Adelphi Group

A Message from Lord Pickles and Lord Blunkett, followed by Adelphi Group's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Adelphi Group is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.adelphigroup.com

BEST PRACTICE SPONSOR 2020
11ADELPHI GROUP |
HEALTH & SOCIAL WORK
CEO Stuart Cooper
The iconic Adelphi Mill, built as an 19th-century
cotton mill, repurposed for a global high-value
medical consulting agency
Headquartered in the North West, the Adelphi Group is a
leading global healthcare agency. It acts as a consultant and
provides services to successfully develop new healthcare
interventions, embracing drugs, to improve therapies and the lives
of patients and the wider community. To achieve this, CEO Stuart
Cooper tells
The Parliamentary Review
, it works with pharmaceutical
and biotechnology companies, the medical profession, patients and
the decision-making, approving bodies including the FDA, EMEA
and NICE among others, around the world.
Our breadth of services as an “evidence-based business” include scientific services,
business intelligence, real-world observational research, health and economic
outcomes, market access, pricing and reimbursement, value insight, multichannel
health communications, medical education, strategic marketing research and
product development.
We are proud of our positioning to deliver insight-led, multiperspective solutions, thus
optimising healthcare interventions and developments throughout the product lifecycle.
Our history
The company was founded by a team of entrepreneurs launching a groundbreaking
medical education business, followed by research, outcomes, access and real-world
healthcare consultancies. The original founding teams were all based in or attracted
to the North West, attracting international clients to our local area. The founders’
entrepreneurial spirit and co-operation, together with those abroad, is a fundamental
part of the business today, as well as its heritage, and will continue to be its future.
FACTS ABOUT
ADELPHI GROUP
»CEO: Stuart Cooper
»Established in 1986
»Based in Macclesfield
»Services: Delivering the
development of new
healthcare interventions
»No. of employees: Over 700
employees worldwide, 450 in
the UK
Adelphi Group
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
12 | ADELPHI GROUP
We work with virtually all the
headquarters of the top 20 and more
global pharmaceutical companies
based out of countries such as
the USA, Switzerland, Germany,
France, UK and Japan. This is further
supported by our offices in the UK, the
Netherlands, the USA, France, Germany
and Spain alongside our network
offices worldwide. We have regular
secondments and opportunities,
particularly to and from New York,
Philadelphia, Boston and Europe. Our
wider network now with Omnicom
Group Inc is the final link of the chain
and helps us to integrate with the
world’s leading healthcare agencies.
This requires an extremely high
standard of capability and around 30
per cent of our staff have master’s
degrees or doctorates, in addition to
many graduates and achievers from
higher and secondary education.
The development of speciality
medicines
The number and range of new
therapies and approaches being
developed has never been more
exciting, although it can also bring
new challenges. Increasingly, today
the ways forward are in speciality
medicines in fields such as oncology,
infectious diseases, rare and orphan
diseases, diseases of the autoimmune
system and gene therapy. This requires
us to constantly update our expertise
and knowledge, and we ensure this is
known and appreciated.
To support this, we have launched
a very successful initiative: our
Renaissance series of meetings. These
are invitation-only educational and
discussion forums for valued clients,
bringing together experts focused
on hot issues within our industry.
Recent relevant topics have included
“personalised medicine”, “patient
centricity”, and “transformational
value”. This latest topic is about
how we need to change, develop,
price and afford new state-of-the-art
medicines and provide value-based
healthcare. We take these forums to
areas where our clients are clustered:
Switzerland, Paris, London, New Jersey,
Boston and California. The faculty
speakers are all opinion leaders on
aspects of these topics.
We have our own graduate
recruitment and in-house educational
and development programmes.
Among a workforce of over 700, we
recruit around 50 graduates a year.
Our attraction and staff retention
record is excellent, achieved through
advancement, expertise and a focus on
worldwide learning. We always need
to be learning and truly seeing ways to
improve and widen this.
Adapting to new treatment
models
Within the pharmaceutical sector,
there are some positive challenges,
requiring us all to change. One of the
big challenges is affordability, which
of course is also socially and politically
controversial. The pharma industry is
heavily research-based and charges
high prices to recoup investment to
Renaissance Forum at
the Royal College of
Physicians, London
The number
and range of
new therapies
being
developed has
never been
more exciting
13ADELPHI GROUP |
HEALTH & SOCIAL WORK
improve people’s health. I would say
that our focus is always on improving
people’s health and wellbeing. We
have to ally this aim though with the
constant pressure of getting the pricing
and therefore access right, correctly
to help everyone receive or afford the
best medicine.
One major issue, which has developed
over a number of years, is the fact
that drugs can be registered after
extensive trials and be available, but
not approved for use by the healthcare
provider. When this occurs, for
example in the UK, NICE may not offer
reimbursement and most people won’t
be able to access those drugs.
Previously the focus was on treating
chronic, long-term diseases and now
much success has been achieved in
this field, healthcare interventions
are increasingly focused on major
transformation, often through gene
therapies. With revolutionary new
treatments emerging, cost can stifle
innovation and availability. For these
ground-breaking treatments, the costs
per person can be millions. How does
the healthcare system afford that?
New methods must be found.
To help solve these issues, systems
are being explored and adapted. If a
procedure costs $1.5 million for one
individual, rather than paying this
upfront, healthcare authorities could
stage payments over five to ten years,
and if the therapy doesn’t work, the
payments cease. Payment models must
and will adapt as treatment changes.
While attracting top UK talent is vital,
we also have to attract international
talent for our UK and worldwide
offices. Because of this, the free
movement of people is part of our
lifeblood. Working across the European
Union, where there is so much talent,
is vital to our trading and 95 per
cent of our services are effectively
exported. Brexit, world trade disputes,
and exchange rates are challenges
for the whole of UK industry, but
we are well placed to continue our
growth, especially if aided by the right
governmental policies and support.
Going forward as a nation and
a company, with our developing
demographics, we are embracing
diversity and inclusion initiatives and
are introducing the importance of
“business with a higher purpose”.
This is very important to all our staff.
Business must never be just about
profit and revenue; it has to also
contribute to other and higher needs.
We can and will improve on this.
As part of this, it is important that
we are positioned by our clients and
staff as being at the cutting edge
of thinking and advancement. We
do this by working directly with
healthcare specialists and opinion
leaders alongside communication and
discussion with regulatory authorities
on their evolving needs and their
political climate. As treatments
continue to adapt and evolve,
these collaborations will become
increasinglyimportant.
It is important
that we are
positioned by
our clients and
staff as being
at the cutting
edge of
thinking and
advancement
Getting together with
our network partners
from the Asia-Pacific
BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
12 | ADELPHI GROUP
We work with virtually all the
headquarters of the top 20 and more
global pharmaceutical companies
based out of countries such as
the USA, Switzerland, Germany,
France, UK and Japan. This is further
supported by our offices in the UK, the
Netherlands, the USA, France, Germany
and Spain alongside our network
offices worldwide. We have regular
secondments and opportunities,
particularly to and from New York,
Philadelphia, Boston and Europe. Our
wider network now with Omnicom
Group Inc is the final link of the chain
and helps us to integrate with the
world’s leading healthcare agencies.
This requires an extremely high
standard of capability and around 30
per cent of our staff have master’s
degrees or doctorates, in addition to
many graduates and achievers from
higher and secondary education.
The development of speciality
medicines
The number and range of new
therapies and approaches being
developed has never been more
exciting, although it can also bring
new challenges. Increasingly, today
the ways forward are in speciality
medicines in fields such as oncology,
infectious diseases, rare and orphan
diseases, diseases of the autoimmune
system and gene therapy. This requires
us to constantly update our expertise
and knowledge, and we ensure this is
known and appreciated.
To support this, we have launched
a very successful initiative: our
Renaissance series of meetings. These
are invitation-only educational and
discussion forums for valued clients,
bringing together experts focused
on hot issues within our industry.
Recent relevant topics have included
“personalised medicine”, “patient
centricity”, and “transformational
value”. This latest topic is about
how we need to change, develop,
price and afford new state-of-the-art
medicines and provide value-based
healthcare. We take these forums to
areas where our clients are clustered:
Switzerland, Paris, London, New Jersey,
Boston and California. The faculty
speakers are all opinion leaders on
aspects of these topics.
We have our own graduate
recruitment and in-house educational
and development programmes.
Among a workforce of over 700, we
recruit around 50 graduates a year.
Our attraction and staff retention
record is excellent, achieved through
advancement, expertise and a focus on
worldwide learning. We always need
to be learning and truly seeing ways to
improve and widen this.
Adapting to new treatment
models
Within the pharmaceutical sector,
there are some positive challenges,
requiring us all to change. One of the
big challenges is affordability, which
of course is also socially and politically
controversial. The pharma industry is
heavily research-based and charges
high prices to recoup investment to
Renaissance Forum at
the Royal College of
Physicians, London
The number
and range of
new therapies
being
developed has
never been
more exciting
13ADELPHI GROUP |
HEALTH & SOCIAL WORK
improve people’s health. I would say
that our focus is always on improving
people’s health and wellbeing. We
have to ally this aim though with the
constant pressure of getting the pricing
and therefore access right, correctly
to help everyone receive or afford the
best medicine.
One major issue, which has developed
over a number of years, is the fact
that drugs can be registered after
extensive trials and be available, but
not approved for use by the healthcare
provider. When this occurs, for
example in the UK, NICE may not offer
reimbursement and most people won’t
be able to access those drugs.
Previously the focus was on treating
chronic, long-term diseases and now
much success has been achieved in
this field, healthcare interventions
are increasingly focused on major
transformation, often through gene
therapies. With revolutionary new
treatments emerging, cost can stifle
innovation and availability. For these
ground-breaking treatments, the costs
per person can be millions. How does
the healthcare system afford that?
New methods must be found.
To help solve these issues, systems
are being explored and adapted. If a
procedure costs $1.5 million for one
individual, rather than paying this
upfront, healthcare authorities could
stage payments over five to ten years,
and if the therapy doesn’t work, the
payments cease. Payment models must
and will adapt as treatment changes.
While attracting top UK talent is vital,
we also have to attract international
talent for our UK and worldwide
offices. Because of this, the free
movement of people is part of our
lifeblood. Working across the European
Union, where there is so much talent,
is vital to our trading and 95 per
cent of our services are effectively
exported. Brexit, world trade disputes,
and exchange rates are challenges
for the whole of UK industry, but
we are well placed to continue our
growth, especially if aided by the right
governmental policies and support.
Going forward as a nation and
a company, with our developing
demographics, we are embracing
diversity and inclusion initiatives and
are introducing the importance of
“business with a higher purpose”.
This is very important to all our staff.
Business must never be just about
profit and revenue; it has to also
contribute to other and higher needs.
We can and will improve on this.
As part of this, it is important that
we are positioned by our clients and
staff as being at the cutting edge
of thinking and advancement. We
do this by working directly with
healthcare specialists and opinion
leaders alongside communication and
discussion with regulatory authorities
on their evolving needs and their
political climate. As treatments
continue to adapt and evolve,
these collaborations will become
increasinglyimportant.
It is important
that we are
positioned by
our clients and
staff as being
at the cutting
edge of
thinking and
advancement
Getting together with
our network partners
from the Asia-Pacific

www.adelphigroup.com

This article was sponsored by Adelphi Group. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Elizabeth Truss.

Rt Hon Elizabeth Truss's Foreword For The Parliamentary Review

By Rt Hon Elizabeth Truss

Even by the standards of the day –this has been one of the most exciting and unpredictable years in British politics.

The leadership election we’ve just seen marks a huge moment in our country’s history. This government is taking a decisive new direction, embracing the opportunities of Brexit and preparing our country to flourish outside the EU.

As international trade secretary, I’ll be driving forward work on the free trade agreements that are going to be a priority for the government. Free trade isn’t just an abstract concept bandied around by technocrats. It is crucial for a strong economy and for the ability of families to make ends meet. Free trade benefits people in every part of our country, as British firms export to new markets and people doing the weekly shop have access to a wider choice of goods at lower prices.

The essence of free trade is in the title: freedom. It’s about giving people the power to exchange their goods without heavy government taxation or interference. Commerce and free exchange are the engine room of prosperity and social mobility. I’m determined to tackle the forces who want to hold that back.

One of my priorities is agreeing an exciting new free trade deal with the US, building on the great relationship between our two countries and the Prime Minister and US President. But I’ll also be talking to other partners including New Zealand, Australia and fast-growing Asian markets.

And with the EU too, we want a friendly and constructive relationship, as constitutional equals, and as friends and partners in facing the challenges that lie ahead – a relationship based on a deep free trade agreement. Our country produces some of the world’s most successful exports, and the opportunity to bring these to the rest of the world should make us all excited about the future. It is this excitement, optimism and ambition which I believe will come to define this government.

For too long now, we have been told Britain isn’t big or important enough to survive outside the EU – that we have to accept a deal that reflects our reduced circumstances. I say that’s rubbish. With the right policies in place, we can be the most competitive, free-thinking, prosperous nation on Earth exporting to the world and leading in new developments like AI. To do that, we’ll give the brilliant next generation of entrepreneurs the tools they need to succeed. Since 2015, there has been a staggering 85 per cent rise in the number of businesses set up by 18 to 24 year olds – twice the level set up by the same age group in France and Germany. We’ll help them flourish by championing enterprise, cutting taxes and making regulation flexible and responsive to their needs.

As we do that, we’ll level up and unite all parts of the UK with great transport links, fibre broadband in every home and proper school funding, so everyone shares in our country’s success.

2019 has been the year of brewing economic and political revolution. 2020 will be the year when a revitalised Conservative government turbo charges the economy, boosts prospects for people across the country, and catapults Britain back to the forefront of the world stage.



Rt Hon Elizabeth Truss
Secretary of State for International Development