Frequently Asked Questions
In this section you can find answers to frequently asked questions about Fagron
Fagron’s strategy and operating environment
Long-term secular drivers that underpin the resilience of the niche market Fagron operates in include demographics, accessibility, personalization, and regulation.
Demographic factors, such as the growing world population, increasing life expectancy and ageing population, contribute to a growing demand for – personalized – medicines. This is further supported by an expanding middle class with increasing disposable income in various regions where we are active. On top of demographic factors there is a shift towards prognosis and prevention next to treatment and cure. The attention for a healthy and conscious lifestyle also continues to increase. Developing personalized treatments and making personalized treatments possible, accommodate this – increasing – demand and contributes to the wellbeing of people. Additionally, in countries where pharmaceutical compounding in bulk is allowed, supplying pharmacies with regularly prescribed personalized medicine can alleviate the increasing workload of healthcare personnel.
By personalizing medicine, they become accessible to more people. By adjusting the strength, administration form or composition, medicine is made suitable for patients who cannot take commercial medication. Furthermore, pharmaceutical compounders play an essential role in resolving (temporary) medicine shortages, as well as in making or keeping medicines accessible to patients if these are not or no longer commercially available on the market due to limited demand.
Due to the standardized nature of the pharmaceutical market some patients’ needs cannot be met. Pharmaceutical compounding enables the preparation of personalized medicine to meet a patient’s specific needs by addressing allergies, other intolerances and the exact required dosage and administration form. Technological innovation and data analysis increase the potential hereof. This creates possibilities to reduce the risk of specific diseases, predicting the course of a disease easier or customizing a treatment on the basis of one’s genetic profile, resulting in better quality of life for the patient. Additionally, the trend towards more homecare imposes requirements on the administrative form and dosage in which medicine must be made available. Generic, large pharmaceutical companies are not equipped to compound these small(er) batches or to compound ad hoc (i.e. on prescription basis).
In addition, increasing (quality) requirements and regulations make community and hospital pharmacies decide to stop pharmaceutical compounding and outsource the compounding more frequently. In order to keep compounded medicines available, parties like Fagron are essential.
Fagron’s purpose is to create the future of personalizing medicine.
- To be market leader in Brands & Essentials in the countries where we operate
by further expanding and improving our range of high-quality products, supported by our strong innovative capacities, and further reinforcing our operational efficiency. Also, by optimizing our Brands development globally and further reinforcing and professionalizing Fagron Academy - To be the leading global platform in sterile outsourcing services
by striving for market leadership through innovative product introductions, continuing to deliver high quality sterile products, and organic and inorganic growth. - To further optimize our non-sterile compounding activities and registration activities
by optimizing our market leader position and our capabilities and expertise in the registration of compounded medicine; and - To build a future-proof organization with a clear focus on sustainability.
In addition to innovation-driven organic growth, Fagron strives to grow through targeted acquisitions. Fagron’s business model is scalable, as a result of which immediate commercial and operational benefits of scale can be realized when integrating an acquisition. Moreover, cross-selling offers the possibility to introduce innovative products and concepts in new markets. The strategic rationale for an acquisition can be found in geographical expansion, portfolio expansion, therapeutic area expansion and/or market consolidation.
Information on this page was most recently updated on 25 October 2023.