Scottish life sciences strategy 2011

Scottish Life Sciences Strategy 2011

Creating Wealth, Promoting Health

2020 Vision

Scottish Life Sciences Strategy 2011 | Creating Wealth, Promoting Health

Contents

02: Foreword The global and economic imperatives driving this refresh of the
2020 Strategy for Scotland’s Life Sciences are outlined by the Co-Chairs of the
Life Sciences Advisory Board, Dr John Brown and Nicola Sturgeon MSP, Deputy
First Minister and Cabinet Secretary for Health and Wellbeing.

03: Our mission To double the economic contribution of Life Sciences to Scotland
by 2020.

04: Our vision To make Scotland the location of choice for business, investors
and talented people, while securing Life Science’s contribution to Scotland’s
economic growth.

05: Our challenge The industry stands at the intersection of three mega-trends
– in demographics, the environment and technology.

06: Our strengths Scotland’s Life Sciences enjoy critical strengths in key business
areas, business diversity, research and innovation, start-up creation and
infrastructure.

07: Our strategy for success Our prime objectives are to anchor key businesses in
Scotland, build more resilient companies, and attract inward investment, talent
and aspiring leaders.

08: Our action agenda Our six-point plan is to accelerate growth with the
emphasis on business and institutional collaboration.

10: The focus for growth We will target support on the most promising
areas of business endeavour, institutional research and significant emerging
opportunities.

12: A call to action Next steps for all our stakeholders.

Acknowledgements: LiSAB would like to thank local companies, researchers
and the NHS for permission to reproduce their photographs.

1


Foreword

In 2005 the Life Sciences sector outlined The global need for first-class healthcare Life Sciences is an industry in which Scotland
its 2020 Vision for Achieving Critical solutions will continue to drive innovation already has an international competitive
Mass. This Vision still remains in our within Scottish Life Sciences. This, in advantage with huge potential. We can
sights. However, we face a very different combination with emerging markets in do even more to harness this potential in
world today. The deepest global developing economies, offers significant terms of higher growth; high value jobs;
recession in a generation resulted in opportunities for the sector over the increased exports; to build on the strengths
a period of declining output for the coming years. Our ambition is to double the that Scotland has in innovation; in medical
Scottish economy, but growth returned economic contribution of Life Sciences to the R&D; in technology and manufacturing
in 2010, and the latest forecasts show Scottish economy by 2020. capability. And we must do so in even closer
that this is likely to accelerate in partnership, because our ability to work
2011. It is within this context that the This is aspirational, however it is also collaboratively across Scotland is one of our
Life Sciences Advisory Board (LiSAB), achievable. Such significant growth in the biggest advantages.
working closely with the Life Sciences sector will allow Scotland to build on our
sector across Scotland, has reviewed the position as a location of choice for Life That is why this review of our Life Sciences
Life Sciences Strategy. Sciences people, businesses, and capital, Strategy has been undertaken - to create
allowing us to compete in the global an environment in Scotland that will help
economy. the Life Sciences sector to create significant
growth. We believe the Life Sciences sector
To achieve this growth, our Life Sciences can do this, and help grow the Scotland of
Strategy focuses on high productivity our future.
sub-sectors including clinical, translational
and regenerative medicine, and highlights
significant areas of Scottish business strength
in Medtech, Diagnostics and Pharma services.
The Strategy also outlines the need to
anchor, build and attract key businesses,
people and capital, building on Scotland’s
Nicola Sturgeon, MSP Dr John Brown, FRSE reputation as a location of choice for Life
Deputy First Minister and Co-Chair, Life Sciences Sciences companies, and on the powerfully
Cabinet Secretary for Advisory Board
Health and Wellbeing collaborative nature of the Scottish Life
Co-Chair, Life Sciences Sciences community.
Advisory Board

2


Our mission
OUR 2020 MISSION is to double the economic contribution
made by Scotland’s Life Sciences Industry.

We have set an aspirational target for Times are tough We’re doing this at a We’re confident that it is realistic to aim to
2020 of doubling turnover to £6.2bn time of not only unprecedented challenge double current turnover and GVA in the next
and Gross Value-Added (GVA) to £3bn. but also attractive opportunity. At home, ten years. That certainly accords with the
we’re operating in an era of pronounced aspirations of our businesses themselves.
The Life Sciences industry in Scotland fiscal restraint. Abroad, our businesses are
is recognised by both UK and Scottish seeking to make headway in an increasingly Analysis of some 400-plus companies
Governments as one with high growth volatile and competitive environment. suggests the industry should have both the
potential and the capacity to contribute However, emerging markets of the East and strength and vigour to sustain the good
significantly to the nation’s productivity. changing business models are all driving new growth of the past decade. The excellent
opportunities for our local companies. performance of sub-sectors such as
Scotland hosts the UK’s second largest Life medical technologies and contract research
Sciences cluster and one of the most sizeable The challenge ahead The economic crisis organisations gives us a strong foundation
in Europe.* The sector contributes some has dented confidence across many business for growth.
£1.5bn of GVA a year and turnover worth sectors and has so far had a mixed impact
£3.1bn to the Scottish economy.** on Life Sciences in Scotland. At our least And there’s significant further potential in
ambitious, we could seek to secure recovery breakthrough areas such as regenerative
Our central challenge is to devise a Strategy medicine, stratified medicine and applications
and then work on the basis of ‘business as
that builds on this growth to capitalise on of Life Sciences beyond human health in
usual’. The alternative is to use the recovery
the sector’s promise. The Strategy must also markets such as energy and the environment.
to kick start a bold new era for Life Sciences
be sufficiently agile to capture emerging
businesses in Scotland through a decisive,
opportunities in this fast moving industry.
targeted plan of action as set out in this
Strategy.

* Life Sciences Key Sector Report – Scottish Government, Nov 2009
** Scottish Government and Scottish Enterprise Analysis (using Source Book definition of Life Sciences)

3


Our vision
OUR 2020 VISION is for our Life Sciences industry to be a
significant contributor to Scotland’s sustainable economic
growth and to establish Scotland as the location of choice
for Life Sciences companies.

The over-arching aim of this refreshed • Key sites: We’ll attract innovative • The business and employment
Strategy is to consolidate and expand companies to locate in Scotland, linking opportunities in Life Sciences have
the role of the Life Sciences industry them to our world-class research base. established Scotland as a prime market
as a dynamic contributor to Scotland’s We will, for example, continue to find for both international and domestic
economic growth and social wellbeing. tenants for our 100-acre Edinburgh investors and mobile talent.
We have made excellent progress since BioQuarter (see aerial photo below).
the launch of the 15-year Strategy back • The cohesion of the Life Sciences industry
in 2005; we now plan ambitious short • Step change: We’ll continue to support has boosted its development of new
and medium-term goals to fully realise the evolution and growth of sustainable products and services, measurably
that 2020 Vision. innovative companies capable of accelerating their commercial
transforming their operational scale. exploitation.
QUICK WINS
Our refreshed Strategy underlines the LONG TERM Health promotion
importance of taking immediate steps to Beyond this, there are two longer-term Our vision is of a Scotland where:
achieve our primary goal of establishing yardsticks against which we’ll monitor the
progress of this Strategy. • Our National Health Service (NHS) moves
Scotland as an international location
centre stage as a key customer for
of choice among Life Sciences players,
Wealth creation Scottish Life Sciences businesses and a
collaborators and investors.
Our vision is of a Scotland where: pivotal stimulator of innovative products
To achieve this within the next three years, a and services.
• More of our indigenous Life Sciences
number of stretching targets have been set:
companies have grown into major • There is a more positive appreciation
• Key deals: We’ll secure international international businesses with increased of the opportunities to participate in
partnerships and inward investment – turnover and significant added-value. trials of the most advanced healthcare
including in stem cells and regenerative products, and the associated economic,
• Our Life Sciences sector has become an employment and investment benefits of
medicine; and clinical and translational
important source of additional high-value Scotland’s participation.
medicine – to realise the value of prior
jobs and managerial ambition.
investments.
• Our people increasingly benefit from the
early adoption of innovations in diagnosis
and treatment, contributing to a better
quality of life and longer life expectancy.

• The people of Scotland and our policy
makers understand the role of Life
Sciences in creating a healthy and low
carbon environment through advanced
applications in food and fuel.

4


Our challenge
Our Life Sciences sector stands at the intersection of three
mega-trends with massive global potential.

There’s no denying the testing global GLOBAL TRENdS LOCAL OppORTUNITIES
economic and financial conditions that Yet none of this can fully conceal the truly Out of all this grows a wide range of
provide the context for this Strategy. huge global potential of the Life Sciences expanded and new business opportunities.
These are tough times in most business sector. It stands at the intersection of three Exploiting them will require equally innovative
areas and, for Life Sciences in particular, mega-trends described below. business models. We have identified a
the challenge is accentuated by a number of cross-sectoral opportunities –
combination of factors peculiar to the demographic The ageing populations of both within and outside human healthcare
sector itself. the developed world and the increasing disciplines. We will closely monitor the shape
affluence of the more populous emerging of these opportunities as they emerge and
The healthcare industry is one whose route economies are together generating entirely develop a more detailed understanding of
to market for new products is characterised new markets. We’re seeing this most clearly how Scotland might derive economic benefit
by high R&D costs. All sub-sectors are in: from them.
experiencing pronounced downward
pressures on product prices, increased • the improving treatment and The areas identified as offering significant
regulatory oversight, and with reduced public prevention of chronic diseases opportunity worthy of further exploration
healthcare budgets, an increasing demand include:
• an increasing desire for, and ability to,
for evidence of the cost-benefit of new
enable independent assisted living • Assisted Living – aids to mobility,
products.
rehabilitation, patient monitoring and
• a rising expectation of continued mental
The shape of the pharmaceutical industry management to enhance independent
and physical wellbeing with ageing
is radically shifting as it is forced to address lifestyles.
the effectiveness of product pipelines; • a growing pressure for more cost-
the impact of diminishing returns from • Stratified Medicine – use of molecular
effective and accessible healthcare
‘blockbuster’ drugs as patents expire; and diagnostics to identify optimal treatments
both competition (and opportunity) from the • an accelerating impetus from for patients.
East. Medical technology companies also face treatment to prevention of disease
• Wellbeing – plant, animal and
increasingly onerous regulatory requirements
Environmental Today’s sharpened focus on nutritional sciences aimed at promoting
prior to product launch.
halting climate change and reducing pressure health benefits in food and drink.
For Life Sciences’ companies there is fierce on the planet’s finite natural resources
• Sustainability – technologies that
competition for limited supplies of private confronts us with new challenges – how
advance the ‘green agenda’ in the use of
finance and the public stock markets are a we live, how our businesses operate, how
the world’s scarce resources.
hostile environment for many of our new government policies will be implemented.
companies. These challenges are opening up new
opportunities to apply Life Sciences outside
traditional healthcare markets.

Technological Huge advances in Life
Sciences are combining with massively
expanded capabilities in other disciplines
such as Information Technology. This
promises novel solutions to address these
global challenges in ways inconceivable a
decade ago – such as tailoring medicines to
an individual’s own needs.

5


Our strengths
We’re building on solid foundations – an industry whose
diversity and depth provide springboards for growth.

We’re building on solid foundations. This diversity widens the scope for multiple Strength in SIZE and INFRASTRUCTURE
Today, Scotland has a diverse Life collaborative opportunities between our Scotland benefits from its compact
Sciences base with more than 640 commercial players and our world-ranking geography and the unified approach of its
organisations employing over 32,000 academic research base. It ensures we’re business, research, educational and policy
people.* Since 1998, we have returned not made vulnerable by over-reliance on makers. We enjoy short, uncomplicated lines
a 6% compound annual growth rate, any single sector and can grasp emerging of communication. That makes for strong
increasing turnover from £1.8bn to opportunities in lucrative, global markets. partnerships and effective policy-making.
£3.1bn.**
Strength in RESEARCH and INNOVATION Our centralised healthcare system offers
We’re one of the UK’s leading regions for new We have a long-established international unique patient identification and tracking
Life Sciences business creation and we’re a reputation for excellence in basic, applied and processes. We have accelerated researchers’
successful investment magnet: even in the clinical research in Scotland. access to clinical trials within our Health
toughest conditions, venture funding raised Boards. We have established Scotland as one
by our Life Sciences enterprises held up well The Research Assessment Exercise (RAE), of the world’s top ten centres for biomedical
in 2010, more than three times the 2005 which evaluates the quality of UK research research and exploitation.
total.*** institutions, provides independent
confirmation that Scottish institutions These strengths mean we can focus on
This track record is based on several have world-leading research strengths in areas where Scotland has the potential to
measurable strengths. many areas of Life Sciences (for example develop sustainable global competitive
neurosciences, cancer, immunology and advantage. We’re nationally collaborative to
Strength in OUR COMpANY BASE cardiovascular disease) and also non-human be internationally competitive.
Two sectors of the human healthcare industry health-related areas (such as agriculture and
comprise our strongest springboard for veterinary medicine).
growth in Scotland:
Significant prior investment has further
• Medical technology, covering deepened our research excellence in stem
diagnostics and medical devices, cells and regenerative medicine. We
comprises more than 150 companies, also boast a broad base of translational
ranging from global multinationals to and clinical medicine skills and resources.
university start-ups. Both areas are now ripe for translation into
new business opportunities and as targets for
• pharma services, encompassing more
inward investment.
than 60 companies offering contract
research in manufacture, pre-clinical, Strength in BUSINESS CREATION
clinical and biosafety testing, and Scotland had the UK’s largest number of Life
many more businesses providing allied Sciences start-ups per head of population
professional services (such as intellectual (2005-09) according to an independent
property, legal and regulatory advice). report.† “Scotland takes top slot,” it says –
partly influenced by the quality of university
Strength in BUSINESS dIVERSITY
research and partly by Scottish Enterprise’s
In addition there are several other small, but
“significant support to promote the sector.”
growing, clusters of companies serving other
markets including animal health, consumer
care, agriculture, food and drink innovations,
and environmental technologies.

* 2010 figures from Scottish Enterprises’s Life Sciences Source Book
** 2008 figures from the Office of National Statistics and Scottish Enterprise
*** Data derived from Young Company Finance
†
UK Life Sciences Start Up Report 2010, Mobius Life Sciences

6


Our strategy for success
OUR 2020 STRATEGY synthesises three routes to an attractive,
dynamic Life Sciences cluster in Scotland.

Our Strategy is to concentrate efforts on those areas where we consider the greatest impact can be made during the next
decade while also delivering near-term returns for the Scottish economy. Our refreshed Strategy therefore synthesises three
core objectives of fundamental importance to a growing and sustainable Life Sciences cluster in Scotland.

Key objective: ANCHOR Key objective: BUILd Key objective: ATTRACT
We must create an attractive, We must create a more robust We must strengthen our
dynamic environment to business base out of the broadly- ability to attract key skills and
retain our prized population based population of largely management talent, as well as
of businesses. In today’s highly small players. We need to assist investment from both companies
mobile business environment, companies to increase their and financial institutions. That
Scotland has to be a competitive chances of achieving sustainable can be done only by fostering a
place for a company to prosper on growth. dynamic, innovative environment,
the global stage. with effective marketing of
Scotland’s unique offering.

We must embed the significant Previous interventions have put We need to help our entrepreneurs
economic contribution made by Scotland ‘on the map’ as a generator craft opportunities that ‘stand out
our key players. They make a vital of Life Sciences start-ups. But, typically, from the crowd’ among business
contribution to our goals for turnover only a few of our smaller companies propositions to venture funders. We
and high-value, ‘sticky’ jobs. They succeed in sustaining consistent high need to target new sources of funding
supply advanced skills, ambitious and growth. We therefore need to think such as corporate venture capital and
talented management, and ready creatively about how to support faster we must redouble our efforts to win
access to markets. growth of our Life Sciences businesses. mobile business investment. Inward
investors have been, and remain,
We must be explicit about Scotland’s That means improved harnessing critical growth generators.
essential contribution to the business of our academic and commercial
success of companies located here: capabilities to accelerate new product Equally important is strengthening
access to world-leading academic and service development. It means our human capital: attracting
and clinical research; the strong, strengthening business offerings by management and leadership talent is
comprehensive supply chain from building comprehensive supply chains vital if we are to steer Scotland’s Life
R&D to manufacture and clinical and encouraging business-to-business Sciences towards greater international
trials; a supply of suitably skilled staff. collaboration. success. Also essential is a pool of
Scotland’s compelling package will suitably trained staff of all levels to
encourage compaines to locate here, meet the growth needs of a diverse
stay and grow. range of Life Sciences operations.

7


Our action agenda
OUR ACTION AGENdA will address those business-critical areas
with the clearest need for concerted action.

In Scotland, the Life Sciences industry those business-critical areas with the clearest A STRONG SHAREd MARKETING
has a track record of good growth need for targeted and concerted action. pROpOSITION
and one whose global opportunities These form the key components of our We need to stand out from the crowd.
promise to sustain that impetus. We Action Agenda. That’s the imperative behind clear
have a strong, broadly-spread pipeline marketing of Scotland’s promising
of companies at various stages making SUCCESS THROUGH COLLABORATION message at home and abroad.
us less vulnerable to systemic failure. Our objective is to encourage
We have an enviable international intensified partnerships which will In the international marketplace, a clear
reputation in research and a high swiftly deliver the fullest commercial voice is essential if we are to win in the face
enterprise birth-rate. So we are well opportunities from our research and of intensifying competition. This means
positioned to meet the challenges with business base. promoting a well articulated business
confidence and vigour. proposition to promote Scotland’s global
The key is collaboration – both business- standing as a location of choice.
Faced with today’s testing economic and to-business and university-to-business – to
financial challenges, however, some tough accelerate the process of getting products On the domestic front, there’s also a powerful
decisions lie ahead. Ever more limited and services to market. That means need to articulate the considerable social
resources must clearly be concentrated for increasing the commercial partnerships and benefits of a dynamic Life Sciences industry.
the highest impact. We need to be able ‘marriage-broking’ mergers and acquisitions
to compete on the global stage and grasp to strengthen our business environment. Scotland’s position at the leading edge of
emerging opportunities where economic It means increasing the assessment, innovative healthcare development gives our
benefit for Scotland can be gained. sponsorship and uptake of innovative product people access to more efficient and ground-
development by the National Health Service, breaking techniques of healthcare and
Working closely with the Life Sciences raising the tempo of contract work, and patient management.
community, we have therefore identified deepening our market penetration.

SUCCESS THROUGH dETERMINEd TO REALISE A TALENT pOOL OF
COLLABORATION OUR FULL VALUE INTERNATIONAL CALIBRE
- encourage intensified business - capitalise on our private and - encourage our best talent
and research partnerships public investments to make careers here
- swift realisation of our fullest - hasten routes to market for - attract and develop the most
commercial potential new products and services entrepreneurial business
leaders

A STRONG SHAREd ACCESS TO FUNdS FOR A VIBRANT INNOVATIVE
MARKETING pROpOSITION BUSINESS GROWTH CULTURE
- robust business propositions to - improve access to sources of - a culture of shared endeavour
stand out from the crowd private and public funds between business, research
- a deeper public appreciation of - raise our business profile with and the NHS
major healthcare benefits VC and research funders - foster the contribution of
the NHS as both collaborator
and purchaser

8


dETERMINEd TO REALISE OUR FULL A TALENT pOOL OF INTERNATIONAL
VALUE CALIBRE
We must continue to deliver on the Our success depends on the quality
promise of our Life Sciences sector and of our people. Our Life Sciences
realise the full value of its private and enterprises must attract, retain and
public investments – with new products develop the best researchers and the
and services, robust businesses and most entrepreneurial business leaders.
high-value jobs.
Our aim is to ensure that we build on
A determined translation of past investment Scotland’s high reputation in science with a
into visible economic impact is both critical pool of suitably trained staff and managerial
and urgent: measurable near-term results leadership that is fit for our international
are essential to maintain the self-confidence ambitions. Our intention is to see Scotland
of the sector and to enable us to weather as a place where talented students at all
the ‘perfect storm’ of economic, fiscal and levels will choose to develop exciting and
regulatory constraints that we currently face. interesting careers.
This means driving hard to demonstrate the
commercial success and market readiness Aspirational leadership of both companies
of new products and processes. We’ll focus and the industry is just as critical.
on strengthening the performance of our
existing companies and our most promising
A VIBRANT INNOVATIVE CULTURE
prospects by helping them to overcome
Our over-arching objective is the
route-to-market barriers and exploit quick
creation of an environment which
growth opportunities both here and overseas.
stimulates the rapid commercial
exploitation of leading-edge
ACCESS TO FUNdS FOR BUSINESS innovations in areas of Life Sciences
GROWTH in which we have measurable global
We must improve our routes to sources strengths.
of private and public investment. This
This requires a culture of shared endeavour
means significantly raising our profile
between business, universities, research
with venture capital providers and
institutes and the NHS. It is difficult to
research funders.
overstate the strategic importance of the
Efficient access to finance is critical. Scotland NHS in Scotland in this: its dominance of the
is strongly committed to using public finance healthcare market and access to patients
to pump-prime much-needed private means that it has a pivotal role as both a
investment. Although private equity funding huge purchaser and a powerful sponsor of
raised by Scotland’s firms held up well in the research that involves the evaluation of new
recessionary conditions of 2008-10, it remains products and technologies. This will underpin
scarce for an industry that’s cash-hungry. our Action Agenda.
Life Sciences companies with credible and
robust investment opportunities will need
to be more imaginative in finding routes to
attract venture funds.

9


Our focus for growth
OUR FOCUS will be on the most promising areas of business

endeavour and institutional research.

Today’s challenging economic and fiscal • A pipeline of potential stem cell therapies
environment underlines the need for a is being progressed towards the clinic
Life Sciences Strategy fully focused on offering hope for those suffering from
realising the value of private and public many chronic debilitating diseases.
investment in the industry.
Translational Medicine also offers exciting
This means shaping and directing support potential to capitalise on Scotland’s tradition
to those companies currently making a of medical research and clinical excellence.
significant contribution to Scotland’s current Strategic initiatives already mean we’re
and future growth plans and with the best now better equipped than ever to progress
chance of doing so quickly. innovations efficiently from bench to bedside:

In an era of increasing restraint in public • Scotland’s universities and the NHS
finances, ‘triaging’ of current and future high- are working together to build a fully
growth opportunities enables us to target the integrated platform for world-class
most promising areas of business endeavour translational medicine to attract revenue
and institutional research. from clinical trials, create new jobs and
benefit the local population (for example,
We have identified several opportunities for through the Scottish Academic Health
making a significant economic impact. Sciences Collaboration).
Focus on KEY RESEARCH STRENGTHS • NHS Research Scotland Permissions
Coordinating Centre (NRS-PCC) is easing
Regenerative Medicine and Stem Cells access to Scottish Health Boards for multi-
offer a massive opportunity to capitalise on centre clinical researchers.
Scotland’s world-ranking research strengths.
Since 2004, Scotland has invested some • Generation Scotland, and other local
£100m to support the development of biorepositories, coupled with Scotland’s
technologies underpinning regenerative electronic patient record system,
medicine: offer a unique resource to improve
understanding of major diseases and help
• The MRC Scottish Centre for Regenerative design and develop new treatments.
Medicine houses the UK’s most advanced
pilot-scale embryonic stem cell clinical Emerging market opportunities in Stratified
manufacturing facility. Medicine, Wellness and Assisted Living may
provide significant opportunities for Scotland:
• The Scottish Stem Cell Network now has
more than 1,200 members including • increased clinical research revenues to

international experts from commercial, academia and the NHS

clinical and academic backgrounds.
• wider exposure of Scotland’s patients to
• A rapidly expanding cluster of companies innovative products
forming a comprehensive supply chain, to
• more collaborative business opportunities
support the development, manufacture
with international companies
and trial of regenerative medicine tools
and therapies. It is well placed to capture • greater market access for our indigenous
new business in this rapidly moving field. healthcare companies

10


Focus on KEY BUSINESS AREAS Pharma outsourcing was valued at around Indeed, Scotland is already capitalising on
$57bn in 2009.† As pharma companies these emerging opportunities. Over the
Medical technology provides one of downsize internal R&D, they’re turning to next four years, £10m will be invested to
Scotland’s strongest commercial bases with nimble, highly-specialised SMEs as well as improve the care of more than 10,000 elderly
a quarter of our Life Sciences companies. world-leading academic and clinical centres and people with disabilities by growing the
They’re well supported by specialist providers to bolster their product portfolios. That’s Scottish telehealthcare sector through the
of intellectual property, legal services, the opportunity for our new generation of Scottish Assisted Living Demonstrator – the
regulatory affairs as well as product design Life Sciences companies and researchers first joint project between the Technology
and manufacturing services.* clustered around our ‘knowledge hubs’. Strategy Board (TSB) and the Scottish
Government. NHS 24, Highlands & Islands
Medtech contributes around a quarter of Focus on EMERGING OppORTUNITIES Enterprise and Scottish Enterprise are involved
Life Sciences GVA and has historically grown
in the development of the Demonstrator,
at well above average rates.** It’s a mature Significant global opportunities are also which is the first of several to be established
sector with emerging opportunities in emerging in several new areas – both within across the UK by the TSB under its DALLAS
assisted living and telehealth. Our Medtech and outside human healthcare disciplines. (Demonstrators of Assisted Living Lifestyles at
Road Map*** has been designed to support These are very broad themes comprising Scale) programme.
companies during the development of new many different markets and technologies,
healthcare products and enhance their some of which are potentially disruptive. These thematic areas place Life Sciences at
engagement with NHSScotland from product However, they offer opportunities worthy the interface with many very different sectors
inception through to sales. The first results of of further exploration by our company and – information technology, food and drink,
this initiative look promising. Opportunities in research base. energy, agriculture, textiles – and serve to
this market are characterised by: highlight the world of opportunity awaiting
• Assisted Living offers important Life Sciences in Scotland.
• accelerating demand for more user-

opportunities in telehealth with the
friendly diagnostics as use shifts from

growth of applications for remote
hospital labs to GP surgeries and the

diagnosis, treatment and management of
home

chronically ill and elderly patients.
• growing popularity of digitally

• Stratified Medicine plays to
enabled devices to help the elderly live

Scottish strength in the evolution of
independently and be professionally

next generation diagnostics for drug
monitored

development and patient stratification.
• increasing need for devices to minimise
• Wellbeing is creating new markets in
invasive surgery, reduce healthcare costs
nutraceuticals – food additives beneficial
and improve patient recovery
to maintaining health and preventing
pharma services comprise a comprehensive disease.
and dynamic sector offering contract
• Sustainability sees the promotion
research, contract manufacturing, clinical
of industrial biotechnologies such as
trial management and other services
synthetic biology to develop greener
including testing and compliance, regulatory
sources of base chemicals.
consulting, tissue provision, genetic testing
and provision of other specific research
enabling services.

* Scottish Government and Scottish Enterprise Analysis (using its Source Book definition of Life Sciences)
** 2008 figures from the Office of National Statistics and Scottish Enterprise
*** http://www.scotland.gov.uk/Publications/2010/11/02085517/0
†
Global Pharmaceutical Outsourcing - Trends and Growth Opportunities, Frost and Sullivan 2009

11


A call to action
We require the vigour, talent and enthusiasm of all
our stakeholders to secure a vibrant and commercially
outstanding Life Sciences sector.

This Strategy is founded on the sector, its development depends on the
achievements of Scotland’s Life Sciences vigour, talent and enthusiasm of all our
industry in recent years. It takes account stakeholders.
of the challenges that inevitably result
from the recent global financial and This partnership will now be vital to achieve
economic conditions. It responds the ambitious growth aspirations set out in
ambitiously to the opportunities for the Strategy. Overseen by LiSAB, the Action
growth of our Life Sciences community. Plan will drive the delivery of the Strategy,
requiring the alignment of the investment
The Strategy refresh results from extensive and activity of partners across private, public
consultation with our Life Sciences players – and academic sectors.
our businesses, our academic and research
institutions, the National Health Service, The areas set out in the Strategy’s Action
as well as industry bodies, the Scottish Agenda will form the building blocks of the
Government and its agencies. Action Plan. The Action Plan will be published
in the summer of 2011. It will remain a living
This Strategy is, therefore, unambiguously document, enabling LiSAB to monitor delivery
‘owned’ by our private and public sector and progress towards our 2020 growth
agencies in Scotland. To secure a vibrant mission, while nimbly responding to new
and commercially outstanding Life Sciences opportunities as they arise.

12

About the Life Sciences Advisory Board

Formed in May 2009, the Life Sciences Advisory Board (LiSAB) is a joint industry,
enterprise and government strategy team with a very active remit to develop, drive
and deliver the Life Sciences strategy in Scotland. It plays a crucial role in ensuring
Scotland has the best possible environment for fledgling technologies
and established Life Sciences companies alike.

LiSAB fosters support and discussion between key players in the Life Sciences sector,
and those responsible for government policy-making at the very highest level.

LiSAB consists of representatives across the spectrum of the Life Sciences
community including CEOs and senior managers from pharmaceutical,
biotechnology, medical devices and diagnostics companies, contract research
organisations, the research community, the NHS and Scottish Government.

LiSAB’s remit is to set the overall strategy for the growth of the Life Sciences sector
in Scotland, providing advice to government and the public sector on key issues
affecting Life Sciences and to help develop a creative environment where ingenuity
and innovation can create jobs and wealth for Scotland. For current members of
LiSAB please see www.lifesciencesscotland.com and click on the “About Us” link.

If you require this publication
in an alternative format and/or
language please contact us via
www.lifesciencesscotland.com
to discuss your needs.

SE/3350/Mar11

Scottish life sciences strategy 2011

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