At Ipsen, medical insights are not an end in themselves. They help us better understand the reality experienced by patients, healthcare professionals and health systems so we can make better decisions across our organization.
This matters because quality insights can lead to clear and focused action: shaping evidence generation, informing medical strategy, strengthening cross-functional decision-making and helping Ipsen respond more effectively to unmet needs. At the heart of this approach is a simple principle: curiosity and active listening can help us act for patients and society.
This reflects Ipsen’s broader strategy: a science-led, patient-driven approach that turns knowledge into enterprise-wide impact. By embedding patient insights and robust data into decision-making, Medical helps connect what we learn through scientific engagement to the strategic choices that shape our evidence plans and portfolio priorities across Oncology, Rare Disease and Neuroscience. This ensures that, as we advance our pipeline and strengthen our portfolio, patient needs remain central to how we create value, guide investment and deliver meaningful impact for the communities we serve.
aligned to quality standards, to bring the right capabilities in curiosity and listening for insights and to capture what matters most and connect evidence to strategic priorities.
to ensure insights are synthesized, assessed and acted on by the right teams.
to identify patterns faster and support more informed decisions.
so insights can shape action across Medical, R&D and beyond.
“When insights are brought together systematically across markets and therapeutic areas, they can help identify shared needs, guide evidence generation priorities and strengthen alignment across functions and geographies. In this way, global strategy is informed not only by data, but by a clearer understanding of what matters most in practice.”
“Insights have the greatest value when they help teams respond to the realities of their healthcare environment – whether by refining engagement, informing local evidence needs or improving collaboration across functions. This is how strategy becomes more grounded, more relevant and ultimately more useful for the communities Ipsen serves.”
Together, these perspectives show that elevating medical insights is not simply about gathering more information. It is about creating the conditions for insight to become action – through shared ownership, clear priorities and a commitment to using what we learn to improve decision-making for patients.
As Ipsen continues to expand our portfolio at every stage of development, turning insights into action will remain essential to how we work. It helps us listen more effectively, learn more systematically and act with greater focus across global and local settings.
Because at Ipsen, the value of insight lies in what it helps us do: make better decisions, work better together and create greater impact for patients.
Ipsen has been recognized with a 2026 LTEN Excellence Award in the “Transformational Enablement” category, celebrating its innovative program“First-line Sales Managers coaching to drive scalable impact.”
This prestigious recognition highlights Ipsen’s ability to guide its teams through change with both effectiveness and empathy, ensuring sustainable impact across markets.
At the heart of this initiative lies a strong conviction: first-line sales managers play a critical role in shaping behaviors, strengthening execution, and ultimately improving patient outcomes.
Coaching practices varied across markets, and the objective was to refocus managers on developing capabilities and coaching.
This insight led Ipsen to redefine the role of first-line managers — moving from operational supervisors to true performance multipliers.
To address this challenge, Ipsen designed a structured, scalable Coaching Excellence Pathway, built around three complementary levels:
A key innovation was the integration of coaching directly into daily workflows through digital tools, enabling structured conversations, consistent tracking, and measurable progression over time.
“This approach goes beyond traditional training: it embeds coaching into everyday practice, ensuring that learning translates into real-world impact.”
Recognizing the diversity of its global footprint, Ipsen adopted a co-creation approach involving more than 10 countries, ensuring the program reflected real field realities and cultural differences.
At the same time, the company actively addressed resistance to change by repositioning coaching as a development and performance accelerator, rather than a corrective tool.
“Coaching was initially perceived as a control mechanism. By reframing it as a growth opportunity, we strengthened engagement and ownership across teams.”
This combination of global standards and local adaptability enabled Ipsen to successfully deploy a consistent coaching culture worldwide.
The program has already delivered strong, measurable results across its early deployment phase:
Beyond these metrics, Ipsen observed tangible improvements in field execution, including more effective healthcare professional engagement and deeper clinical discussions.
“Coaching has become a strategic execution lever, enabling stronger alignment between global strategy and field impact.”
This recognition reinforces Ipsen’s long-term commitment to developing its people and investing in learning as a driver of performance and innovation. By equipping field teams with coaching capabilities, Ipsen is not only improving execution — it is fostering a culture of continuous learning, agility, collaboration, and impact.
“Our ambition is to build a lasting coaching culture where every manager is empowered to develop their teams and deliver meaningful results for patients.”
This award adds to Ipsen’s growing recognition in Commercial learning and development, including several major international distinctions received in 2025:
Together, these achievements demonstrate Ipsen’s ability to design innovative, impactful learning solutions that deliver measurable results at scale.
The LTEN “Transformational Enablement” category recognizes organizations that successfully guide teams through change while ensuring long-term adoption and effectiveness.
Ipsen’s award-winning initiative exemplifies this ambition by combining:
Ultimately, it reflects Ipsen’s commitment to empowering its people to make a meaningful difference for patients worldwide.
The Life Sciences Trainers & Educators Network (LTEN) is the leading global nonprofit organization dedicated to learning and development in the life sciences industry, including pharmaceutical, biotech, medical device, and diagnostics companies.
Founded in 1971, LTEN brings together a large international community of training professionals and learning leaders to share best practices, explore innovation, and advance the impact of education across healthcare organizations.
Through its annual conference, resources, and global network, LTEN plays a key role in shaping how companies develop their people to deliver better performance and ultimately improve patient outcomes.
Each year, the LTEN Excellence Awards recognize organizations and teams that are driving meaningful transformation in learning and development, highlighting initiatives that deliver measurable impact and set new standards across the industry.
At Ipsen, Commercial Learning & Development is how we turn science with purpose into conversations that matter. Every program we offer for our sales representatives and first-line sales managers (FLSMs) who coach them is designed to power confident and science-based HCP conversations.
As part of our commitment to communities, Ipsen has completed the global bi-annual survey to better understand how patient organizations experience collaboration with the company, and to identify opportunities to further strengthen these partnerships.
The results provide valuable insights and serve as an important foundation for ongoing listening and continuous improvement.
The survey highlights areas of strength, while also pointing to clear expectations from patient organizations for deeper, more integrated collaboration in the future.
Patient organizations generally report positive and well-established relationships with Ipsen, built over time through regular engagement and shared objectives.
Many respondents describe mature partnerships grounded in trust, characterized by consistent interactions and a strong willingness to collaborate.
At the same time, their feedback reinforces the importance of maintaining high standards and continuing to evolve these partnerships to meet changing needs.
“At IKCC, our partnership with Ipsen is rooted in a mutual dedication to elevating the patient voice and fostering shared decision-making within oncology. Ipsen consistently demonstrates a sincere commitment to patient advocacy—whether through training initiatives, publications, collaborative events, or ongoing co-production. These sustained efforts ensure that our work together delivers genuine social impact and is instrumental in creating lasting benefits for patients affected by kidney cancer.“
The survey indicates a high level of satisfaction with engagement, reflected in an average score of 8.8 out of 10.
This result demonstrates that Ipsen’s efforts to build constructive relationships are recognized by patient organizations. However, it also signals rising expectations. this key stakeholder group is increasingly seeking earlier involvement in initiatives, more consistent collaboration across markets, and greater transparency and shared value creation.
These expectations highlight that strong engagement today must translate into even more meaningful collaboration tomorrow.
A clear theme emerging from the survey is the ambition of patient organizations to move beyond engagement toward deeper, long-term co-creation.
This includes:
Ipsen recognizes that meeting these expectations will require continued effort, structured approaches, and ongoing dialogue with patient communities.
Ipsen remains committed to listening, learning, and working alongside patient organizations to ensure collaborations continue to evolve in meaningful and impactful ways.
“This feedback reflects strong, trusted relationships built over time. We’re encouraged by the strength of these partnerships, and equally motivated by the ambition of patient organizations to go further. Listening and co-creating will be key to what comes next.”
“My job is to be a guardian of patient safety.”
As Safety Science Director, she works across both early development and post-marketing, ensuring that risks are anticipated, analyzed, and managed so treatments can reach patients responsibly.
Her work currently includes a marketed medicine and another in early development, preparing for the first-in-human trial. “We have to define all the potential risks that we anticipate based on what’s been seen in non-clinical studies and other similar compounds,” she explains. “Once the first patient is treated, GPS is very closely involved in monitoring what happens—every reported adverse event, every side effect.”
That attention does not stop at trial data. “It’s analyzing and interpreting all safety data, whether it comes from clinical trials or the post-marketing side,” she says. “We work to identify any trends or signals that may impact the benefit–risk balance of the medicines. If we do identify something, then we decide what action is needed.”
Her role also extends to Ipsen’s Benefit Risk Decision Board. “It’s the highest level of safety governance,” she says. “Teams bring their data, and the board makes the ultimate decisions. For me, it’s a unique opportunity to understand the important safety decisions being taken for products across the Ipsen portfolio.”
One moment that stands out came during a recent European regulatory submission for an extension of indication. “Part of the strategy was to show that the safety profile was consistent with what was already known for the product,” she recalls. “It was a long journey, but I learned so much along the way, and it was so rewarding when the final decision was approval.”
For Nisha, that is the purpose of pharmacovigilance. “To understand, minimize, and communicate the risks or harmful reactions associated with a medicine, allowing an assessment on the benefit versus the risk to be made,” she says. “What we do is crucial to ensure patients can access safe treatments.”
An article by Pavlos Stampoldis, Medical Affairs Director, Oncology, Ipsen.
Renal cell carcinoma (RCC) has seen remarkable scientific progress over the past decade. Advances in immunotherapy, targeted agents, and combination strategies have reshaped the treatment landscape and transformed outcomes for many patients. Yet for people living with the most common form of kidney cancer, clinical progress alone does not tell the whole story. The International Kidney Cancer Coalition (IKCC) released their 2025 Global Patient Survey, finding that 85% of kidney cancer patients experienced emotional wellbeing challenges, from scan anxiety and strains on interpersonal relationships, to feelings of isolation and uncertainty about the future. Despite this, many never raise these issues with their care team.
For those working in this area every day, the challenge is clear. If the past decade was defined by expanding treatment options, the next must also be defined by how effectively we use then, ensuring patients can access the most appropriate and effective treatment earlier in their journey, while also supporting the people behind the diagnosis and integrating emotional wellbeing into quality RCC care.
RCC is no longer a ‘one size fits all’ disease: subtypes behave and respond differently, presenting unique clinical challenges. For many people, RCC is still diagnosed at an advanced stage, narrowing treatment windows and increasing the urgency of having the right treatment in place as early as possible. While advances in immunotherapy and targeted agents have transformed many patient journeys, outcomes still vary, reinforcing the importance of selecting and initiating the most effective treatment at the right time, rather than delaying optimal care. At the same time, the emotional burden of living with RCC, navigating treatment decisions, managing side effects, and coping with fear of recurrence, is often overlooked within health systems that are primarily structured around clinical endpoints.
Scientific momentum is strong; the challenge now is ensuring that progress translates into real-world impact – supporting clinicians to feel confident in treatment decisions and enabling patients to benefit from effective therapies as early as possible to improve both outcomes and outlooks.
Across global oncology discussions, several shared priorities are increasingly shaping the future of RCC care.
Understanding the Full Patient Experience:
First, we must move beyond clinical outcomes to understand the complete impact of RCC on people’s lives. Traditional evidence frameworks, while essential, rarely capture the emotional and psychological dimensions of the disease. Real-world evidence, patient-reported outcomes, and qualitative research can help close these gaps, offering deeper insight into how patients feel, cope, and what support they need at each stage of their journey.
Embedding Quality of Life into how we Generate Evidence:
Second, the rise of increasingly complex treatment strategies calls for new methodological approaches that place quality of life at their core. Adaptive trial designs, platform studies, and the earlier integration of patient-reported and quality-of-life endpoints offer opportunities to build a more complete picture of treatment value, one that reflects what matters most to patients, not just tumor response.
Keeping Systems in Step with Patient Needs:
Third, regulatory and health technology assessment (HTA) processes must evolve to recognize the full burden of RCC, including its emotional toll, while ensuring that patients can access the most appropriate treatments at the right time in their journey, without unnecessary delays or sequencing barriers. Emerging frameworks, such as joint clinical assessments in Europe, create potential for more aligned, timely evaluations, if implemented in ways that reflect the holistic realities of living with RCC and value emotional wellbeing as a meaningful outcome.
The patient experience must be central to every aspect of care. Living with RCC often means navigating profound uncertainty: treatment choices, side-effect burden, and long-term quality of life. Patients consistently remind us that value is not only clinical — it is also practical, emotional, and deeply personal. Yet far too many people never discuss these struggles with family, friends, or their healthcare teams. As this year’s World Kidney Cancer Day campaign highlights, empowering patients to talk more openly about their emotional wellbeing and ensuring they can access support when they need it is a critical next step for the RCC community.
Progress in RCC depends on partnership. Researchers, clinicians, patient advocates, policymakers and industry each hold part of the solution. Within this evolving landscape, there is a clear opportunity for industry to play a responsible role — supporting clinicians with the evidence, tools and confidence needed to make informed decisions, and working in partnership to help ensure that the right patients receive the right treatment at the right time.
A more joined-up, future-proofed approach would include:
The goal is simple: to ensure that every person with RCC, no matter where they live, is supported not only in their treatment but in their emotional wellbeing throughout the entire journey.
Engagement in these debates is not optional. By stepping forward constructively, responsibly, and with humility, organizations can help shape a system that matches the urgency felt by patients and clinicians alike.
The future of RCC care will not be defined by a single breakthrough. It will be defined by how effectively the community ensure existing advances are used to their full potential — reaching patients earlier, improving outcomes, and addressing both the clinical and emotional dimensions of the disease.
If we collectively commit to smarter evidence, stronger partnerships, and a more holistic view of what good care looks like, the next chapter of RCC does not need to resemble the last.
People living with RCC deserve a faster, fairer, more compassionate system — one that enables timely access to the most effective treatments, supports clinicians in making confident decisions, and recognizes patients as whole people, not just diagnoses. Across the oncology ecosystem, we each have a role to play in making that vision a reality.
Mariam Soukouna didn’t expect to be moved. She was attending an internal finance and procurement seminar the kind of event focused on strategy, performance, and operational priorities. But that day, the team welcomed a guest who had nothing to do with any of that: the mother of a child living with a rare disease.
She spoke about her son, about the years of living with a condition for which no treatment existed, and about what Ipsen’s work represented for their family. A potential future. Something to hold on to.
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For Mariam, it was a heavy testimony to receive. Far removed from slides and dashboards, it was a direct and unfiltered reminder that behind every decision, every contract, every negotiation, there is a patient.
Working in procurement means operating at a distance from patients and healthcare professionals. That distance is structural, not intentional. But it can make it easy to lose sight of the purpose behind the process. That seminar closed the gap.
Since then, Mariam carries that testimony into her daily work. Not as a one-off reminder, but as something that continues to fuel her commitment. Because understanding what your work ultimately serves changes how you show up to do it.
Progressive Familial Intrahepatic Cholestasis (PFIC) can be a complex condition. Finding trusted information about PFIC shouldn’t be. PFIC Colors is designed to help families make sense of these conditions and find the information and support they need, fast.
Progressive familial intrahepatic cholestasis (PFIC) is a group of rare inherited liver conditions that can affect people in different ways.1,2 Symptoms, how the disease progresses and the treatments needed can all vary depending on the different types of PFIC.1
This complexity means PFIC can be difficult for families to understand, especially in the early stages after diagnosis. Families facing a PFIC diagnosis often describe the early days as overwhelming, confusing, and isolating. The condition’s complexity and variable presentation from person to person can make it difficult for families to understand and find information that reflects their lived experience.
It can be a lonely and confusing time, filled with questions and uncertainty. In these moments, having access to trustworthy, community-developed resources can help bring clarity and light to what may otherwise feel like a daunting situation. This is exactly what families can find on the PFIC Network website.
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To help people navigate their way to factual, accurate and supportive information, Ipsen has joined with PFIC Network to develop an engaging and positive campaign that reaches out through digital channels, including social media, to find people who are searching for information on PFIC. Engagement is encouraged with the content using the positive, inspiring and simple concept of talking about PFIC as a disease of many colors.
This color‑inspired initiative is designed to help make sense of PFIC’s complexity by guiding families to the full spectrum of resources available on the PFIC Network website. It aims to bring color back into people’s lives through clearer, more accessible information and meaningful connection with a community that understands their lived experience.
Emily Ventura, co-founder and executive director of PFIC Network and mother to Cedar, who lives with PFIC, has experienced firsthand how challenging the early stages of diagnosis can be.
Emily shares more about this initiative in the video below, reflecting on why bringing clarity, connection and community to PFIC families is so important.
“When my daughter was diagnosed [with PFIC], back in 2012 we were not given any resources or contacts with any community for support, none existed yet. That left us feeling lonely, isolated and fearful of her diagnosis.”
As Emily connected with other parents who were going through similar experiences, it became clear that many people were navigating PFIC without guidance or support. These shared realities led to the creation of PFIC Network, now a global community offering the full spectrum of trusted information and connection for people living with PFIC and those who care for them.
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The PFIC Colors approach is designed to help families navigate PFIC in a clearer, more accessible way. By organizing information into six colour‑coded topic areas and grounding every section in lived experience, the PFIC Network helps families feel more confident and in control as they navigate their PFIC journey.
If you wish to find out more about PFIC, click on the individual topic boxes below to visit the dedicated section of the PFIC Network’s website to learn more.
PFIC is usually diagnosed in infants and young children, but also in teens and adults too. At first, you may feel scared, isolated and unsure where to turn – these feelings are normal.
Symptoms can have a huge impact on day-to-day life but can be managed. One of the most common is extreme itch (pruritus).
There are currently 13 known types of PFIC, each caused by changes in a different gene. While may symptoms overlap across PFIC types, each type has distinct features that set it apart. More types are being discovered regularly, helping us understand PFIC better and, ultimately, improve care.
PFIC is typically diagnosed in children, but it can affect adults too, sometimes after years of unexplained liver symptoms. It may present differently than in children, which can make diagnosis challenging. Understanding adult experiences with PFIC can help you find the right support and care.
PFIC is inherited, meaning it’s passed down through families. Even with the same type of PFIC, people can have very different experiences depending on the specific changes – or mutations – in the gene involved. New mutations are being discovered all the time, helping shape how PFIC is diagnosed, understood, and managed.
There are different treatment options to consider, from medications to surgery and liver transplant. Talking about these with your doctor can help you understand the best one for you or your child.
Visit PFIC.org for the full spectrum of information about PFIC.
This campaign was developed together by Ipsen and PFIC Network.
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[1] Baker A, et al. 2019. Systematic review of progressive familial intrahepatic cholestasis. Clin Resh Hepatol Gastroenterol. 43(1):20-36.
[2] Mighiu C, et al. 2022. Impact of progressive familial intrahepatic cholestasis on caregivers: caregiver-reported outcomes from the multinational PICTURE study. Orphanet J Rare Dis. 17(32):1-12.
By Ivan Diaz-Padilla, Senior Vice President and Global Head, Oncology Therapeutic Area Unit, R&D
Acute myeloid leukaemia (AML) remains a difficult blood cancer to treat. Despite progress, relapse is still common and long-term disease control remains out of reach for many, especially older patients or those who cannot receive intensive chemotherapy. As we learn more about AML, we are seeing that if we want to change this, we need to think differently.
From evasion to engagement
Research is revealing a dynamic and complex AML picture, one in which the immune system plays a central role. AML is not simply a disease of cancer cells; it is shaped by a continuous interaction with the body’s immune system. This evolving understanding is shifting how we think about treatment and raises a fundamental question: could engaging and supporting the body’s own immune system open new treatment possibilities?
Using the immune system to treat cancer is not a new idea. But in AML, it has proved challenging, revealing the true extent to which AML not only hides from the immune system but actively weakens it. This has shown we cannot rely on broad immune activation alone. We need strategies that are more precise, more targeted and designed to overcome these barriers AML creates.
Emerging treatment strategies
At Ipsen, we are advancing this thinking by exploring next-generation approaches to mobilize immune responses, including selective activation of specific T cell subsets, with greater precision and control. This marks a shift towards selective immuno-modulation and with it, a more deliberate way to harness the immune system.
Combining these new immune-targeted therapies with established treatments may offer a path to improving efficacy while maintaining tolerability, and to address multiple overlapping pathways impacted by AML.
Looking ahead
The need for new approaches in AML is clear. What is also clear is that the next wave of progress will come from a deeper understanding of the disease as a system.
We believe this means embracing the complexity of immune biology and translating it into targeted, scalable innovation. We do not underestimate the challenge. Progress will require scientific rigour, collaboration and persistence. But the opportunity is real: to move beyond short-term responses and towards more durable outcomes for the patients who need it most.
Philippe Lopes‑Fernandes, Chief Business Officer
Science has changed – the best deals evolve with it
A decade ago, medicine development looked very different. Today, some of the most exciting science is coming from small, focused teams moving at speed – teams working under real operational constraints, with little room for anything that slows them down.
Many conventional deal structures weren’t built for this reality. They prioritize stability at signing: rigid frameworks based on assumptions that may not survive first contact with the data. Science is iterative and unpredictable. When a deal structure and the way partners work together cannot move with it, friction builds and can ultimately get in the way of work.
What I look for in any partnership goes beyond the structure of the deal itself. It is shared purpose in action, ongoing connection between the parties before and long after signing, and an alignment of judgment that holds even when the science moves faster than any contract could anticipate.
The challenge is building something sturdy enough to hold, yet flexible enough to adapt. The best deal structures are not off the shelf. They are built for the partnership in front of you, and that’s where creativity, innovation and an ongoing willingness to evolve come in.
Building creative deal structures
No two partners are the same, so no two deals should be. Our starting point is always genuine understanding: not just what a partner is bringing to the table, but what would actually make the collaboration work for them. Where can our complementary strengths most effectively accelerate the science? Where are the critical decision points? What does success look like at each stage of the science?
The deal structure is the output of that conversation, not a template applied to it. That’s what makes it creative: fit-for-purpose design built around bold, transformative science.
The proof is in the pipeline
Since 2020, Ipsen has built more than 35 programs through partnership. In 2025 alone, three deals I’m particularly proud of – each structured differently, each shaped around the specific science and the specific partner – are unified by one purpose: bold science with the potential to change treatment paradigms.
The future belongs to deal structures that are flexible, personal, and fit for how medicine development is actually done today: lean teams, rapid cycles and real constraints. That’s the standard we hold ourselves to and our pipeline reflects it.
By mobilizing the right partners across our value chain and engaging our employees to move forward together
For a company like Ipsen, environmental impact doesn’t stop at the boundaries of its operations. In fact, that’s only a small part of the picture.
Most of our footprint lies elsewhere across our value chain. It is shaped by the partners we work with, the materials we source, the way our medicines are developed and delivered. Today, around 90% of our emissions fall under Scope 3, reflecting the complexity of the pharmaceutical ecosystem.
This reality is reshaping how we approach sustainability.
In recent years, Ipsen has made significant progress in reducing emissions from its own operations. Scope 1 and 2 emissions have been cut by more than half compared to 2019, driven by improvements in energy efficiency, electrification, and more sustainable operational choices In parallel, we have also taken action on key parts of our Scope 3 footprint, including business travel, fleet, packaging, and employee commuting, areas where change can be implemented more directly. These results demonstrate that progress is already underway, and that growth and environmental responsibility can move forward together.
The next phase is different. It is less about what we can do alone, and more about what we can do together.
We are now expanding our approach to Scope 3, moving from ambition and frameworks to execution with our suppliers and partners. Reducing these emissions requires a shift in how an entire ecosystem operates. It means partnering with our key suppliers to better understand their emissions and to identify where meaningful reductions can be achieved. It means moving beyond estimates to more precise data, enabling targeted and measurable action. And it means embedding sustainability into core business processes across our purchasing process, from strategy to operations.
In a highly regulated industry like pharmaceuticals, change does not happen overnight. Supply chains are complex, and even seemingly simple evolutions such as packaging require time, validation, and regulatory approval. But these constraints do not limit ambition. They define the path forward.
At Ipsen, we believe that progress depends on shared responsibility. It is built through long-term partnerships, continuous improvement, and a willingness to tackle the most complex parts of the challenge.
On World Environment Day, the message is clear: we want to reduce our impact and we act where it matters most. Building on what we have already achieved, we are accelerating action across our value chain.