Enterprise Ireland Presentation - IBEC

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Ireland Delivers



Developing an Effective Enterprise
Strategy for Biotechnology


Alan Dixon

Head of Industrial & Lifesciences Markets

Enterprise Ireland

Bio Ireland 2006

Dublin, 14th Nov



What is Enterprise Ireland?


Ireland’s Strategic Focus on Biotechnology


Why Biotechnology?


Integrated delivery structure in Ireland


Enterprise Ireland’s Strategy
-

BioPharma


Enterprise Ireland Strategy


Medical Devices


Progress 2000
-
2006


Examples


the new wave of companies


2008
-
2012 Planning


BioMedical Market


What next?


Presentation



Responsible for development of Indigenous Industry



Manufacturing and International Services



900 Staff, 34 offices internationally



269m budget



130m support to Industry



Business, Technical & HRD expertise


Enterprise Ireland

‘Transforming Irish Industry’


‘2005
-
2007’





3b New Export Sales


Double to 1,050 the Number of Firms Engaged in Meaningful R&D
by 2010


Support the creation of 210 New Start
-
up companies*


Drive Export Readiness by Implementing Productivity &
Competitiveness Improvement Projects in 300+ firms


*Start
-
up focus on Innovative technologies, i.e. Biotechnology,
Medical Devices, Electronics, Software and

Nanotechnology


EI Targets

Foresight Studies



Pre
-
2000


Economic Background


Celtic Tiger success under
-
pinned by Inward Investment


Relatively low historic investment in R&D


Expansion of EU into CEE


Highly educated work force


No longer cost competitive in labour intensive industries


Need to move up value chain


Knowledge based economy


Small country with need for focus


Strategic sectors for development identified


Lifesciences


ICT

Strategic Focus



Biotechnology is a significant economic opportunity


High growth, high margin, high
-
value added, knowledge based
industry.


Economic fundamentals are strong


8% of Drugs sales are now Biopharmacuetical drugs


Fastest growing segment of the market


High margin


EBIT range in Industry between 20% and 42%


High level skills & quality employment


Average wage in US 85% higher than all other private sectors


Why Biotechnology

Joined
-
up Approach



SFI


Basic Research (50% Lifesciences)



HEA


Investment in Third Level Research Infrastructure



IDA
-
Ireland


Inward Investment (Wyeth, Genzyme)



Enterprise Ireland


Applied Research Funding, Industry led R&D



Enterprise Ireland


Indigenous Industry development, with



Strong focus on Innovative start
-
ups


‘Cluster Building’



International
-

?


National response
-

Lifesciences

EI Biotech Strategy 2001


Key Elements


Refocus EI applied research programmes


Create Specialist VC funds, with EI support


Develop Pre VC funding programme


Co
-
funding new Start
-
ups with private sector


Establish Bio
-
Incubators with Third Level Partners


International Networks
-

BioLink & Techlink


Find International Mentors


Organise BioPharma events & Trade missions


Target Marie Curie & other EU funding


Assist companies find International funding


EI Medical Devices Strategy 2000
-

Key Elements


Continued support for high
-
level sub
-
suppliers


Aggressive support for new
-
innovation led start
-
ups


Targeted marketing to high calibre people in MNC sector


Targeted marketing to ex
-
Pats and overseas
entrepreneurs.


Developing linkages between Industry and Third Level


Developing linkages between Industry and Clinicians


Specialist VC funds created, with EI support


Identifying International Mentors

Progress since 2000
-

2005

BioPharma


15 New
-
start
-
ups


8 from Third level


7 VC backed

Medical Devices


23 New Start
-
ups


3 from Overseas


6 VC backed

2006 Projected


7 across both sectors.

Examples of BioPharma Companies


AGI Therapeutics


Eirgen Pharma


Erix Therapeutics


TopChem

Laboratories


Luxcel BioSciences


Alimentary Health


BioClin


Pharmaplaz


Celtic Catalysts


Genable


Merrion BioPharma


Opsona


Neurocure


Sigmoid BioTechnologies


Cellix


2008
-
2012 Planning

BioMedical


Biopharma, Devices and Diagnostics


Good progress has been made 2000
-
2006 , the cluster is growing
positively, and there will be challenges going forward:



Need to maintain momentum


Need to increase momentum


Need to respond to changing markets


Need to develop large companies


Need to continue to stimulate Private Capital markets


Need to develop skills base and managent capabilities in line with
growth of the sector.

‘The future of the Biomedical Industry in an era of
Globalisation’

Western University


Kellogg School of management



Some Key Points from this Report





Biomedical Market


The Future


The outlook for the Industry in the next 10 years is very positive


The Industry traditionally is composed of 4 primary segments,
Pharmaceuticals, Biotechnology, Medical devices and Diagnostics.


In the 21
st

Century these will increasingly converge.


BioMedical innovators stand at the confluence of biology,
computer science, engineering and material sciences


A major driver of growth will be increasingly ageing populations
and development of large ‘affluent’ markets in India and China.


The Biotechnology segment will continue to be a fundamentally
entrepreneurial industry.


Business models are constantly evolving, particularly
biotechnology models, as companies search for better ways to
capture most value from their innovations.


BioMedical Industry


Factors for consideration


The biomedical industry is constantly generating and adapting to
new technologies.


Personalised medicine solutions, many of them by
-
products of the
‘genomics revolution’ and ‘the biotech age’, are potentially the
next great wave of industry innovation.


The Biomedical Industry will experience an explosive growth in the
chronic disease markets and there will be tremendous
opportunities in the acute
-
care and anti
-
infective markets.


Pricing pressures will grow as Governments and Insurers struggle
to contain rising healthcare costs.


Generics will prevail in large markets.


Finally, the availability of continuous funding, from basic research
stage through commercialisation is essential to keep the
biomedical industry’s engines of innovation running at maximum
efficiency!

BioMedical Industry


Factors for consideration

Developing an Effective Enterprise
Strategy for Biotechnology

-

Endless But Exciting !


THANK YOU

14th Nov 2006