1. Role of ABPI Regional
Industry Group and the
NHS Partnerships Team
Harriet Lewis, Regional Partnership Manager, North
Heidi Lucchi, Business Director | GlaxoSmithKline,
Representative | ABPI Regional Industry Group North

2. This is just some of what we do:
• We are the trusted single powerful voice of the research-based pharmaceutical industry in the
UK – and we are listened to
• We are the advocates for our industry with governments, health departments, the Treasury. No
10 and BIS – and we have made important gains
• We negotiate the PPRS, consulting with our members
• We bring industry closer to patient organisations, health care professionals and their
representative bodies – and we are changing our relationship to partnership
• We hold the industry reputation safety net, the ABPI Code of Practice
• Members include devices, biotech and diagnostic associations
ABPI Who are we and what do we do

3. Real world data and e-health
ABPI landscape and policy map
Innovation, Health
and Wealth
value
based
pricing
PPRS
Commissioning
Reputation
UK Competitiveness
NHS Partnerships
Discovery Development Approval Fair Price Access Uptake Patients
Supply Chain
Partnerships for research
Animal research
EU Influence
Clinical research
Regulatory framework and MHRA
Manufacturing and the environment
Schools, higher education and skills
Intellectual property and patent
Pharmacovigilance
Patient Group Forum
Medicines Optimisation
HTA

5. Our vision
NHS Partnerships Team established in
2012, led by Carol Blount, our director:
– Kevin Blakemore, National Manager
– Regional Managers:
– Di Vegh (South)
– Harriet Lewis (North)
– Andy Riley (Mids and East)
– Karen Thomas (London)
– Mike Ringe, Therapy Group Manager
– Terry Harrison, consultant
– Industry secondee
currently Farid Bidgoli from AZ
Industry as an integral part of the NHS’s solution
to the delivery of better patient outcomes

6. Our partnerships for delivery
• We have an MOU with the NHS Confederation, ABHI and Medilinks to support the
implementation of Innovation, Health and Wealth
http://www.nhsconfed.org/priorities/latestnews/Pages/NHS-Confederation-joins-ABPI-ABHI-
innovation-project.aspx
• This strategic agreement aims to increase the adoption and diffusion of proven
technologies in areas of high clinical need to deliver high quality patient outcome
and efficiency gains
• It includes showcasing best practice for joint working, judged by an independent
panel – our first launch event was in February
• We work on policy at a national level with a range of organisations, including the
DH, NHS England, NICE, Royal Colleges and others

7. NHS Partnership team priorities
We are:
- Identifying and sharing local NHS issues, organisational and policy changes with member
companies
- Taking the lead on themes from the Innovation, Health and Wealth and other key priorities,
e.g. medicines optimisation
- Demonstrating the value of medicines as an opportunity to improve outcomes rather than
as a cost pressure to commissioners and providers
- Supporting companies in the development of Joint Working projects
We aren’t:
- Promoting a particular company/ therapy area or product
- Trying to improve your market share
- Replicating or „competing‟ with member company field teams
- The only way that the NHS can engage with pharma

8. ABPI and our Regional
Industry Groups
Heidi Lucchi – on behalf of the North Regional Industry Group

9. Regional Industry Group - RIG
• Summer 2012 , ABPI wrote to all member company GMs, asking for nominations
• Each region was allocated 12 – 15 places
– 5+ years of market access experience at a senior level,
– Prepared to take an industry perspective
• Our first meeting took place in January 2013
• The ABPI funds these groups – meet monthly at Brighouse
• The ABPI RPM organises all the meetings and provides secretariat.
• We elected a Chair – Lee Gittings (Pfizer) , deputy - Farid Bidgoli (AZ)

10. The North RIG Team :
Abbot Laboratories (Abbvie)
Almirall
AstraZeneca
BMS
Boehringer Ingleheim
Daiichi Sankyo
Lilly
Grunenthal
GSK
Lundbeck
MSD
Napp
Pfizer
Sanofi

11. RIG Functions:
• Discuss the translation of national policies and the challenges around local implementation.
• Identify local barriers to both access and uptake of medicines, and work with our RPM to
develop a joint plan to improve to improve the environment for industry working.
• Review projects identified by either members of the group or the RPM.
• Can act as a industry group for local NHS organisations seeking cross industry partners for
joint working.
• Provide input to help shape regional NHS stakeholder plans.
• Forum for learning and debate with an external speaker programme.

12. How we work together:
• Explored expectations and concerns of partners.
• Terms of reference and established RIG as an industry reference group.
• Aligned to Anti - competitive legislation.
• Developed -RIG guiding principles for engagement.
• Agreed RIG performance indicators based on common goals
• Contacted a common voice approach.
• Contracted how we would prioritise project selection
1. Medicines optimisation.
2. Pathway Development.
3. Clinical.
4. Raising awareness of the value industry.
5. Other commercial opportunities.
6. Capability / Competencies exchange

13. What have we done so far:
• SWOT (SHA) across Northern Region – Key issues.
• Segment the regions CCG‟s and Trusts accounts- Will to collaborate with industry.
• Targeted RPM activities to priority accounts
• challenging accounts - ‘opened doors’
• Quick wins- developing RIG propositions
• Accelerated our understanding of evolving NHS
• Interactive customer sessions at RIG meetings
• Shared local/regional insights (in line with anti-competitive requirements)
• Joint customer meetings with ABPI RPM
• Currently – Industry audit evaluating the local approach for medicines optimisation
focussing on NICE technology Appraisals at an account level – to identify:
• Outliers.
• Best practice.
• Where a RIG approach may reduce variation.

14. What is the value of the RIG
• Snr Leadership team locally representing the industry with a common vision to
transforming the industry‟s relationship with our partners.
• Our leadership can cast a more collaborative shadow between industry partners
locally.
• Appreciate the diversity of different organisations‟ approach to partnership.
• Share challenges – new space for Pharma.
• Shared voice “refreshing approach to collaborative working”
• Networking, personal development, developing a collaborative capability.

15. Successes so far (too many to list to here’s a flavour)…
AHSN engagement -
AHSN NICE TA (NWC)
& AHSN NOAC (Y&H)
C&M CSU -
communications
framework & APC
review
GM CSU/GMMMG
Pharma engagement
strategy
CPPE – inhaler
technique/consultation
skills
Yorkshire & Humber –
procurement chief-
pharmacists
North East Lincs Local
Authority & CCG – how
to improve integration
North East Lincs APCs
review of processes for
managing decision-
making
NHS England - North
regional MD & GM area
team
Changing hearts and
minds to engage with
industry for the first
time
Pharmacy leadership
and medicines
optimisation skills
development

16. RIG activities 2013 :
• Identify activities to build reputation and trust.
• Value of medicines within a patient pathway.
• Embed understanding about difference between sponsorship and joint
working .
• opportunities to co-create project of shared value .
• Increase the adoption and diffusion of proven technologies and ways of
working.
• Deeper understanding of the causes of variation

18. Thank you