Daiichi Sankyo Europe GmbH

𝗧𝗵𝗲 𝗻𝗲𝘅𝘁 𝗯𝗶𝗴 𝘀𝘁𝗲𝗽 𝗶𝗻 𝗵𝗲𝗮𝗹𝘁𝗵𝗰𝗮𝗿𝗲 𝗶𝘀𝗻'𝘁 𝗷𝘂𝘀𝘁 𝗮𝗯𝗼𝘂𝘁 𝘄𝗵𝗮𝘁 𝘀𝗰𝗶𝗲𝗻𝗰𝗲 𝗰𝗮𝗻 𝗮𝗰𝗵𝗶𝗲𝘃𝗲. 𝗜𝘁 𝗶𝘀 𝗮𝗯𝗼𝘂𝘁 𝗺𝗮𝗸𝗶𝗻𝗴 𝘁𝗵𝗮𝘁 𝗽𝗿𝗼𝗴𝗿𝗲𝘀𝘀 𝘄𝗼𝗿𝗸 𝗳𝗼𝗿 𝗽𝗮𝘁𝗶𝗲𝗻𝘁𝘀. Across three days of discussions at the World Health Summit on global health, innovation and collaboration, there was one consensus: scientific progress alone does not make healthcare systems more resilient. What matters is whether that progress reaches patients. I was particularly honoured to contribute to Daiichi Sankyo's session on 𝘞𝘰𝘮𝘦𝘯'𝘴 𝘏𝘦𝘢𝘭𝘵𝘩 𝘢𝘵 𝘵𝘩𝘦 𝘊𝘰𝘳𝘦 𝘰𝘧 𝘙𝘦𝘴𝘪𝘭𝘪𝘦𝘯𝘤𝘦. From my experience as a physician, I know that even the most promising medical advances can only make a difference when the conditions around care are right. In breast cancer, for example, we have made remarkable progress. Yet across Europe, significant disparities remain in screening, timely diagnosis, biomarker testing and access to innovative treatments. At the IFPMA roundtable on trust in science, we explored another dimension of the same challenge: 𝗧𝗿𝘂𝘀𝘁 𝗶𝘀 𝗻𝗼𝘁 𝗲𝗮𝗿𝗻𝗲𝗱 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝘀𝗰𝗶𝗲𝗻𝘁𝗶𝗳𝗶𝗰 𝗯𝗿𝗲𝗮𝗸𝘁𝗵𝗿𝗼𝘂𝗴𝗵𝘀 𝗮𝗹𝗼𝗻𝗲. 𝗜𝘁 𝗴𝗿𝗼𝘄𝘀 𝘄𝗵𝗲𝗻 𝗽𝗮𝘁𝗶𝗲𝗻𝘁𝘀 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝘁𝗵𝗲𝗶𝗿 𝗯𝗲𝗻𝗲𝗳𝗶𝘁𝘀. For me, these discussions reinforced something fundamental: 𝘁𝗵𝗲 𝗽𝗵𝗮𝗿𝗺𝗮𝗰𝗲𝘂𝘁𝗶𝗰𝗮𝗹 𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝘆'𝘀 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗴𝗼𝗲𝘀 𝗯𝗲𝘆𝗼𝗻𝗱 𝗱𝗲𝘃𝗲𝗹𝗼𝗽𝗶𝗻𝗴 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝘃𝗲 𝗺𝗲𝗱𝗶𝗰𝗶𝗻𝗲𝘀. We also have a role to play in connecting science, policy and clinical practice – working with partners across the healthcare ecosystem to turn progress into better outcomes. Thank you to everyone who contributed to these important conversations, and to my Daiichi Sankyo colleagues for making our engagement possible.

Today marks an important milestone for Daiichi Sankyo Europe. Effective April 1, 2027, Markus A. Kosch, MD, has been appointed Head of Europe Business within Daiichi Sankyo's new global Commercialization Unit and will also serve as General Manager of Daiichi Sankyo Europe GmbH. In his new role, Markus will bring together Daiichi Sankyo Europe's Oncology and Specialty businesses under one integrated leadership structure for the first time, leading the company's entire European business. Before that, Markus has led Daiichi Sankyo's Oncology Business Division in Europe and Canada since 2021, overseeing a period of significant growth while preparing the organization for an increasingly diverse oncology portfolio. This appointment reflects the next phase of our global Five-Year Business Plan and our continued commitment to strengthening our European business while advancing our ambition to become a top global oncology company. As our portfolio continues to evolve, bringing our businesses together will help us deliver innovative medicines to more patients across Europe, faster and more effectively. Please join us in congratulating Markus on his new role.

Around half of people with heart failure also have chronic kidney disease. The heart and kidneys are closely connected, and when this connection is disrupted, it can affect both organs. The good news: managing your blood pressure and staying on top of regular health checks can help you look after your heart and kidney health. Let's make heart and kidney health a priority! 🫂

𝗪𝗵𝘆 𝗱𝗼𝗲𝘀 𝗘𝘂𝗿𝗼𝗽𝗲'𝘀 𝗰𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲𝗻𝗲𝘀𝘀 𝗺𝗮𝘁𝘁𝗲𝗿 𝘁𝗼 𝗺𝗲? Not because of rankings. Not because of economic indicators. But because of people. One of the most rewarding aspects of leadership is 𝘀𝗲𝗲𝗶𝗻𝗴 𝗽𝗲𝗼𝗽𝗹𝗲 𝗴𝗿𝗼𝘄. Whether it's a young scientist taking on their first project, an experienced colleague mentoring others, or teams solving complex challenges together – innovation has always been driven by people. As leaders, we often talk about strategy, performance and results. But I believe our responsibility goes further. It is about creating an environment where people can develop, collaborate, and make a meaningful contribution. Europe has much to build on: world-class science, outstanding universities and highly skilled professionals. Today, the research-based pharmaceutical industry supports more than 𝟮.𝟯 𝗺𝗶𝗹𝗹𝗶𝗼𝗻 𝗷𝗼𝗯𝘀 across Europe.* Behind these numbers are colleagues working across research, manufacturing, supply chain, medical, commercial and many other functions – all united by one common purpose: improving patients' lives. This is why Europe's competitiveness matters to me: Because a competitive Europe creates opportunities. ◾ Opportunities for scientists to pursue breakthrough research. ◾ For young professionals to build meaningful careers. ◾ For experienced colleagues to mentor the next generation. And ultimately, 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 𝗳𝗼𝗿 𝗽𝗮𝘁𝗶𝗲𝗻𝘁𝘀 𝘁𝗼 𝗯𝗲𝗻𝗲𝗳𝗶𝘁 𝗳𝗿𝗼𝗺 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻. That is why we need to continue creating the conditions that allow great people to do great work: investing in research, fostering collaboration, and reducing unnecessary bureaucracy. 𝗜𝗻 𝘁𝗵𝗲 𝗲𝗻𝗱, 𝗶𝘁 𝗶𝘀 𝗽𝗲𝗼𝗽𝗹𝗲 𝘄𝗵𝗼 𝗶𝗺𝗽𝗿𝗼𝘃𝗲 𝗽𝗮𝘁𝗶𝗲𝗻𝘁𝘀' 𝗹𝗶𝘃𝗲𝘀. 𝗢𝘂𝗿 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗶𝘀 𝘁𝗼 𝗰𝗿𝗲𝗮𝘁𝗲 𝘁𝗵𝗲 𝗰𝗼𝗻𝗱𝗶𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝗮𝗹𝗹𝗼𝘄 𝘁𝗵𝗲𝗺 𝘁𝗼 𝗱𝗼 𝘁𝗵𝗲𝗶𝗿 𝗯𝗲𝘀𝘁 𝘄𝗼𝗿𝗸. *EFPIA, source in comments

Cardio-Oncology: Protecting Your Heart Through Cancer ❤️🩺 Did you know that certain cancer treatments can affect heart health, during or after treatment? Cardio-oncology brings together cardiologists and oncologists to help support heart health throughout the cancer journey. Early monitoring, healthy lifestyle habits and open communication with healthcare teams can all play an important role in helping people feel informed and supported throughout their journey. Your heart deserves care at every stage. #CardioOncology #HeartHealth #CancerCare #CVD #DaiichiSankyo

As organisations grow, complexity grows even faster – often slowing down organisations. One realisation I had recently: 𝗜𝗻 𝗴𝗿𝗼𝘄𝗶𝗻𝗴 𝗼𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻𝘀, 𝗹𝗼𝗻𝗴-𝘁𝗲𝗿𝗺 𝘀𝘂𝗰𝗰𝗲𝘀𝘀 𝗶𝗻𝗰𝗿𝗲𝗮𝘀𝗶𝗻𝗴𝗹𝘆 𝗱𝗲𝗽𝗲𝗻𝗱𝘀 𝗼𝗻 𝗲𝗺𝗽𝗼𝘄𝗲𝗿𝗶𝗻𝗴 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗮𝗰𝗿𝗼𝘀𝘀 𝘁𝗵𝗲 𝘀𝘆𝘀𝘁𝗲𝗺 – 𝗻𝗼𝘁 𝗼𝗻 𝗰𝗼𝗻𝗰𝗲𝗻𝘁𝗿𝗮𝘁𝗶𝗻𝗴 𝗲𝘃𝗲𝗿𝘆 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗮𝘁 𝘁𝗵𝗲 𝘁𝗼𝗽. In highly innovative industries like ours, transformation is often not limited by strategy or scientific progress alone. It becomes limited by something else: organisational coherence. Every function has rational priorities. Commercial teams focus on growth and speed. Medical teams focus on scientific evidence and patient impact. Compliance focuses on risk. HR focuses on people and engagement. Communications focuses on transparency and orientation. Individually, all of these priorities make sense. 𝗕𝘂𝘁 𝗿𝗲𝗮𝗹 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗵𝗮𝗽𝗽𝗲𝗻𝘀 𝘄𝗵𝗲𝗻 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝘀 𝘀𝘁𝗼𝗽 𝗼𝗽𝘁𝗶𝗺𝗶𝘇𝗶𝗻𝗴 𝗹𝗼𝗰𝗮𝗹𝗹𝘆 𝗮𝗻𝗱 𝗮𝗹𝗶𝗴𝗻 𝗮𝗿𝗼𝘂𝗻𝗱 𝗲𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲-𝘄𝗶𝗱𝗲 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀 – 𝗮𝗰𝗰𝗲𝗽𝘁𝗶𝗻𝗴 𝘁𝗿𝗮𝗱𝗲-𝗼𝗳𝗳𝘀 𝗶𝗻 𝘁𝗵𝗲𝗶𝗿 𝘃𝗲𝗿𝘆 𝗼𝘄𝗻 𝗱𝗲𝗽𝗮𝗿𝘁𝗺𝗲𝗻𝘁𝘀 𝗳𝗼𝗿 𝘁𝗵𝗲 𝘀𝗮𝗸𝗲 𝗼𝗳 𝗼𝘃𝗲𝗿𝗮𝗹𝗹 𝗴𝗼𝗮𝗹𝘀. The same is true for leadership. To me, this means focusing on building leadership capability across the organisation: encouraging leaders to make decisions, create clarity, empower their own teams, and resolve challenges at the right level – rather than relying on constant escalation. Strong organisations are built when leadership capability exists across the system – not only at the top. That requires a shared understanding of company goals and a willingness to make decisions where expertise and context sit closest to the business. 𝗧𝗵𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗰𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲 𝗶𝘀 𝘁𝗵𝗲𝗿𝗲𝗳𝗼𝗿𝗲 𝘁𝗼 𝗺𝗮𝘁𝘂𝗿𝗲 𝗮𝘀 𝗮𝗻 𝗼𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻: 𝗜𝘁 𝗶𝘀 𝘁𝗼 𝗯𝗿𝗲𝗮𝗸 𝗱𝗼𝘄𝗻 𝘀𝗶𝗹𝗼𝗲𝗱 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗮𝗻𝗱 𝗰𝗿𝗲𝗮𝘁𝗲 𝗲𝗻𝗼𝘂𝗴𝗵 𝗰𝗼𝗵𝗲𝗿𝗲𝗻𝗰𝗲 𝘁𝗵𝗮𝘁 𝗼𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝗰𝗮𝗻 𝗺𝗼𝘃𝗲 𝘄𝗶𝘁𝗵 𝗯𝗼𝘁𝗵 𝘀𝗽𝗲𝗲𝗱 𝗮𝗻𝗱 𝗰𝗹𝗮𝗿𝗶𝘁𝘆. Especially in globally operating companies, this increasingly becomes a competitive advantage. 𝗕𝗲𝗰𝗮𝘂𝘀𝗲 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗮𝗹𝗼𝗻𝗲 𝗱𝗼𝗲𝘀 𝗻𝗼𝘁 𝘀𝗰𝗮𝗹𝗲. 𝗦𝘁𝗿𝗼𝗻𝗴 𝗼𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝗱𝗼.