Email story to a friend Email story to a friendPrintable version Printable version

GlaxoSmithKline makes major shift on drug prices in developing countries

Date: 16 Feb 2009

Andrew Witty, CEO of GlaxoSmithKline

The new CEO of pharmaceutical giant GlaxoSmithKline, Andrew Witty, has said that the company will slash prices on all medicines in the poorest countries, give back profits to be spent on health care, and shake up the patent protection covering potential drugs that could be developed.

The announcement signifies a major break with the previously common position of the drug companies faced by demands they make essential drugs cheaper for the poorest communities across the world. Announcing the change in an interview with the Guardian, Witty said that he believes drug companies have an obligation to help the poor get treatment, and challenged others to follow GSK's lead.

In detail, Witty said that GSK would cut prices for all drugs in the 50 least developed countries to no more than a quarter of the prices in home markets such as the UK and US. Most radically, the company would put chemicals and processes where it owned the intellectual property rights into a 'patent pool' so they could be explored by other researchers looking for drugs to treat neglected diseases.

Bookmark with:

Post this story to Del.icio.us  Del.icio.us | Post this story to Digg  Digg | Post this story to reddit  reddit | Post this story to Facebook  Facebook | Post this story to StumbleUpon  StumbleUpon

Comments


You must be logged in to add comments

No comments added - be the first!


Special Feature

Children carving a block of sandstone
Photo: Chris Harrop

Values carved in stone

While TV documentaries focus on children working in textiles, an altogether tougher, more difficult issue gets little attention. Watch this - and you'll never buy paving for your patio or driveway without asking a few questions first.

Similar news stories

From the same country

Other stories about this company

Currently most popular stories

 

 

 

 

Marshalls case study