Boehringer Ingelheim GmbH
Stock Exchange: Privately held • Ticker: – • HQ: Ingelheim, Germany • Employees: 47,501 (average 2015)
Ranking by technical area
Ranking by strategic pillar
Boehringer Ingelheim falls two places to 16th. Its transparency remains low, particularly regarding market influencing and the outcome of its stakeholder engagements. Its access approach does not clearly align with its corporate strategy. It drops in donations as it no longer has a structured donation programme. In capacity building, it has fallen considerably, in part by providing comparatively little evidence of how it targets local needs. However, the company rises in R&D, with one of the largest pipelines for diseases in scope and a new R&D strategy that includes measurable time-bound targets. Plus, it has expanded its commitment not to file for or enforce patents, achieving the broadest geographic scope (albeit for one product) compared to peers. In pricing, its performance falls and it is overtaken by peers.
Change since 2014
Has two new, promising pilots of innovative business models in low-income communities in Kenya.
Has developed an Africa Strategy, where it acknowledges the long-term growth potential of markets in Africa.
Maintains low transparency regarding its access strategy and stakeholder engagement.
Has not strengthened its compliance system.
Has doubled the size of its relevant pipeline.
Has a new R&D strategy focused on open innovation via collaboration. It is not currently partnering with third-parties on relevant R&D.
Has the same number of products with equitable pricing strategies as in 2014.
Improves its accountability for its sales agents’ pricing practices.
Has no registration targets for products for diseases in scope.
No longer provides price- and volume-of-sales information.
Pledges not to enforce its patent on extended-release nevirapine (Viramune XR®), including in all middle income countries.
Is less active in manufacturing capacity building (but began technology transfers with a third-party manufacturer in China in 2015).
Prioritise R&D targets based on need. Boehringer Ingelheim has pledged EUR 11 billion for R&D from 2015 to 2020. It can prioritise R&D targets based on the needs of people in low- and middle-income countries, and engage in relevant R&D partnerships. The company can also put clear access plans in place during product development to ensure successful innovations are accessible to relevant countries upon market approval.
Address access needs in markets not prioritised in Africa Strategy. Boehringer Ingelheim has prioritised five markets in sub Saharan Africa. It can consider approaches for ensuring access in other sub-Saharan countries, e.g., by using equitable pricing, licensing and donations. In particular, it can designate certain territories where it is not present as suitable for licensing to generic medicine manufacturers.
Improve transparency, particularly around stakeholder engagement. Boehringer Ingelheim can improve the transparency of its access strategies and initiatives. It can engage more with stakeholders worldwide, in order to learn from them and share expertise with external partners. It can disclose the outcomes of these engagements.
Broaden capacity building efforts in response to local needs. Boehringer Ingelheim can draw upon its experience of long-term R&D partnerships with local universities, to work with local stakeholders to jointly identify skills gaps and capacity building goals in other areas of the pharmaceutical value chain (e.g., strengthening supply chains).
Sales and operations
Boehringer Ingelheim has five divisions: Prescription Medicines, Consumer Health Care, Animal Health, Biopharmaceuticals and Industrial Customers. Prescription Medicines accounts for the vast majority of its sales. The company’s key areas of focus are: cardiovascular disease, metabolic diseases, immunology. oncology and diseases of the central nervous system. In June 2016, an assets swap of Sanofi’s animal health business for Boehringer Ingelheim’s consumer healthcare business was announced. Boehringer Ingelheim has sales in 23 countries within the scope of the Index.
Sales in countries in scope
Sales by division
Sales by region
Portfolio and pipeline
Boehringer Ingelheim has one of the largest pipelines of products: with 52 relevant projects. Its portfolio is mid-sized, with 34 medicines, and has a strong focus on non-communicable diseases (NCDs).
Within its NCD portfolio, Boehringer Ingelheim’s medicines target respiratory diseases, diabetes, and hypertensive and ischaemic heart disease.
This focus is also reflected in their R&D pipeline, with most candidates targeting asthma, chronic obstructive pulmonary disease (COPD), diabetes and kidney diseases. Since 2014, five of its R&D projects have progressed from discovery stage to pre-clinical development, and two progressed from pre-clinical into clinical development. A small proportion of its pipeline targets high-priority product gaps with low commercial incentive.
Products per disease category
Boehringer Ingelheim’s portfolio is heavily focused on NCDs, which account for 85% of its total portfolio.
Boehringer Ingelheim does not collaborate with external organisations on its relevant R&D projects.
First-line treatments and essential medicines
19 of Boehringer Ingelheim’s medicines are listed on the WHO EML and/or are first-line treatments: e.g., olodaterol (Striverdi®), telmisartan/amlodipine (Twynsta®), fenoterol (Berotec®) and nevirapine (Viramune®).
Pipeline by stage of development
– Innovative medicines and vaccines
Boehringer Ingelheim’s relevant pipeline has a focus on developing innovative medicines for non-communicable diseases. The company is developing among the largest number of innovative medicines relevant to the Index.
Pipeline by stage of development
– Adaptive medicines and vaccines
Boehringer Ingelheim is not currently adapting any products to meet the needs of people living in low- or middle-income countries.