Sanofi plans to cut hundreds of jobs in its sales and R&D departments in the US over the coming months.

The job losses come as the company prepares to lose patent exclusivity on key products and fully absorbs Genzyme following its acquisition in February 2011.

The sales jobs cuts would be focused on Sanofi’s cardiovascular and oncology groups, aiming for cost savings of $2.9 billion per year, said CEO Christopher Viehbacher.

More than 9,000 jobs have been cut at the company over the last several years, including approximately 3,800 sales employees in the US.

The staff reductions in mature markets have been similar at many other pharmaceutical companies, adding vacancies in emerging markets.

According to Mr Viehbacher, Sanofi has added more than 3,700 pharmaceutical jobs in emerging markets since 2008.

Healthcare giant Abbott plans to split into two companies: one in diversified medical products and the other in research-based pharmaceuticals.

The diversified medical products company will include medical devices, diagnostics, nutrition and generic drugs, and will retain the Abbott name.

The research-based drug company will cover Abbott’s existing portfolio of proprietary pharmaceuticals and biologics.

Abbott’s cardiac stents and other vascular devices have made the company a global leader in interventional cardiology.

Miles D. White, Chairman and CEO of Abbott, will remain Chairman and CEO of the diversified medical products company, which aims to be one of the largest and fastest-growing investment opportunities in this area.

The Abbott medical products company, whose current annual revenue is estimated at $22 billion, will continue to aim for double-digit growth and geographic expansion, particularly in emerging high-growth markets.

Its existing portfolio includes laboratory, point of care and molecular diagnostics and medical devices for cardiovascular, diabetes and vision care. It will develop an extensive and broad-based pipeline of medtech.

“Today’s news reflects another dynamic change in our company’s 123-year history, strengthening our outlook for strong and sustainable growth and shareholder returns,” said Miles D. White.

“Abbott will be one of the largest and fastest-growing global diversified medical products companies, with a compelling portfolio of durable growth businesses in medical technology, branded generic pharmaceuticals and nutritionals. We will continue to grow our product lines, market share and global presence, especially in emerging markets.”

The transaction will take the form of a tax-free distribution to Abbott shareholders of a new publicly traded stock for the new drug company.

Abbott currently employs nearly 90,000 people and sells a wide range of products in more than 130 countries.

Read more on this story on Pharmaceutical Field.

Roche and Diagnostica Stago’s partnership to collaborate to market Stago’s products has been terminated, with the exception of distributions in Japan.

As of the end of 2011, Roche will stop selling Stago’s products, ending their long-term collaboration in the business of Laboratory Coagulation.

Bertrand Bonnot, COO of Stago, said: “We are convinced that, after almost 40 years of successful partnership, it is the right timing for both companies to follow independent paths. Nevertheless, both Stago and Roche are committed to work together to ensure a seamless transition in the coming years.”

However, Roche Diagnostics Japan will continue to distribute Stago’s portfolio within the Japanese market under a separate agreement.

Stago will instead sell its products directly or through other distribution channels.

Stago is an IVD company based in Paris, which develops and markets reagents and automated systems for the investigation of blood coagulation disorders, with a focus in haemostasis.

Switzerland-based Roche is a leader in research-based healthcare with strengths in pharmaceuticals and diagnostics.

The first surgical instrumentation system designed for minimally invasive 3D correction of complex spinal deformities has been launched worldwide.

The VIPER 3D MIS Correction Set from DePuy Spine, a Johnson & Johnson company, consists of devices and instruments for a range of correction processes.

The system’s focus on minimally invasive surgery (MIS) promises to reduce infection rates and hospital stay times compared with open surgery.

3D spinal corrections are used to treat complex medical conditions such as adult degenerative scoliosis (ADS) by aligning an abnormally curved spine. At present, most of these procedures require open surgery.

The new set includes devices for 360-degree correction; sagittal alignment and derotation; and orientation at individual levels. It can be fitted with any combination of bone screws in an MIS or open setting, enabling surgeons to customise the technique according to patient needs.

Praveen Mummaneni, MD, one of DePuy Spine’s design consultants, said: “The VIPER 3D Set makes performing complex corrections through small incisions less challenging and should help surgeons offer the minimally invasive option to more patients.”

“DePuy Spine continues to work to develop minimally invasive surgical devices and instruments that are intuitive and versatile to better help surgeons adopt the technique for appropriate spinal pathologies,” commented Namal Nawana, Worldwide President of DePuy Spine.

The VIPER 3D Set has received the 2011 Edison Best New Product Award for innovation in the medical and scientific category. It has also won a J&J award, the Johnson Medal, for innovation, patient impact and perseverance in ensuring the success of a product.

The BMA has outlined ways to highlight its “major concerns” about the Health and Social Care Bill – despite its passage through Parliament.

Ahead of the second reading in the House of Lords, the BMA has planned a programme of lobbying, local events and further campaigning to support doctors in improving care.

Dr Hamish Meldrum, Chairman of BMA says the “clear view” is that the Bill “remains deeply flawed” and should be withdrawn or at least “significantly amended”.

At the same meeting, Dr Meldrum was also given the full support of the BMA Council after one of the Association’s regional councils criticised the head for not promoting strongly enough doctors’ concerns. The Council said it “fully endorsed” the handling of BMA policy by Dr Meldrum as agreed at its recent annual representative meeting.

“The BMA will continue to publicly and vigorously highlight the concerns of doctors and patients, particularly to peers who have a real opportunity to protect the NHS by addressing the damage that could be done by many aspects of these reforms,” said Dr Meldrum.

The NHS Alliance and the National Association of Primary Care (NAPC) have joined forces to create an independent body representing Clinical Commissioning Groups (CCGs).

The coalition will be the collective voice for practising clinicians, CCGs and their leaders to ensure that commissioning bodies are fully involved with the new NHS.

Dr Johnny Marshall, Chairman of NAPC, said: “We are seeing many obstacles, from all quarters of the NHS and elsewhere, being placed to deter and restrain the successful engagement and operation of CCGs.”

Dr Michael Dixon, Chairman of the NHS Alliance, commented: “We will listen to and represent CCGs’ views and concerns without compromise, wherever and whenever necessary. We will be a united voice that will serve to balance the top heavy approach often seen in the NHS.

“As the two organisations that have wholeheartedly championed clinical commissioning over the last two decades, we have a long history of commitment and dedication to the clinical commissioning cause.”

The coalition has agreed a number of shared principles. They include:

• NHS commissioning should be a public function exercised by statutory bodies in the public sector alone. NHS commissioners should be free to choose the support they need from whatever source they feel to be appropriate.
• The NHS should be based on an approach that maximises local responsibility and ownership through local determination rather than central direction, meaning that the NHS Commissioning Board should only take responsibility for things that must be done at national level.
• CCG Boards should have GPs as majority members with a strong primary care focus.  Boards will need to ensure the appropriate involvement of other clinicians and managers and have strong representation from local communities and independent directors.
• NHS provision should be appropriately distributed across the public, third and independent sectors according to the public interest. Those providing NHS services should clearly subscribe to NHS values of openness, transparency and accountability and behave in a manner consistent with those values.
• The NHS should develop integrated care, centred on the needs of the patient rather than the providing organisations, supported by appropriate payment systems.

The coalition has also established a number of priorities it sees as essential. They include:

• To lobby the Government to review the role of the NHS Commissioning Board to ensure that it is set up as an organisation that enables rather than controls CCGs’ work.
• CCGs’ self-determination – Clinical Senates, Clinical Networks, and Local Health and Wellbeing Boards should help not hinder CCGs, who must have the final decision with their patients. 
• Work with the Government to ensure that aspiring CCGs receive the funds intended to support their development.
• Oppose suggestions that CCGs should be constrained in their choice of commissioning support.
• Monitor and CQC to demonstrate that they are acting in the public interest. The coalition will seek to ensure that CCGs have the means of challenging their decisions.
• Transparency - the coalition believes that the payment of any quality premium to reward CCGs which commission effectively should be transparent, represent good value for money and be in the public interest. 

Both forces will contribute to and have ownership of the new initiative, whilst acting as individual identities regarding other functions.

Dr Johnny Marshall added: “Our respective organisations bring their particular strengths to the table to enable us to be bigger than the sum of our parts.

“The strength of our two organisations working in partnership on the same agenda should reassure Clinical Commissioning Groups of our commitment to their cause and that of their patients.

“We will strive to ensure that CCGs are not overburdened with NHS bureaucracy and red tape and are set free to deliver innovative and population focused services.”

A steering group is advancing the coalition's collaborative work.

The global pharma industry has outlined steps to address Non-Communicable Diseases (NCDs) in developing countries in light of the UN’s High-Level Meeting on the issue.

A report by the International Federation of Pharmaceutical Manufacturers and Associations (IFPMA) showed that effective first-line NCD medicines were available in generic form, but in many cases are failing to reach those who need it.

David Brennan, CEO of AstraZeneca and President of the IFPMA, said: “The increasing burden of NCDs in low and middle-income countries poses an economic, social and moral stumbling block to global health and prosperity.”

The document contains findings gathered from an independent policy research programme which focuses on the need for reducing the number of NCD cases in the developing world.

Eduardo Pisani, Director General of the IFPMA, said: “The launch of the first in the series of IFPMA reports illustrates how the research-based pharmaceutical industry is committed to this challenge, and how we want to understand what areas require particular focus.”

The study identified four key areas for the pharma industry to consider:

• Innovative ways to improve NCD medicine adherence
• Overcoming barriers to provide medicine in poor and remote areas where costs and taxes are an issue
• Improving access to primary care
• Removing regulatory restrictions that obstruct medicine availability in developing countries.

These areas provide the focus for the next four studies in the IFPMA NCD research scheme. The aim is that the studies will help the research-based pharmaceutical industry to develop and improve access to NCD medicines in developing countries.

“50% of NCDs are avoidable, therefore prevention measures, including lifestyle modifications – doing more physical exercise, stopping smoking and a healthy diet – are some of the most cost-effective and efficient ways to tackle the magnitude of NCDs across the developing world,” added Mr Pisani.

David Brennan, CEO of AstraZeneca and President of the IFPMA, said: “There is no silver bullet solution because the scale of the problem is so complex. This underscores the importance of partnership to understand what the most significant problems are and to work together to solve them.”

The global pharma industry has outlined steps to address Non-Communicable Diseases (NCDs) in developing countries in light of the UN’s High-Level Meeting on the issue.

A report by the International Federation of Pharmaceutical Manufacturers and Associations (IFPMA) showed that effective first-line NCD medicines were available in generic form, but in many cases are failing to reach those who need it.

David Brennan, CEO of AstraZeneca and President of the IFPMA, said: “The increasing burden of NCDs in low and middle-income countries poses an economic, social and moral stumbling block to global health and prosperity.”

The document contains findings gathered from an independent policy research programme which focuses on the need for reducing the number of NCD cases in the developing world.

Eduardo Pisani, Director General of the IFPMA, said: “The launch of the first in the series of IFPMA reports illustrates how the research-based pharmaceutical industry is committed to this challenge, and how we want to understand what areas require particular focus.”

The study identified four key areas for the pharma industry to consider:

• Innovative ways to improve NCD medicine adherence
• Overcoming barriers to provide medicine in poor and remote areas where costs and taxes are an issue
• Improving access to primary care
• Removing regulatory restrictions that obstruct medicine availability in developing countries.

These areas provide the focus for the next four studies in the IFPMA NCD research scheme. The aim is that the studies will help the research-based pharmaceutical industry to develop and improve access to NCD medicines in developing countries.

“50% of NCDs are avoidable, therefore prevention measures, including lifestyle modifications – doing more physical exercise, stopping smoking and a healthy diet – are some of the most cost-effective and efficient ways to tackle the magnitude of NCDs across the developing world,” added Mr Pisani.

David Brennan, CEO of AstraZeneca and President of the IFPMA, said: “There is no silver bullet solution because the scale of the problem is so complex. This underscores the importance of partnership to understand what the most significant problems are and to work together to solve them.”

The first ever national campaign to raise awareness of bowel cancer will be launched by the Department of Health in January 2012.

‘Be Clear on Cancer’ is part of an £8.5 million package to promote and develop bowel cancer screening and treatment services.

The awareness campaign, which follows successful regional trials, aims to encourage the public to be aware of possible early symptoms of bowel cancer and discuss these with their GP.

Other measures aimed at improving bowel cancer survival rates include:

• extending the screening age to 75
• introducing flexible sigmoidoscopy screening at 55
• promoting laparoscopic colorectal surgery
• training for lower rectal surgery.

Regional pilots for the awareness campaign in the South West and East of England led to a 48% increase in the number of people reporting symptoms to their GPs and a 32% increase in urgent referrals to hospitals.

“No-one likes thinking about cancer, or talking about their poo. But the plain fact is no-one dies of embarrassment,” said Health Minister Paul Burstow. “Early diagnosis makes a huge difference to your chance of survival.”

The new campaign is part of the National Awareness and Early Diagnosis Initiative, set up by Cancer Research UK and the DH. Harpal Kumar, Chief Executive of Cancer Research UK, commented: “The key reason our cancer survival lags behind the best in the world is that we diagnose the disease late.”

In a joint statement, charities Bowel Cancer UK and Beating Bowel Cancer noted: “We know 90% of people will survive if diagnosed at the earliest stage of the disease. The tragedy however is that only 9% are. Worryingly awareness of symptoms and the disease is still way too low. We hope this campaign will help change that.”

The DH is also launching a new regional campaign in October to raise awareness of the early symptoms of lung cancer across the Midlands.

GSK and the McLaren Group have entered into a long term strategic partnership until at least 2016.

The McLaren Group will share its knowledge in engineering, technology, analytics, and strategic modelling to help improve performance across GSK’s global divisions.

Ron Dennis, Executive Chairman, McLaren Group and McLaren Automotive, says the partnership “engages two great British companies” in a “multi-faceted and ground-breaking way”.

A new state-of-the-art learning facility will also be built as part of the agreement at McLaren’s Headquarters in Woking by 2013.

The partnership will initially focus on GSK’s manufacturing, research and development and consumer healthcare divisions.

Glaxo will evaluate whether it can use McLaren’s engineering and technical expertise to its own manufacturing processes. It’s believed that McLaren’s approach, technology and processes it applies to its Formula 1 team could lead to improvement in GSK’s production line performance and improve cost and customer service.

The pharma company’s R&D organisation is also examining whether McLaren’s expertise and technology could improve their own clinical research processes by increasing the speed of trial design, and allowing for real time patient monitoring and treatment adjustment.

Also its Consumer Healthcare business will work alongside McLaren’s Formula 1 unit which analyses team performance during a Grand Prix to enable GSK to respond quicker to competitor activity and customer needs, and inform decision making on various issues. Analytical and performance management tools developed and used by the Group will also be utilised to improve GSK’s ability to come to faster decisions around longer term investments.

Andrew Witty, GSK, CEO, says the partnership highlights the company’s innovative thinking which continues to look for “inspiration and fresh perspective” from outside the sector on how to achieve its strategic goals.

“I am delighted to announce this partnership with McLaren which brings together two British companies whose continued success hinges on the ability to innovate and rapidly respond to change and competitor activity,” said Mr Witty. “McLaren has an unparalleled reputation for innovation built on rigorous analytics and fast decision making.”

McLaren boss Ron Dennis says the agreement is the first between the Group and a major pharmaceutical corporation. “Specifically, our intention is that GSK will harness McLaren’s world-beating Formula 1-bred technology, processes and operational dynamism, in order to enhance its performance across a wide variety of its divisions in a way that none of its competitors can match,” he added.