Ipsen Sa · EURONEXT:IPN
Ipsen Sa — JP Morgan Healthcare Conference 2019
19 slides from Ipsen Sa's conference presentation, Jan 9, 2019
Slide 1: Ipsen JP Morgan Healthcare Conference
Ipsen JP Morgan Healthcare Conference David Meek, Chief Executive Officer January 9, 2019
Slide 2: Disclaimer & Safe Harbor
Disclaimer & Safe Harbor This presentation includes only summary information and does not purport to be comprehensive. Forward-looking statements, targets and estimates contained herein are for illustrative purposes only and are based on management’s current views and assumptions. Such statements in
Slide 3: Compelling investment thesis
Compelling investment thesis Growth story Top ▪ High double-digit back-to-back annual sales growth fueled by global Specialty Care line ▪ #1 or #2 leadership position in key Specialty Care markets ▪ Significant margin expansion through gross margin and commercial leverage Bottom line ▪ Synergies ach
Slide 4: Execution against 2018 objectives
Execution against 2018 objectives Confident to Excellent On track to deliver 2020 Financial Performance performance deliver 2018 financial Q3 YTD guidance targets Somatuline® Cabometyx® Advancement Consumer Business Execution market share & Onivyde® of internal Healthcare growth launches R&D pipelin
Slide 5: Transformation of Ipsen through acquisitions and U.S. expansion
Transformation of Ipsen through acquisitions and U.S. expansion Outstanding Financials (2014-2018) Growth from oncology and U.S. expansion 2014 2018 CAGR 2014 20183 Sales €1.3bn >€2.2bn1 +15% Oncology 26%2 67% Core Operating €260mn ~ €640m1 +25% Income COI Margin 20% ~ 29%1 North America 6% 27% Mark
Slide 6: High-performing executive management team
High-performing executive management team David Meek Chief Executive Officer Aymeric Le Chatelier Harout Semerjian Benoit Hennion Alexandre Lebeaut Ivana Liebisch Richard Paulson Chief Financial Officer Chief Commercial Consumer Healthcare Chief Scientific Officer Chief Business Officer North Americ
Slide 7: Focus on three key therapeutic areas in Specialty Care
Focus on three key therapeutic areas in Specialty Care Oncology Neuroscience Rare Diseases ▪ Expand leadership position in specialty therapeutic areas ▪ Leverage expertise from development to commercialization ▪ Provide innovative solutions along entire treatment paradigm 7
Slide 8: Oncology strategy for leadership in specialty niche markets
Oncology strategy for leadership in specialty niche markets Rapidly-growing Oncology franchise ▪ Best-in-class differentiated products in specialized markets gaining market share against established market leaders in solid tumors ▪ Sales >€1bn, representing ~two-thirds of Ipsen’s total sales ▪ Top 1
Slide 9: Somatuline momentum strong; approaching blockbuster status
Somatuline® momentum strong; approaching blockbuster status U.S.: Momentum driven by continuing Attractive SSA market dynamics patients and growing new patient share ▪ SSAs to remain standard of care, first-line and backbone therapy for NET and Acromegaly ▪ Long duration of treatment (chronic diseas
Slide 10: Cabometyx franchise expanding in potential
Cabometyx® franchise expanding in potential ▪ Clinical development programs ▪ CheckMate 9ER – Registrational trial in 1L RCC in combination with nivolumab IO Registrational ▪ COSMIC 312 – Registrational trial in 1L HCC in combination with atezolizumab trials with IO ▪ COSMIC 021 – Ph 1 basket trial
Slide 11: Cabometyx securing solid position along RCC treatment paradigm
Cabometyx® securing solid position along RCC treatment paradigm Cabometyx in RCC Evolving sequencing of RCC market 1L RCC 1L 2L • Approved May 2018 in EU IO combinations • EU approval based on superiority over sunitinib Cabometyx • Included in U.S. and EU treatment guidelines • First IO combination
Slide 12: Onivyde achieving significant synergies in U.S. Oncology market
Onivyde® achieving significant synergies in U.S. Oncology market Differentiated product Increasing leverage ▪ First and only FDA-approved therapy in ▪ Synergies with U.S. Oncology commercial team post-gemcitabine patients ▪ Substantial overlap with physicians also treating ▪ Novel encapsulation of i
Slide 13: Developing leading systemic radiation therapy program
Developing leading systemic radiation therapy program Systemic Radiation Therapy (SRT) Early-stage theranostic programs Site-directed targeted therapeutic strategy using Satoreotide (SRT for NET) – Phase 1/2 development radiolabeled peptides or other molecules to deliver • Potential best-in-class th
Slide 14: Building world-class Neuroscience franchise
Building world-class Neuroscience franchise 25+ years in neurotoxin market Leveraging research, development, commercial expertise Neurotoxin market growth: 10%+ CAGR through 2020 Development of next- Aesthetics: generation Continue toxins successful Therapeutics: partnership Grow Dysport with share
Slide 15: Expanding Neurotoxin pipeline
Expanding Neurotoxin pipeline Dysport mid-stage programs Early-stage recombinant neurotoxins New therapeutic indications to target unmet medical Next-generation benefits needs with no current therapeutic treatment options: • Better control, robustness, quality and process manufacturing Hallux valgus
Slide 16: Building sustainable R&D pipeline
Building sustainable R&D pipeline Preclinical Phase I Phase II Phase III Registration Longer-acting toxin 177Lu-IPN-01072 68Ga-IPN-01070 Cabometyx® Dysport® mrBoNT/A (Satoreotide Tetraxetan) (Satoreotide Trizoxetan) RCC 1L combination Glabellar lines (China) GEP-NET and non NET GEP-NET and breast wi
Slide 17: Accelerating internal and external innovation model
Accelerating internal and external innovation model Ambition ▪ Build innovative and sustainable pipeline in all phases of clinical development ▪ Deliver at least one new molecular entity/ meaningful indication every year ▪ Optimize portfolio management and accelerate priority programs ▪ Focus on Spe
Slide 18: 2019 objectives
2019 objectives ▪ Maximize growth and market share gains worldwide for differentiated best-in- class established Specialty Care products ▪ Increase value of the pipeline by accelerating key internal R&D programs ▪ Identify, execute and integrate successful business development transactions to build
Slide 19: MERCI
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