Novartis sold its stake in Novartis India. What does the future look like?
We are a pure-play pharmaceutical company and our biggest driver is bringing innovation to patients. We see India as an important partner in enabling that. The Indian pharmaceutical market is expected to reach $46 billion in five years. India is home to our largest corporate centre globally. We have over 350 scientists involved in small-molecule development programmes. India is important for us as a source of talent and a market where we will continue to invest.
How does the launch of innovative therapies such as Pluvicto change Novartis’ strategy in India?
We focus on four therapeutic areas-cardiovascular, oncology, immunology and neuroscience. Pluvicto is a good example. Today, 250,000 men are living with prostate cancer in India. We need to bring innovations to these patients to improve both efficacy and quality of life.
What are the biggest barriers to bringing innovative medicines to India faster?
If I had a wish list, it would be around intellectual property protection and regulatory data protection. The environment needs to remain attractive for innovation-led investment. I am seeing transformation in India. The infrastructure build-out, the partnerships and the healthcare investments are moving in right direction. There is clear intent from the government to bring innovation earlier into the ecosystem, and we are seeing regulatory reforms and policy discussions underway. The challenge is ensuring that the pace of policy change keeps up with the pace of scientific innovation.How do you compare India and China as opportunities for innovative medicines?
There is the same amount of opportunity in India as there is in China. The difference is that China’s population is declining, while India’s healthcare demand continues to grow. If India can continue to align policy reform with the speed of innovation, the opportunity is enormous.
How do you ensure greater access for innovative medicines when cost remains a barrier?
Access is not just about cost. It’s about education, ensuring the infrastructure is there, making sure patients are diagnosed early, and having the right policies in place. We work with local partners, healthcare providers and tech companies to overcome those barriers. For newer modalities such as radioligand therapy and siRNA medicines, accessibility means understanding where patients are, when they are diagnosed and what challenges exist. It means creating solutions around affordability, including financing options, while ensuring the healthcare system is ready to deliver these treatments properly.
If there has to be a greater push for India, where would Novartis make its next phase of investments?
I would like to see that for every product that we have, we have a path to get into India. Our commitment to clinical trials is high. We have 50 global clinical trials running.
Which markets in your region are the most exciting for Novartis?
India is a big growth market, and then number two is the Middle East.
Why is Novartis not in the obesity drug market?
In obesity, unless it can be something that is of benefit to what is in the market today, we won’t look at it.
Is the global environment becoming tougher for innovative pharma companies because of pricing pressures?
In some pockets, there are challenges, but there are many governments around the world that, in the last six months, have changed policy to recognise the value of innovation. In countries where there is no policy reform underway, it’s difficult. In countries where there’s policy reform, I’m seeing more investment around innovation and not the pressure you describe.
