look 10 years from now? We have to anticipate this far in advance, so when the changes do take place, we can already be ahead of our competitors and ready to go. Our ambition is how to be prepared not only for tomorrow, but for long-term. Fortunately, Sanofi has a unique position, and from there we are in the best possible moment for this future and already thinking what the next chapter will be.

You have an interesting piece of furniture in your office - a signed basketball. What’s the story?This basketball was signed by Oscar Schmidt, who was, and is, the best Brazilian basketball player of all-time. Now he works in television, and sometimes as a coach. He is most famous for winning the gold medal at the Pan-American Games in Indianapolis in 1987 versus the USA. He led the only team in that tournament that beat the USA. He’s an amazing man, and also gives motivational speeches. From time to time we in-vite Oscar, who is a tremendously inspiring man, to talk about passion, and how the Brazilian team could have ever beaten the Americans at home. It’s especially impressive because in that particular gold medal game, the Brazilians were losing at halftime, and were able to, amazingly, beat them! He’s in the basketball Hall of Fame.

Over 95% of our portfolio, in addition to being locally produced, is out of patent – yet we are growing in double digits

There are some areas in the

economy that were faster to evolve in

pharma and health science.



INtErVIEW WIth: Martin Nelzow – President, Boehringer Ingelheim

You came to Boehringer In-gelheim in 2009 - what are some of the most exciting milestones and achieve-ments you have presided over during this time?Looking back on almost three years, my assignment was to open this company and to integrate it more with Brazil. We have a quite enlight-

ened office where we put people together, hire top talent from the market to enter into new areas like oncology and diabetes, and the hospital and governmental businesses. Ac-tually I am also from outside and the first Brazilian as general manager

Boehringer Ingelheim is one of the few companies who have retained an OTC business in Brazil. Many companies have decided to focus on either OTC or prescription. What we believe here in Brazil is that there’s no clear separation between prescription and CHC. There’s an overlap here. What Boehringer Ingelheim has done is on one hand invest more in the CHC business, create a trade and point of sales area. We visit 12,000 pharmacies - this is something new. On the other hand we have been visiting medical doctors with more focus on 25.000 MD rather than 50.000 before. As the result of this in 2011, Boehringer Ingelheim is the multinational with the best performance.

What do you mean by performance? AstraZen-eca and Nycomed are number one and two in terms of growth.Exactly - in 2010. In that year, we grew around 6%. Now in 2011 we grew 14%. We changed the way we work and the focus on the Brazilian part of Boehringer Ingelheim. We have very Brazilian brands, like Buscopan and Anador doing well, besides Micardis (our antihypertensive drug) is the number 1

brand in growth this year.

What is Boehringer Ingelheim’s policy in terms of bringing the latest innovations to the Bra-zilian market?What we are doing is launching tremendous brands and com-pounds coming from our research in Germany. Boehringer In-gelheim invests 2.5 billion Euros every year in R&D, which is more than the sales of the biggest Brazilian company, so of course from this commitment comes a nice portfolio and pipe-line which we’re submitting as fast as possible. Boehringer In-gelheim has been very encouraged and committed with Brazil to launch new innovations, rather than adopt a wait-and-see approach and launch in different countries first.

One area of added value is clearly the $75 mil-lion in recent investments in the Itapecerica da Serra plant. What’s the strategic motivation for these allocations?This plant is the plant for Brazil, of course, and also for other countries in Latin America. We also export for Europe. It’s quite

Boehringer Ingelheim has been very encouraged and committed with Brazil to launch new innovations



a competent plant, with a lot of responsibility for exporting to other countries, alongside some contract manufacturing. With great brands like Anador and Buscopan growing at 30%, a great plant is essential.

What can you tell about your management style?In this office I sit together with my directors, 10 metres from a trainee or a junior manager. We see each other, we talk with each other. On the other part of the building is a library, cof-fee machines with tables and chairs, and massage area. I really believe that if people are in their best shape - and I mean that across all dimensions - we will really get high-performance. In a company like Boehringer Ingelheim, launching the prod-ucts we’re launching, investing the money we’re investing, we need good people with good backgrounds working in a way where ideas can flow. This company has 1,000 employees. If we wait for the normal processes to get to know information - you can forget it. What we created is an office that works like a network. I really believe a lot in this network idea. Second, we try to hire people with very strong academic and profes-sional track records.

Speaking to Generation Y: they are not working in depart-ments anymore. They are working on projects, on challenges. They may say, “I want to be part of the launch of Pradaxa that will change the lives of patients and reduce the main cause of death in Brazil.” That’s the story with one of our launches - which is great! For Anador, which is an analgesic: “We want to have it in every home in Brazil. Let’s do it!” This moves people much more than saying, “today you’re a Junior Manager, and in two years, we’ll create a career plan, and then you will stay two years in Germany...”. I really believe in the realization of the people and from what I have seen, people produce much

more than I can imagine. Give them confidence, trust, and freedom, and that’s how we really can create new approaches and change. Take the example of Buscopan. The product, an anti-spasmodic, had a 60% market share. We were by far the leader. Some other company might have chosen to forget about increasing market share. But now we have 75%. And the market is growing 20% per year.

Where do you want to bring Boehringer Ingel-heim in Brazil?First, we want to double the company in 5 years. I don’t think Boehringer will enter where it’s not competitive, such as in generics. We have quite innovative brands and we’ll be quite successful with them.

Second is OTC. We are gaining market share already, and this year we are already among the top OTC companies even compared with the nationals. During my discussions with my team, we talk about how to fly even more of our CHC brands, how to introduce all-new products. Boehringer Ingelheim has a plenty of diabetes products to enter in the market. We have probably the biggest product in Brazil that will be Pradaxa, and other products in oncology, coming.

On a personal note, what is your main motiva-tion after spending more than 20 years in the chemical and pharmaceutical industry? This morning, we launched our diabetes franchise. We hired 200 reps exclusively for the launch of the first brand. To enter the diabetes market is something fantastic. Diabetes is not an-ymore a disease - it’s an epidemic. If at Boehringer Ingelheim I can participate on a project like this, it motivates me. If we are going to launch Pradaxa product to reduce stroke, the main cause of death in Brazil, I think it’s something great. So too is working with innovative, interesting, and dynamic people in a nice environment.

We want to double the company in 5 years

We need good people

with good backgrounds

working in a way where

ideas can flow



Exclusive interviewsMore interviews available on www.pharma.focusreports.net:

Jose Antonio Alas President, Eli Lilly Brazil

Roberto Alvarenga General Manager, Ferring Pharmaceuticals Brazil

Devaney Baccarin Vice President and General Manager, Astellas

Hagop Barsoumian General Manager, Chiesi

Jose Bastos President, MSD Brazil

Otto Philipp Braun Managing Director, B. Braun

Bruno Chassot President, Zodiac Pharmaceuticos

Claudio Coracini General Manager Specialty Pharma, Shire Brasil – Mexico

Guillaume Drianno Country Manager, Servier Brazil

Orlando Famá Jr. President, Torrent

Rogério Mansur Senior Director of DHL Life Sciences Operations

Odnir Finotti President, ProGenericos

Carlos Kiffer President, GC-2

Rubens Lima General Manager, Ipsen

Laurena de Lameida Magnoni Regional Director, Besins

Rafael Martau Commercial Director, Bomi Brazil

Samuel Mauricio Vice President, Octapharma Brazil

Stephen Merrick President, Bristol-Myers Squibb Brazil

http://www.pharma.focusreports.net/#state=Interview&id=0



Giles Platford General Manager, Nycomed Brazil

Denise QUEIROZ General Manager, Erowlabs - The Watson Group

Cesar M. Rengifo President, GSK Brazil

Claudio L. Santos Senior Regional Director, Medical Affairs, Shire

Marisa Sanvito Executive Director, Quintiles Brazil

Rosa Maria Scavarelli CEO, Theraskin

Jose Correia Da Silva President of ABIQUIFi, the Pharma Chemicals Industry Association

Manuel Fernando Loaiza Sotomayor President of Bago

Paula Goldenstein Strassman CEO, PGS/Medical Statistics

Adriano Treve Director President, Roche Brazil

Alexander Triebnigg President, Novartis Brazil

Gustavo Mizraje General Manager, Novo Nordisk Brazil

Maria del Pilar Muñoz Director of Sustainability and New Business, Eurofarma

Nilton Paletta President for Latin America, IMS

Rubens Pedrosa President, AstraZeneca Brazil

Francisco Piccolo Managing Director, Biogen Idec Brazil

Fernando Pimentel Minister of Development and Industry Brazil

http://www.pharma.focusreports.net/#state=Interview&id=0



FEDErAL GOVErNMENtABDI Agencia Brasileira de Desenvolvimiento Industrial www.abdi.com.br SBN Quadra 1 - Bloco B - Ed. CNC - 14º andar Brasilia +55 (61) 3962-8700 +55 (61) 3962-8715

ANVISA www.portal.anvisa.gov.br Setor de Indústria e Abastecimento (SIA) - Trecho 5, Área Especial 57, Brasília (DF) - CEP: 71205-050

APEX www.apexbrasil.com.br SBN Quadra 02 Lote 11 - Ed. Apex- CEP 70040-020 | Brasilia-DF +55 (61) 3426-0202

BNDES www.bndes.gov.br Avenida República do Chile, 100 | Rio de Janeiro - RJ 20031-917 +55 (21) 2172-7447 CMED www1.cmedresearch.com/ [email protected]

Comissão Nacional de Ética em Pesquisa (CONEP) www.conselho.saude.gov.br/comissao/eticapesq.htm [email protected] Esplanada dos Ministérios Bl. G Ed. Anexo Ala B Sl. 13-B Brasilia DF +55 (61) 3315-2951 +55 (61) 3226-6453

Conselho De Saude Suplementar www.ans.gov.br Augusto Severo, 84 Glória Rio de Janeiro/RJ - CEP: 20021-040

Conselho National De Saude www.condelho.saude.gov.br

Consellho Nacional de Ciencia y Tecnologia www.cnpq.br [email protected] SHIS QI 1 Conjunto B - Bloco D, 2º andar, Edifício Santos Dumont, Lago Sul, DF, CEP 71605-190 +55 (61) 2108-9402 +55 (61) 2108-9487

Fiocruz ( Oswaldo Cruz Founsation) www.fiocruz.br Av. Brasil, 4365 - Manguinhos, 21040-360 Rio de Janeiro +55 (21) 2598-4242

Ministerio Da Saude (Ministry Of Health) www.saude.gov.br Esplanada dos Ministérios - Bloco G - Brasília +55 (61) 3315-2425

Ministry of Science and Technology www.mct.gov.br [email protected] Esplanada dos Ministérios, Bloco E, Brasilia +55 (61) 3317-7505 +55 (61) 3317-7997

ASSOCIAtIONS ABAFARMA www.abafarma.com.br [email protected] Rua Machado Bittencourt, 205 Cj.56 +55 (61) 5080-3636 +55 (61) 5080-3635

ABCFARMA www.abcfarma.org.br [email protected] Rua Santa Isabel, 160 - 5º Andar - Cj.51 - Vila Buarque - São Paulo - SP +55 (11) 3223-8677 +55 (11) 3331-2088

ABIMIP www.abimip.org.br Rua Alvorada 1280. Itaim Bibi, SP +55 (11) 3897 9721

ABIQUIF www.abiquifi.org.br [email protected] Avenida Calógeras, 15 / 10° Andar Cep 20030-070 - Centro - Rio De Janeiro - RJ +55 (21) 2220-3005 Rio +55 (11) 3897-9779 Sao Paulo +55 (21) 2524-6506

ALANAC www.alanac.org.br Rua Sansão Alves dos Santos, 433 - 8º andar - cep 04571-090 +55 (11) 5506 8522

AMCHAM (American Chamber of Commerce) www.amcham.com.br [email protected] Rua da Paz, 1431 CEP: 04713-001 - Chácara Santo Antonio - SP +55 (11) 3324-0194 +55 (11) 5180-3777

Associação Dos Laboratórios Farmacêuticos Oficiais Do Brasil - Alfob www.alfob.com.br Setor Comercial Sul SCS - Quadra 2 - Bloco C - Edifício Serra Dourada - 5º andar - Sala 511 BRASILIA +55 (61) 3225-4456 +55 (61) 3323-9501

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Company directory



FIESP - Federação Das Indústrias Do Estado De São Paulo www.fiesp.com.br [email protected] Av. Paulista, 1313 - Edifício Sede FIESP CEP: 01311-923 - São Paulo – SP +55 (11) 3549-4499

Interfarma www.interfarma.org.br Rua Verbo Divino, 1488 – 7º andar – Cjtº. 7ª Chácara Santo Antônio - São Paulo/SP Telefone: (11) 5180-2380 +55 (11) 5183-4247

Pro Genericos www.progenericos.org.br Rua Alvorada, 1280 CEP : 04550-004 São Paulo - SP +55 (11) 3897-9767 +55 (11) 3845-0742

Pharmaceutical companiesAché Laboratórios Farmacêuticos S.A. www.ache.com.Br [email protected] Rodovia Pres Dutra Km 222, 2 Porto Da Igreja - Cep 07034-904 Guarulhos - Sp +55 (11) 6461-6000 +55 (11) 6461-6144

Actelion www.actelion.com.br Praia de Botafogo 501 1° Andar Bloco Corcovado 22250-040 Rio de Janeiro - RJ +55 (11) 3266 6213

Adapt Produtos Oftalmológicos Ltda www.adaptltda.com.br/ [email protected] Rua Pio XI, 832 – Alto Da Lapa Cep: 05060-000 – São Paulo Sp +55 (11) 5099-1900

Airela Indústria Farmacêutica Ltda www.airela.com.br/ Rua Luiz Spiandorelli Neto, 60 – Sala 907 – Jardim Paiquerê, CEP: 13271-570 – Valinhos SP +55 (19) 3518-0300

Alcon www.alconlabs.com.br Avenida Das Nações Unidas, 12495, 3º Andar Brooklin, Sao Paulo +55 (11) 3732-4000 +55 (11) 3732-4171

Allergan www.allergan.com/index.htm Av. Dr. Cardoso De Melo, 1955 13° andar - Edifício Brasílio Machado Vila Olímpia 04548-005 - São Paulo-SP, BRASI +55 (11) 3048-0500

Amgen www.amgen.com Av. Das Nações Unidas, 14.171 Rochaverá Corporate Towers Marble Tower - 15º Andar Cep: 04794-000 - São Paulo - Sp +55 (11) 3568-2078

Antibióticos Do Brasil Ltda www.ablbrasil.com.br [email protected] Rodovia General Milton Tavares De Souza (Sp-332), Km 135 , Itapavussu, Cosmópolis - SP +55 (19) 3872-9000 +55 (11) 3872-9479

Apsen www.apsen.com.br [email protected] Aché Laboratórios Farmacêuticos S.A. Rodovia Pres Dutra Km 222, 2 Porto Da Igreja - Cep 07034-904 Guarulhos - SP +55 (11) 5645-5011

Astellas www.astellas.eu/ Avenida Das Nações Unidas, 14.171 Rochaverá Corporate Towers Torre Marble - 3º Andar, Cj. 302 Cep: 04794-000 - São Paulo - Sp +55 (11) 3027-4500

Aster Produtos Médicos Ltda www.aster.com.br Avenida Independência, 2541 - Caixa Postal 328 Éden Sorocaba - SP +55 (15) 3235-5600

Astra Zeneca www.astrazeneca.com/Home Rodovia Raposo Tavares Km 26,9 (Moinho Velho) Cep: 06707-000 - Cotia - Sp +55 (11) 3737-1200

Baxter www.baxter.com/ Alfredo Egídio De Souza Aranha, 100 - Bloco C, 7° Andar, Ch. Sto. Antonio - Sp +55 (11) 5694-8500 +55 (11) 5694-8540

Bayer www.bayer.com/ Rua Domingos Jorge, 1100 Prédio 9501 - 10º Andar - Socorro Cep: 04779-900 - São Paulo - Sp +55 (11) 5694-7002

Beker www.beker.com.br [email protected] Estrada Louis Pasteur, 263 - Embu/ SP - CEP: 06835-080 +55 (11) 4781-0101

Besins Healthcare Brasil www.besins-healthcare.com Rua São Sebastião, 305 - Alto Da Boa Vista Cep: 04708-000 – São Paulo - Sp +55 (11) 5525-2430

Biogen www.biogenidec.com.br Edifício Olímpia Trade Av. Dr. Cardoso De Melo, 1.184 17º Andar - Vila Olímpia Cep: 04548-004 - São Paulo - Sp +55 (11) 3568-3400

Biomarin www.bmrn.com/ [email protected] Rua James Joule, 92 - Cj. 42 - Cidade Monções Cep: 04576-080 - São Paulo - Sp +55 (11) 3555-0055

Biominas www.biominas.org.br/ Av. Dr Chucri Zaidan, 920, 9º andar Brooklin Novo - Market Place Torre I CEP: 04.583-904 I São Paulo, SP, Brasil T +55 (11) 3048-4200

Blanver Farmoquímica Ltda www.blanver.com.br/ Rua Joaquim Faustino, 201- Jardim São Paulo 06767-330 - Taboão Da Serra - Sp +55 (11) 4138-8200



Blausiegel Indústria E Comércio Ltda www.blausiegel.net Rodovia Raposo Tavares, Km 30,5, 2833 , Barro Branco -Cotia - SP +55 (11) 4615-9400 +55 (11) 4615-9415

Boehringer Ingelheim www.boehringer-ingelheim.com.br Avenida Das Nações Unidas, 14.171 Rochaverá Corporate Towers Torre Marble - 18º Andar Cep: 04794-000 - São Paulo - Sp +55 (11) 4949-4700

Brainfarma www.brainfarma.com.br/ 18114 - CEP 04626-970 - São Paulo - SP +55 (11) 3897-4122

Brasterapica www.brasterapica.com.br/ R: Olegário Cunha Lobo, 25 Atibaia Jardim - Atibaia - SP Cep: 12942-730 +55 (11) 4414-7788

Bristol Myers Squibb WWW.BRISTOL.COM.BR Rua Carlos Gomes, 924 Santo Amaro - Cep 04743-903 São Paulo - Sp +55 (11) 3882-2000 +55 (11) 246-0151

Bunker Indústria Farmacêutica Ltda www.bunker.com.br Rua Anibal Dos A. Carvalho, 212, Cidade Dutra - SP +55 (11) 5666-0266 +55 (11) 5666-0739

Catalent Brasil Ltda www.catalent.com [email protected] Avenida Jerome Case, 1277 – Éden Cep: 18087-220 Sorocaba Sp +55 (15) 3235-3513

Chiesi www.chiesi.com.br [email protected] Rua Alexandre Dumas, 1658 12º E 13º Andares - Chácara Santo Antônio Cep: 04717-004 - São Paulo - Sp +55 (11) 3095-2300

Cifarma www.cifarma.com.br/ Av. das Industrias 3651, 33040-130 Belo Horizonte, MG +55 (0) 31 36414100

Cimed Ind De Medicamentos Ltda www.cimed.ind.br Av. Angelica 2510 5ºandar Higianopolis - São Paulo - Sp +55 (11) 2244-7200

Cristália Pharmaceutical Chemicals Ltda. www.cristalia.com.br Highway Itapira - Lindoia, Km 14 13970-970 - Itapira - Sp +55 (19) 3843-9500

Croda do Brazil Ltda. www.croda.com.br/ Rua Croda, 580 - Distrito Industrial 13054-710 - Campinas - Sp +55 (19) 3765-3500

Daiichi Sankyo www.daiichisankyo.com.br Av. Dr. Chucri Zaidan, 920 - 15º And. Mkt Place - Torre I - Vila Cordeiro Cep: 04583-110 - São Paulo - Sp +55 (11) 5186-4500

Divcom Pharma Indústria Farmacêutica Ltda www.divcom.com.br/divcom/ Rua Luiz Gonzaga D’Avila, 108 São Paulo, 04829-060 +55 (11) 5924-3408

Eli Lilly www.lilly.com.br Av. Morumbi, 8264 - Brooklin Cep: 04703-002 - São Paulo - Sp +55 (11) 2144-6911

EMS SIGMA PHARMA ( EMS Group) www.ems.com.br Ems Rodovia Sp 101 – Km 08 Parque Odimar - Hortolândia – Sp

Erowlabs www.erowlabs.com.br Rua Barão De Petrópolis, 311 Rio Comprido - Rio De Janeiro - Rj +55 (21) 3293-9500

Evolabis www.evolabis.com.br R. Urussuí, 92 , Conj. 101. Cep: 04542-050 - Itaim Bibi - Sao Paulo / SP +55 (11) 3168-0718

Ezequiel Dias Foundation FUNED www.funed.mg.gov.br/ [email protected] Street Earl Pereira Carneiro no. 80 - Gameleira - Belo Horizonte / MG - CEP 30510-010

Farmacia e Laboratório Homeopatico Almeida Prado Ltda www.homeopatiaalmeidaprado.com.br Praça Benedito Calixto,121 Bairro Pinheiros São Paulo /SP, Cep 05406-040 +55 (11) 3891-1295

FBM Industria Farmacêutica www.fbmfarma.com.br Vp 1B Módulo 9/21 Quadra 8B Daia, Anápolis-Go. +55 (62) 3333-3500

FK Biotec www.fkbiotec.com.br/ CEP: 91.040-600 Porto Alegre - RS Rua da Várzea, 22 +55 (11) 3352.6863

Fontovit Laboratórios Ltda www.fontovit.com.br Rua Antônio Chagas, 862,Sao Paulo - SP - CEP 04714001 +55 (11) 5182-9604

Foundation for Popular Medicines FURP www.furp.sp.gov.br Rua Endres, 35, Itapegica - Guarulhos - SP +55 (11) 6423-6000 +55 (11) 6421-6063

Galderma Brasil Ltda www.galderma.com.br Rua Surubim, 373 – 4º Andar Cid. Monções – 04571-050 São Paulo – Sp +55 (11) 3524-6300

Genix Pharmaceutical Industries Ltd. www.genixpharma.com/ [email protected]



Vp 1E Quadra 03 Mod. 1.2 Daia 75132-040 - Anapolis - Go +55 (62) 4014-9000

Genomma Lab www.genommalab.com.br Av Das Nacoes Unidas, 12.551 04578-000 Sao Paulo +55 (11) 5255-5081

Genzyme Do Brasil Ltda www.genzyme.com.br Rua Padre Chico, 224 Vila Pompéia - Cep 05008-010 São Paulo - Sp +55 (11) 3874-9950 +55 (11) 3872-6631

GlaxoSmithKline Brazil LTDa www.gsk.com.br Estrada dos Bandeirantes, 8464 - Jacarepaguá CEP: 22783-110 - Rio de Janeiro - RJ +55 (11) 2141-6000

Glenmark Pharmaceuticals www.glenmarkpharma.com [email protected] Rua Frei Liberato De Gries, 548 (Rua Sem Saída) - Jd. Arpoador Cep: 05572-210 São Paulo Sp +55 (11) 5504-2700

Greenpharma Química E Farmacêutica Ltda www.greenpharma.com.br/home/ [email protected] QUADRA 2-A - Módulos 32 / 35 - DAIA, CEP 75133600 - Anápolis - Goiás +55 (0) 62 3106400

Grifols Brasil Ltda www.grifols.com/portal/en/grifols/home Rua Umuarama, 263 – Vila Perneta CEP: 83325-000 – Pinhais Pr +55 (41) 3668-2444

Guerbet Produtos Radiológicos Ltda www.guerbet.com.br [email protected] Rua André Rocha, 3000 – Jacarepaguá 22710-561 – Rio De Janeiro-RJ +55 (21) 2444-9999

Hebron - Infan Ind. Química Farmacêutica Nacional S.A. www.infan.com.br Av. Lins Petit, 320, 10º e 11º andares Salas 1001 a 1004 e 1101 a 1104 – Boa Vista, CEP: 50070-230 Recife PE +55 (81) 2123-1800

Heel Do Brasil Biomédica Ltda. www.hebron.com.br/ Alameda Tocantins, 630 - G8 - Alphaville 06455-020 - Barueri - SP +55 (11) 4208-3585

Hipolabor Farmacêutica/Sanval Comércio E Indústria Ltda www.hipolabor.com.br/ [email protected] Rua Nicolau Alayon, 441 – Interlagos Cep: 04802-000 São Paulo SP +55 (11) 5693-4400

Hypermarcas www.hypermarcas.com.br Av. Fernando Cerqueira Cesar Coimbra, 1000 – Centro Empresarial Tamboré Alphaville, CEP: 06465-090 Barueri SP +55 (11) 4166-1000

Inpharma Laboratórios Ltda www.inpharma.com.br [email protected] Rua Da Paz, 1839 - Chác. Sto. Antônio Cep: 04713-002 São Paulo SP +55 (11) 5187-2400

Institute of Technology in Medicines Far Manguinhos Av. Comandante Guaranys, nº 447 - Jacarepaguá/RJ +55 (11) 3348-5050

Instituto Biochímico Indústria Farmacêutica Ltda. www.biochimico.ind.br/ Rod. Presidente Dutra, Km 310 - Penedo - N. S. Fátima - RJ - 27580-000 +55 (24) 3355-9300

Instituto Butantan www.butantan.gov.br [email protected] Avenida Vital, 1500, Butantan São Paulo - SP 05503-900 +55 (11) 3726-7222

Beaufour Ipsen Farmacêutica Ltda www.ipsen.com Av. Eng. Luis Carlos Berrini, 1.297 Cj. 61 - Cidade Monções Cep: 04571-010 - São Paulo - Sp +55 (11) 2645-3092

Isdin Produtos Farmacêuticos Ltda Rua Do Rócio, 84 – 1º Andar – Vila Olímpia 04552-000 São Paulo SP +55 (11) 3018-8700

ITF Chemical Ltda. www.itfchemical.com.br/ Rua Beta, 574 - Área Industrial Norte Complexo Petroquí;Mico De Camaçari 42810-300 - Camaçari - BA +55 (11) 3634-2903

Jansen Farmacêutica Ltda www.janssen-cilag.com.br [email protected] Rua Gerivatiba, 207 - 11º Andar - Butantã, CEP: 05501-900 São Paulo SP +55 (11) 3030-4721 +55 (11) 3030-4933

Johnson & Johnson www.jnj.com St. Paul Street Gerivatiba, 207 Butantã São Paulo - SP CEP 05501-900

JP Industria Farmaceutica www.fontovit.com.br [email protected] Av. Presidente Castelo Branco, 14095-902 Ribeirão Preto - SP +55 (16) 3512-3500

Kley Hertz www.kleyhertz.com.br/ Rua Santa Mônica, 1701 - Bairro Industrial São José, Zip code 06715-865, Cotia, SP +55 (11) 4616-9274 +55 (11) 3346-8488

Laboratório Centroflora Ltda www.centroflora.com.br Rodovia Eduardo Zuccari Km 21,5 Zona Rural -Botucatu - SP +55 (14) 3811-3520 +55 (14) 3815-3772



Laboratório Farmacêutico Caresse Ltda www.caresse.com.br/ [email protected] Rua José Faganelo, 242 – Jardim Jussara Cep - 16020-000 Araçatuba SP +55 (18) 3631-8990

Laboratório Gross www.gross.com.br/ [email protected] R. Padre Ildefonso Peñalba, 389 - Todos os Santos Rio de Janeiro/RJ 20775-020

Laboratório Simões www.labsimoes.com.br/ Rua Pereira de Almeida 90 a 104, Praça da Bandeira, Rio de Janeiro - RJ CEP: 20.260-100 +55 (21) 2502-7000

Laboratório Tayuyna Ltda www.advfarma.com.br/medicamentos/ Rua Ampélio Gazeta, 889 Parque Industrial Fritz Berzin Cep: 13460-000 Nova Odessa SP +55 (19) 3476-8550

Laboratório Teuto Brasileiro S/A www.teuto.com.br VP 7-D módulo 11 - Quadra 13 - DAIA - CEP: 75.132-140 Anápolis - Goiás +55 (71) 3342-5895 +55 (71) 3342-5895

Laboratórios B. Braun S/A www.bbraun.com.br/ atendimento.br @ bbraun.com Rua Carneiro Da Cunha, 303 Cj.111 Ao 117 - Saúde Cep: 04144-000 São Paulo Sp +55 (11) 5581-5404

Laboratórios Bagó Do Brasil S.A www.bago.com.br [email protected] Rua Cônego Felipe 365 Taquara – CEP 22713- 010 Rio de Janeiro - RJ +55 (21) 2159-2600

Laboratórios Baldacci Sa www.lbaldacci.com.br Rua Pedro De Toledo, 520 Vila Clementino São Paulo - SP +55 (11) 5085-4444 +55 (11) 5549-4371

Laboratórios Ferrer Do Brasil Ltda www.ferrergrupo.com Av. Engenheiro Luiz Carlos Berrini, 1511 – Conj. 32 Brooklin Novo - São Paulo – SP – Cep: 04571-011 +55 (11) 2476-7042

Laboratórios Ferring Ltda www.ferring.com.br Praça São Marcos, 624, 1ª Andar Vila Ida - São Paulo - Sp +55 (11) 3024-7500 +55 (11) 3024-7522

La Roche Posay www.laroche-posay.com Av. Eng. Billings, 1729 - Jaguaré, São Paulo, 05321-010

Latinofarma Indústrias Farmacêuticas Ltda www.latinofarma.com.br/ [email protected] Rua Doutor Tomas Sepe, 489 - Jardim Da Glória Cep: 06711-270 Cotia Sp +55 (11) 4612-0819

Leo Pharma Ltda www.leo-pharma.com Avenida Eng. Luis Carlos Berrini, 1645 - Conj. 71 Cidade Monções - Cep 04571-011São Paulo - Sp +55 (11) 5502-5829

Lundbeck Brasil Ltda www.br.lundbeck.com [email protected] Rua Lauro Muller, 116 - 22º And 2202 - Torre Do Rio Sul - Botafogo Cep: 22290-160 - Rio De Janeiro - Rj +55 (11) 3873-3000

Luper www.luper.com.br Av. Francisco Samuel Lucchesi Filho, 1039-A, Braganca Paulista +55 (11) 4035-7700

Marjan Farma www.marjan.com.br [email protected] Rua Gibraltar, 165 - Santo Amaro Cep: 04755-070 São Paulo SP +55 (11) 5642-9888

Meizler Biopharma S/A www.meizler.com.br Av Prof Vicente Rao, 90 São Paulo-Sp Cep: 04706-900 +55 (11) 4195-6613

Mepha Do Brazil Ltda. Estrada do Bandeirantes 4015, Curiçica-Jacarepagua, Rio de Janeiro CEP 22775-112 +55 (21) 4452-274 +55 (21) 4451-032

Merck www.merck.com.br/genericos Estrada dos Bandeirantes, 1099 Jacarepaguá - Rio de Janeiro – RJ

Milletroux www.milletroux.com.br/ Praia de Botafogo 440 - 25º andar Rio de Janeiro RJ - CEP 22250-040 +55 (21) 2538-4444

Moksha8 www.moksha8.com Av. Ibirapuera, 2332 Tower1 - 13Th Floor Indianópolis - 04028-002 São Paulo, Sp, Brasil +55 (11) 3041 9300

Msd www.msd.com.br Rua Alexandre Dumas, 2510 Chácara Santo Antõnio -São Paulo - Sp +55 (11) 5189-7700 +55 (11) 5182-7165

Multilab Indústria E Comércio De Produtos Farmacêuticos Ltda. www.multilab.com.br Complexo Fabril, Rs 401, Km 30, Nº 1009, Cep 967000-000,São Jerônimo/RS +55 (11) 3651.5114



Natulab www.natulab.com.br/ [email protected] Rua H cj Urbis II, 8 - Santo Antônio de Jesus, BA +55 (75) 3311 5550 Nature S Plus FTCA

Nikkho (Zydus Nikkho Farmacêutica Ltda) www.nikkho.com.br Rua Jaime Perdigão, 431 / 445 CEP: 21920-240 Rio De Janeiro RJ +55 (21) 3393-4266

Novartis www.novartis.com.br Novartis Biociências S.A. Av Prof Vicente Rao, 90 São Paulo-Sp Cep: 04706-900 +55 (11) 5532-7122 +55 (11) 5532-4172 +55 (11) 5532-7942

Novo Nordisk www.novonordisk.com.br Av. Francisco Matarazzo, 1500 – 12º Andar – Ed. New York – Bairro Água Branca – São Paulo – Sp +55 (11) 3868-9100 +55 (11) 3868-9111

Nycomed www.nycomed.com.br Rua Estilo Barroco, 721 - Santo Amaro Cep: 04709-011 - São Paulo - Sp +55 (11) 5188-4400

Octafarma www.octapharma.com.br Avenida Ayrton Senna, 1850 Loja 118 Barra Da Tijuca - Cep 22775-001 Rio De Janeiro - Rj +55 (21) 24303183 +55 (21) 2430-3183

Opem Pharmaceuticals www.opempharma.com.br Rua Frei Caneca, 356 01307-000, Consolação - São Paulo +55 (11) 3123-6800

Ophthalmos www.ophthalmos.com.br Rua Nhandirobas, 471 – Parque Jabaquara Cep: 03449-030 São Paulo SP +55 (11) 5011-3344

Parti Dondaduzzi www.pratidonaduzzi.com.br Rua: Mitsugoro Tanaka, Nº 145, Centro Industrial Nilton Arruda,CEP: 85903-630, TOLEDO/PR

Pfizer www.pfizer.com.br Rua Alexandre Dumas, 1860 Chácara Santo Antônio - SP

Pharlab www.pharlab.com.br Lagoa da Prata, Rua São Francisco, 1.300, Minas Gerais +55 (31) 3261-9090

Pharma Nostra (Pharma Nostra Comercial Ltda) www.pharmanostra.com.br/ Matriz - RJ Rua Aquidabã, 1.144 - Méier Rio de Janeiro - RJ CEP 20720-293 +55 (21) 2141-1555

Pharmaceutical Laboratory of Alagoas LIFAL www.lifal.al.gov.br/ [email protected] Q.6 - Tabuleiro do Martins Maceió-Alagoas-Cep: 57081-455 +55 (82) 3334-1991 +55 (82) 3372-0622

Pharmadeal (Pharmadeal Ltda – Business Development & Clinical Research) www.pharmadeal.com.br/ [email protected] Rua Haddock Lobo 846 Cj. 601 Torre Beta São Paulo - SP - Zipcode: 01414-000 +55 (11) 3085-2709

PharmaScience www.pharmascience.com/international/ [email protected] Rua Gustavo Narkevitiz, 06 - Jabaquara São Paulo/SP - 04.303-220 +55 (11) 2577-3086 +55 (11) 9919-3090

Prati-Donaduzzi & Cia Ltda www.pratidonaduzzi.com.br Rua Mitsugoro Tanaka, 145 – Centro Indl. Nilton Arruda Cep: 85903-630 Toledo Pr +55 (11) 2103-1166

Profarma www.profarma.com.br Av. das Américas, 500 bloco 12 salas 205 a 208 Barra da Tijuca | RJ | 22640-100 | +55 (21) 4009-0200 +55 (21) 2491-4082

Ranbaxy www.ranbaxy.com.br Rua Alexandre Dumas, 2220, 1º Andar Chácara Santo Antônio - Cep 04717-004 São Paulo - SP +55 (11) 5189-9700 +55 (11) 5182-2140

Recepta Biopharma www.receptabiopharma.com.br [email protected] Rua Tabapuã, 1123 conj 36 Itaim Bibi - São Paulo, SP CEP 04533 - 014 Brasil +55 (11) 3709-2140

Reckitt Benckiser www.rb.com Rodovia Raposo Tavares, 8015 - Km 18 Cep: 05577-900 - São Paulo – Sp +55 (11) 3783-7000

Roche www.roche.com.br Avenida Engenheiro Billings, 1729 Jaguaré -São Paulo - Sp +55 (11) 3719-4566 +55 (11) 3719-4981

Royton Química Farmacêutica www.royton.com.br [email protected] Royton Química Farmacêutica Ltda Av. Casa Grande, 850 - Jardim Piraporinha Cep: 09961-350 +55 (11) 2107-9000



Sancargo Logística De Cargas Ltda www.sancargo.com.br Rua Antonio Rodrigues Filho, 462 – Vila Aeroporto Cep: 07170-042 Guarulhos Sp +55 (11) 2431-8002

Sanofi Aventis www.sanofi-aventis.com.br Avenida Major Sylvio De Magalhães Padilha, 5.200 Edifício Atlanta - Morumbi 05693-000 - São Paulo - Sp +55 (11) 3759-6000 +55 (11) 3759-6000

SANVAL COMÉRCIO E INDÚSTRIA LTDA www.sanval.com.br Rua Lagrange, 401 Capela Do Socorro -São Paulo - SP +55 (11) 5693-4400 +55 (11) 5521-3667

Serpac Comércio E Indústria Ltda www.serpac.com.br [email protected] Av. Berna, 193/207 – Vila Friburgo Cep: 04774-020 São Paulo SP +55 (11) 5521-9419

Servier www.servier.com Av. Paulista 1439, Conjunto 144 01311-200 - São Paulo - SP +55 (21) 2142-1402 +55 (21) 2142-1404

Shire (Shire Farmacêutica Brasil Ltda) www.shire.com.br [email protected] Edifício Rochaverá Towers Av. Das Nações Unidas, 14.171 Torre Ebony - 5º Andar, Conjunto 501 Brooklin Novo - Cep: 04794-000 - São Paulo - Sp +55 (11) 3014-7300

Stiefel (Laboratórios Stiefel Ltda) R. Profº João Cavalheiro Salem 1081/1301 - Bonsucesso Cep: 07243-580 - Guarulhos - Sp +55 (11) 2404-8000

Support Farma www.supportfarma.com.br [email protected] Rua Tijuco Preto, 1376 Cep: 03316-000 Tatuapé São Paulo - SP +55 (11) 2227-8800

Takeda www.takeda.com Av. Nações Unidas, 12.551 17º Andar - Sala 1.711 - Brooklin Novo Cep: 04578-000 - São Paulo - Sp +55 (11) 3443-1423

Teva Farmacêutica Ltda www.tevabrasil.com.br Rua James Joule, 92 - 15º Andar - Cidade Monções Cep: 04576-080 São Paulo Sp +55 (11) 5105-5750 +55 (11) 5105-5779

Theraskin Brazil www.theraskin.com.br Marginal Direita da Via Anchieta, KM 13,5 CEP: 09696-005 - São Bernardo do Campo (SP)

Torrent Pharmaceuticals www.torrentpharma.com Rua Florida 1738, 5th floor, Cidade Moncoes, Sao Paulo - SP - 04565-001, Brasil

Trb Pharma Indústria Química E Farmacêutica Ltda www.Trbpharma.com.br Av. Giuseppina Vianelli Di Napoli, 1100 - Barão Geraldo Cep: 13086-903 Campinas SP +55 (19) 3787-3000

UCI Farma www.uci-farma.com.br Rua Do Cruzeiro, 374 Villa Duzi Sao Bernardo Do Campo +55 (11) 4332-2022 +55 (11) 4125-5253

United Medical Ltda www.unitedmedical.com.br [email protected] Av. Dos Imarés, 401 – Moema Cep: 04085-000 São Paulo SP +55 (11) 5090-7233

Vedat www.vedat.com.br Rua da Congregação, 56 · Embu · SP · 06816-902 +55 (11) 2133 1212Consultants/Service Providers

Cegedim www.cegedim.com Rua Helena, 235 - 11° andar, Vila Olímpia, SP, São Paulo, CEP 04552-050 +55 (11) 3103-0457

Colbras Indústria E Comércio Ltda www.colbras.com.br Estrada Dos Estudantes, 349 , Rio Cotia , Cotia - SP +55 (11) 4612-8940 +55 (11) 4702-3529

IMS Health www.imshealth.com Rua Alexandre Dumas, 1711, 1 andar Edifício Birmann 12,Chácara Santo Antônio São Paulo Brasil +55 (11) 5185-1561 +55 (11) 55 11 5185-1560 +55 (11) 5182-1328

KPMG www.kpmg.com [email protected] Rua Sete de Setembro 1950 Centro 13560-180 São Carlos SP +55 (11) 2183-3000

Lopes Muniz Avogados Av Brg Faria Lima, 1656 an 5, Pinheiros - São Paulo - SP +55 (11) 3032-8641

Meizler Comércio International SA www.meizler.com.br Alameda Juruá, 149 Alphaville - Barueri - SP +55 (11) 4195-6613 +55 (11) 4195-6621 API Producers ABL Distrito Industrial Duque de Caxias Xerém. CEP: 25250-000 RJ



Nortec Química S.A. www.nortecquimica.com.br [email protected] Rua Dezessete, 200 Distrito Industrial Duque de Caxias Xerém Duque de Caxias CEP: 25250-000 - RJ - Brasi +55 (21) 3651-7300 +55 (21) 2679-1615

Sintefina Av. Brigadeiro Faria Lima, 2152 - Jardim Paulistano Sao Paulo, 01451-000 +55 (11) 3813-8581 +55 (11) 3815-6823

CrOAbracro www.abracro.org.br [email protected] +55 (11) 5090-8955

Chiltern www.chiltern.com Rua das Fiandeiras 929 - 5º andar Sao Paulo - SP 04545 006 +55 (11) 3046-2277

Covance www.covance.com Av. Brigadeiro Faria Lima, 3015 São Paulo

Eurotrials www.eurotrials.com [email protected] Al. Santos, 787 cj 31 - Cerqueira César 01419-001São Paulo Brasil +55 (11) 3842-6888

GC2 www.gcdois.com.br Av. Nações Unidas, 12.399 | 12º andar Conjunto 125 A | Edifício Landmark CEP04578 000 | São Paulo | SP

i3 a empresa de especialistas www.abracro.org.br [email protected] Rua Alexandre Dumas, 2100 an 2 São Paulo - SP +55 (11) 5181-5631

INC Av. Paulista 726 - 9th Floor Conjunto 904 - Bela Vista CEP: 0130-910 Sao Paulo - SP +55 (11) 3254-7600

Intrials www.intrials.com.br R. Joaquim Floriano, 913 - 2º - Itaim Bibi - SP - 04534-013 +55 (11) 3073-6770

Medpace www.medpace.com [email protected] Av. Maria Coelho Aguiar 215 Bloco B, 2° andar – Jd São Luiz 05804-900 São Paulo – SP Brasil +55 (11) 3741-3662

Omnicare www.omnicare.com Rua Baronesa de Itu 788 Santa Cecilia Sao Paulo CP 01231

Parexel www.parexel.com Av. Brig. Faria Lima 1309 8o. andar 01452-002 São Paulo - SP +55 (11) 2141-2666

PGS / Medical Statistics Rua Deputado Lacerda Franco, 300. SP, São Paulo 05418000 +55 (11) 3030-4299

PharmaNet Development Group www.pharmanet.com [email protected] Avenida das Nações Unidas 11.857 - 9º andar - conj. 91/92 CEP 04578-000 Brooklin Paulista São Paulo - SP +55 (11) 3506-5400

PPD www.ppdi.com Rua Leopoldo Couto de Magalhães Jr., 758, 7° 04542-000 São Paulo SP +55 (11) 4504 4700

DIStrIBUtION COMPANIES

Athos Farma www.athosfarma.com.br Av. das Américas, 700 –bl 03 sl-314 Bara de Tijuca Rio de Janeiro +55 (21) 2122-0100

Atlas

Audifar www.audifar.com.br Av. H. A. Castelo Branco, antigo 130 atual 3.413 CEP 07.040-030 Guarhulos +55 (11) 2117-9550

Bomi www.bomifarma.com.br [email protected] Av. Portugal, 1100 – Itaqui CEP: 06696-060 Itapevi SP +55 (11) 4143-7100

DHL Brazil www.dhl.com.br Avenida Ceci, 1900 – Bloco 03 - Tamboré, CEP 06460-120 – Barueri-SP +55 (11) 2142-6000 +55 (11) 2142-6100

Farmed

Panarello www.panarello.com.br Rua Bernardo Sayão, 191 CEP 03022-070 SP +55 (11) 2107-2000

Profarma Av. das Américas, 500 - Barra da Tijuca Rio de Janeiro - RJ, 22640-100 +55 (21) 4009-0200

Sagra www.sagra.com.br Rua André Benedito, 484 CEP. 14096-640 SP +55 (16) 2101-9000

Santa Cruz www.stcruz.com.br Rua Olimpíadas, 100 12º andar Cep 04551-000 SP +55 (11) 3040-7500



Servimed www.servimed.com.br Avenida Nações Unidas, 37 Bairro:Jardim Panoram, 17.047-903- Bauru- SP +55 (14) 2106-2000

hOSPItALS

Hospital Das Clínicas Da Faculdade De Medicina Da Universidade De São Paulo Av. Dr. Enéas de Carvalho Aguiar, 255 - Cerqueira César - 05403-000 / São Paulo - Brasil +55 (11) 2661-0000

Hospital Israelita Albert Eistein www.einstein.br [email protected] Avenida Albert Einstein, 627 - Morumbi, Sao Paulo +55 (11) 2151-0464

Hospital Sirio Libanes www.hospitalsiriolibanes.org.br Rua Cel Nicolau do Santos, 69 Bela Vista - São Paulo - S.P. CEP: 01308-050 +55 (11) 3155-0200

IAMSPE www.iamspe.sp.gov.br [email protected] Avenida Ibirapuera981 Villa Clementino Sao Paulo +55 (11) 5088-8696

INCA Praça Cruz Vermelha, 23 - Centro 20230-130 - Rio de Janeiro - RJ +55 (11) 3207-1000

MEDICAL DEVICES

GE Healthcare - Diagnósticos Médicos www.gehealthcare.com Rua Domingos Marchetti, 192 - Limão CEP: 02712-150 - São Paulo - SP +55 (11) 3933-7300

Aster Produtos Médicos Ltda www.aster.com.br Avenida Independência, 2541 - Caixa Postal 328 Éden Sorocaba - SP +55 (11) 3235-5600

Fresenius Medical Care Ltda www.fmc-ag.com.br Rua Moreira, 891 , Roseira - Jaguariúna - SP +55 (19) 3847-9700 +55 (19) 3847-9714

Brazil Covidien do Brasil Ltda. www.covidien.com/ Av. Das Nacoes Unidas 12995 Andar 23 – Brooklyn Paulista Sao Paulo Brasil 04578000 +55 (11) 2187-6200

Hospira Produtos Hospitalares Ltda www.hospira.com.br [email protected] Av. Engenheiro Luís Carlos Berrini, 901 1º Andar – Ed. HDI - Cidade Monções CEP: 04571-000 São Paulo SP +55 (11) 5508-3122



COMPANY INDEx

ABIQUIFi ..................................................... 8

Amgen ...................................................... 16

ANVISA ........... 13, 15, 18, 20, 22, 23, 24, 28

Astellas .................................................... 22

Bagó Brazil .................................... 29, 30, 33

B.Braun ............................................... 29, 30

Biominas ................................................... 26

Besins ........................................................ 23

Biogen Idec ......................................... 24, 27

BMS ........................................................... 24

Bomi Farma ............................................... 13

Boehringer Ingelheim .............................. 22

Central Bank ............................................... 8

Chiesi Brazil .............................................. 27

Cristalia ............................................... 18, 19

Embraer ................................................... 12

Eli Lilly ....................................................... 29

EMS ........................................................... 18

Erowlabs ................................................... 29

Eurofarma ................................................. 18

Ferring Pharmaceuticals .......................... 24

Fiocruz ....................................................... 31

GC-2 ........................................................... 20

Germed ..................................................... 18

General Electric ....................................... 12

Genzyme ................................................... 22

GSK .......................................... 18, 30, 31, 33

Goldman Sachs .......................................... 8

Hypermarcas ....................................... 16, 18

IBM ............................................................ 12

IMS Health ...................................... 8, 24, 29

Infraero ..................................................... 13

Interfarma ............................................ 7, 24

Ipsen Pharma ............................................ 23

J&J ............................................................. 24

LeGrand .................................................... 18

Luft Group ................................................ 13

Medley ...................................................... 18

Meizler Biopharma ............................. 24, 27

Ministry of Development,

Industry and Foreign Trade ..................... 12

Ministry of Health .......................... 8, 10, 22

MSD ........................................................... 12

Neo Quimica ............................................. 18

Novartis .............................................. 18, 19

Nycomed ................................................... 24

Petrobras .................................................. 12

Pfizer ............................................. 16, 18, 28

P&G ........................................................... 24

Pró Genéricos ..................................... 19, 20

Roche ............................................ 19, 31, 33

Sandoz ...................................................... 18

Sanofi ............................................ 16, 18, 20

Servier ....................................................... 29

Shire Latin America ............................ 27, 28

SINDUSFARMA ......................................... 15

Teuto ......................................................... 18

Theraskin .................................................. 19

Torrent ...................................................... 27

Vale .......................................................... 12

WTO .......................................................... 20



PASt rEPOrtS

Link: http://issuu.com/focusreports/docs/pe1211_country_uk_-_december_2011

http://issuu.com/focusreports/docs/phex_russia_2011

http://issuu.com/focusreports/docs/phex_romania_2011

http://issuu.com/focusreports/docs/phex_india_2011

http://issuu.com/focusreports/docs/phex_serbia_2011

http://issuu.com/focusreports/docs/phex_poland_2011

http://issuu.com/focusreports/docs/phex_malaysia_2011

http://issuu.com/focusreports/docs/phex_chile_2011

http://issuu.com/focusreports/docs/hungary_pharm_2012



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