Naresh B Katara

7 Global Leaders in Pharmaceutical Companies Vs 7 Indian Pharmaceutical leaders 1. Johnson & Johnson Known for its diverse portfolio of pharmaceuticals, medical devices, and consumer products. 2. Pfizer A leading biopharmaceutical company developing innovative medicines and vaccines. 3. Roche A global healthcare company focused on developing innovative medicines and diagnostics. 4. Merck & Co. A research-driven biopharmaceutical company developing innovative medicines and vaccines. 5. Novartis A global healthcare company focused on developing innovative medicines and treatments. 6. GlaxoSmithKline A global healthcare company developing innovative medicines, vaccines, and consumer healthcare products. 7. AstraZeneca A global biopharmaceutical company focused on developing innovative medicines and treatments. 7 Indian Pharmaceutical Companies 1. Sun Pharmaceutical Industries A leading pharmaceutical company in India with a strong presence in generics and specialty medicines. 2. Dr. Reddy's Laboratories A multinational pharmaceutical company developing and marketing generic medicines and APIs. 3. Cipla A leading pharmaceutical company in India with a strong presence in generics and respiratory medicines. 4. Aurobindo Pharma A leading pharmaceutical company in India with a strong presence in generics and APIs. 5. Lupin A multinational pharmaceutical company developing and marketing generic medicines and APIs. 6. Torrent Pharmaceuticals A leading pharmaceutical company in India with a strong presence in various therapeutic segments. 7. Glenmark Pharmaceuticals A research-driven pharmaceutical company developing innovative medicines and APIs. Synergistic Solutions The collaboration between global leaders and Indian pharmaceutical companies tie ups. A-Healthcare Market Reach Expanding the market reaches and increasing accessibility to medicines globally. B- Innovation in Critical Care Treatments Developing innovative treatments for critical care conditions such as cancer, cardiovascular diseases, and infectious diseases. C- Transplantation Developing innovative medicines and treatments for transplantation and organ rejection. D- Charity Collaborating on charitable initiatives to improve healthcare access and outcomes in underserved communities. E- Global Reach Leveraging global networks and expertise to develop and market medicines globally. Benefits The collaboration can benefit both global leaders and Indian pharmaceutical companies by: Enhancing Innovation Combining expertise and resources to develop innovative medicines and treatments. Increasing Market Access Expanding the market reaches and increasing accessibility to medicines globally. Improving Healthcare Outcomes Developing effective treatments and improving healthcare outcomes for patients globally. By collaborating, global leaders and Indian pharmaceutical companies can create synergistic solutions that benefit patients, healthcare providers, and the pharmaceutical industry.

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The USFDA isn’t a hurdle. It’s a growth strategy 📈 Every company dreads inspections. But here’s the truth: ▪️ The most resilient Indian pharma companies embrace the USFDA — and build to meet it. ▪️ A successful USFDA audit isn’t just a compliance win. It’s a passport to global trust, investor confidence, and long-term margins. Instead of fearing the regulator, let’s build for the world 🌍 That’s how Indian pharma scales.

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Key considerations of Antimicrobial Resistance (#AMR) in Cancer Management- Urgent call for Action   AMR is a growing global threat to health and wellbeing. As per the WHO AMR is one of the top 10 global public health emergencies. , AMR was associated with 4.95 million deaths in 2019 and a reported 1.27 million people died as a direct result of drug-resistant infections. This number could reach ten million with a cumulative $100 trillion of economic loss by 2050 without collective action. Due to surgeries, radiotherapy and chemotherapy, cancer patients are at increased risk of infections and therefore, potential AMR. It is reported that the incidence rate of AMR is higher in cancer patients, reported up to 1.5 to 2 times of that of non- cancer patients in different cancer care hospitals. Approximately 1 in 5 cancer patients need antibiotics during their cancer treatment. Pneumonia and sepsis are among the most frequent causes of admission to intensive care units for cancer patients, with around 8.5% of cancer deaths caused due to severe sepsis. AMR undermines key advances being made in cancer care by adversely affecting cancer treatment outcomes and threatening the survival of people living with cancer. There has been substantial progress in cancer care in the past decades, with key advances in surgery, radiotherapy and medicines, including the newer immunotherapies. The significant and growing threat of AMR, however, is undermining all the above-mentioned efforts in cancer treatment. Strategies to Address AMR in Cancer Management 1. Policy Integration Incorporate AMR strategies in national cancer control plans. 2. Collaborative Action Foster partnerships between oncology organizations and AMR-focused bodies. 3. Data and Surveillance Enhance monitoring of AMR trends among cancer patients for timely response. 4. Antibiotic Stewardship Implement rational antibiotic use guidelines in oncology settings. Educate healthcare providers and patients on judicious antibiotic use. 5. Microbiome Preservation Recognize the role of gut microbiota in supporting immune response during cancer therapy. Promote nutrition and microbiome-friendly interventions to optimize treatment outcomes. Call to Action To protect advances in cancer care and improve survival rates, multidisciplinary, cross-sectoral efforts are needed to contain AMR. This includes awareness campaigns, global and national policy reforms, and clinical best practices centered on both infection prevention and responsible antimicrobial use. #AMR #CancerCare #Oncology #GlobalHealth #AntibioticResistance #Clinexel #clinexelcro #MicrobiomeMatters   

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Turning Tariffs into Transformation: Why Indian Pharma Must Seize This Moment Chakravarthi AVPS The announcement of a new 25% U.S. import tariff under President Donald Trump’s policy shift sent a jolt through many Indian industries. While the pharmaceutical sector may be temporarily exempt, we’d be wise not to mistake this for immunity—it’s a reminder that global trade winds can change suddenly and sharply. India’s pharmaceutical exports reached an impressive $29 billion last year, with over $9 billion going to the United States alone. Our dominance in the generics space—where we offer drugs 80–90% cheaper than U.S. counterparts—has long been our moat. But that same cost leadership is now threatened, and with it, our strategic advantage. If tariffs extend to pharma, we could see margins shrink by around 20%, and exports to the U.S. dip by around 1.5 billion (even I am not sure about this). And yet—this isn’t just a crisis. It’s a call to adapt, innovate, and lead. *The Short-Term Reality: Hold Ground, Strengthen Voice In the next few months, our focus must be on stability and advocacy: • Engage U.S. counterparts via bilateral dialogue, emphasizing that India supplies 40% of the American generics market and is a linchpin in managing U.S. drug shortages. • Create export buffers by establishing inventory and logistics hubs closer to U.S. demand centers. • Share potential tariff costs smartly—exporters may need to absorb big time , negotiating the remainder with U.S. partners to keep access uninterrupted. *Medium-Term Strategy: Diversify, Deepen, Develop In One to 3 years, the Indian pharma sector must pivot towards risk dispersion and growth outside the U.S.: • Expand exports to the EU and UK, aiming to grow their share from 20% to 30%. These markets offer regulatory alignment and high-volume demand for generics. • Target Africa and LATAM with anti-infectives, chronic disease treatments, and contract manufacturing—with smart supply chain strategies tailored to cost-sensitive markets. • Invest locally in the U.S. like some companies already have, using local manufacturing to bypass future tariff risks and gain proximity to insurers and healthcare providers. *Long-Term Vision: Reinventing as Global Health Innovators The next 3–5 years offer us a chance to transition from volume players to value creators: • Build biosimilars and biotech capabilities. The U.S. biosimilars market is forecast to reach around 100 billion by 2030—India should aim for a 5–10% share by leveraging cost-competitive R&D. • Shift to complex generics and innovative therapeutics through heavy investment in domestic pipeline development, partnerships with academic institutions, and global clinical trials. • Position India as a strategic health ally, not just a supplier. Our role in ensuring global drug security should be formalized in trade negotiations and pandemic preparedness plans. **Please see balance content in a thread

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