“Traditionally, the pharma industry used to separate the two business models, but I believe there is a case for innovating around an integrated model and leveraging on the synergies created” - stated Paolo Tubertini, interviewed by Global Business Review Magazine - “For instance, we can translate our generics expertise in regulatory matters into the CDMO business.

With 350 compounds sold worldwide, Olon has a deep knowledge of global regulations, which we want to inoculate across the structure of the organization, adding value to the CDMO business. Reversely, we found an opportunity to borrow from the strengths of the CDMO business when it comes to equipment usage.

CDMOs are strictly engaged with order agreements from a single customer, which often leads to the under-utilization of an asset. At Olon, we fill the remaining capacity with generic compounds, based on stock levels. In this way, we optimize asset use without compromising service availability to customers. Finally, Olon not only takes the partner through the entire journey but is also able to share the responsibility of a product’s performance as part of a contract with transparency. In conclusion, we have the capability to play a crucial role in reaching the final success of the development process.

We first look at innovation in terms of innovating the way we make things - our production processes, technologies, and market strategies. Within this wider program of innovation, we also see innovation as investing in new technologies, such as flow chemistry, enzymatic production, and high potency drugs – a landmark space for Olon, where we have been present for 50 years. Personalized and precision medicine will require smaller drugs and therefore, smaller reactors, which will inadvertently increase prices, so we keep abreast of these developments. In 2021, we foresee a total capital investment of €65 million, which is roughly 12% of our sales.