Phylloceuticals to Deliver Affordable Medicine to Underserved Areas

first_img Previous articleMahomes the rare quarterback with no weaknessNext articleAP Sportlight Digital AIM Web Support Phylloceuticals to Deliver Affordable Medicine to Underserved Areas Pinterest By Digital AIM Web Support – February 3, 2021 WhatsApp Pinterest Twitter WhatsAppcenter_img TAGS  Twitter DENVER, Feb. 3, 2021 /PRNewswire/ — Phylloceuticals, a privately-held, global technology company dedicated to providing medicine to underserved areas of the world, announced its formation today. The privately held company released details on their PhAAST™ platform, which uses plant-made pharmaceuticals to enable regions and countries to quickly ramp up production of much-needed biologics with public/private and private investment. PhAAST™, or Pharmaceuticals As A Service Technology, is a unique concept that uses a plant-made technology which offers rapid development of biopharmaceutical products at lower capital expense and operating cost. Drug development and manufacturing can happen fast (PhAAST™), enabling countries and regions to quickly develop reliable supply chains for needed biologics medicines. Rather than relying upon the traditional engineering and construction or CDMO models to deliver manufactured drugs, Phylloceuticals’ model helps nucleate teams to produce independently, with a proven production system and ongoing support from the Phylloceuticals team. Phyllo, which is a Greek work meaning ‘leaf,’ signifies the plant-made technology which fuels the PhAAST™ delivery. For more than three decades, the founding partners of Phylloceuticals have worked across the pharmaceutical industry. Their separate career paths have brought them together on a variety of award-winning projects. The strength and deep experience of the cross-functional team lies at the heart of the Phylloceuticals model. The company has a complete portfolio of skillsets, including drug development, regulatory strategy and enablement, full scale manufacturing and marketing support for company and product launch. PhAAST™ also includes groundbreaking data analytics, and top-level AI-enabled process control. This platform fosters continuous improvement and can be monitored from anywhere for a reproducible model that can be replicated across regions and markets underserved currently by large pharma. Phylloceuticals CEO Bill Brydges says: “In regions such as Vietnam, Africa, the MENA region and even Australia and Singapore, commonly prescribed biologics like rituximab for lymphoma and inflammatory diseases may currently be in short supply, or even unavailable to all but the wealthiest. COVID-19 highlighted supply chain difficulties for these regions. The need to rapidly ramp up and supply needed drugs for their own populations was the inspiration behind the formation of Phylloceuticals.” The rising demand for high-quality recombinant therapeutics has driven development of cell-based manufacturing systems for improved production yields. Yet cell-based systems require much higher capital investments and operating costs to finance. Protein therapies now treat a vast number of indications including cancer, diabetes, and inflammatory diseases, and provide a rapid response vaccine platform. Monoclonal antibodies represent the largest market segment at 40% of global market. Other categories include vaccines, antibody drug conjugates, enzyme replacement, diabetes treatments including recombinant insulin, interferons and blood factors. Phylloceutical CSO Barry Holtz, PhD says: “When you bring us an opportunity, feasibility data will be available for you very rapidly. Using our plant-made pharmaceutical (PMP) platform, scale-up is rapid and predictable from early stage process development. The upstream process is always the same and much more cost effective than traditional bioreactor based systems. We have designed a next-gen PMP system incorporating newer plant culture automation, real time AI analytics and the latest in downstream improvements for biologics manufacturing. The time to market is greatly reduced using these new systems and as a result of our years of experience in full-scale manufacturing.” “Prepare for some exciting news in the near future,” – Phylloceutical spokesperson Susan Stipa. The individuals on the Phylloceuticals team have been improving lives for forty years with a variety of skill sets, providing creative therapeutic solutions to difficult medical problems and solving complex challenges for biologics manufacturers. “The experience, expertise, and intellectual property that each of the Phylloceutical partners bring to the table is unsurpassed and highly complementary and their dedication to doing good, by helping underserved areas of the world gain access to the drugs they need, is truly admirable,” says Stipa. The news on the formation of Phylloceuticals was welcomed throughout the industry. “We believe the formation of such a novel new company to address the current weaknesses in the pharmaceutical supply chain couldn’t come at a better moment, says Dr. Sancha Salgueiro, CEO of Chart Bio in Denmark. “I know all of the partners personally, from their prior careers, and to see them collaboratively establish this new method of effectively delivering medicine to those with major unmet drug supply needs, is a tremendous step forward for our industry,” says Dr.Bernard Guay of BGC Pharma Consulting. Phylloceuticals will establish joint development agreements with investors, regions and clients. Other terms of the company formation were not disclosed. About Phylloceuticals Phylloceuticals is a global technology company dedicated to providing affordable medicine to underserved areas of the world. Founded in 2021, Phylloceuticals is rapidly building a reputation for solving complex technical challenges in the most demanding environments — and allowing needed drugs to be produced locally, with ongoing support from our team. Phylloceuticals uses a plant-made technology which offers lower overall investment and a much quicker response time for drug development. Drug development and manufacturing happen fast (PhAAST™), empowering underserved areas of the world to gain access to biologics medicines that other areas of the world take for granted. Phylloceuticals is not a CDMO. We are not a biologics or pharma company. Our mission is to nucleate, enable, and help construct companies in these traditionally underserved regions and underserved markets to manufacture biologics with our plant-made technology. We call it PhAAST™ – Pharmaceuticals as a Service Technology. About PhAAST™ PhAAST™ (Pharmaceuticals as a Service Technology) means: Lower cost facilities and operationsContinuous improvements in plant-made pharmaceutical manufacturing systemsRapid process and product development of new pharmaceutical candidatesContinuously optimized product vectors for an expanding product pipeline and increased production yield.Management and staff recruitment and trainingCentralized expert data management by automated quality control systems and data security through block chain technologyRegulatory support and clinical trial structure and managementDefinition of geographic regions for marketing products, with a special emphasis on bringing biologics manufacturing to underserved areasAssistance with obtaining capitalMarketing launch assistance for new companies For more information on Phylloceuticals, please visit and connect with Phylloceuticals on LinkedIn. Media Contact: Susan Stipa, 484.883.8808, McDay|CGLife, Technical Contact: Barry Holtz, Ph.D., +1.281.794.1436, [email protected] View original content: SOURCE Phylloceuticals Facebook Local NewsBusiness Facebooklast_img read more

Ban the bullies

first_imgSixty per cent of people say workplace harassment has become increasingly ­common, figures from the ­Chartered Management Institute (CMI) show.Indeed, Hell’s Kitchen and other television reality shows arguably legitimise rudeness and what might be construed as harassment. Such behaviour is acted out everywhere, from the playground to the boardroom, and the National Association of Schoolmasters Union of Women Teachers has attacked such shows for giving bullies excuses for their behaviour.But a unanimous House of Lords decision, handed down on 12 July 2006 in Majrowski v Guy’s and St Thomas’ NHS Trust, has added teeth to the Protection from Harassment Act 1997, which seeks to provide protection against bullying and similar harassment at work. An employee brought an action against his employer for ­harassment by the manager, in which the Lords held that the employer was both “vicariously liable” for the actions of the manager but also “strictly liable”. The employee alleging harassment would previously have taken action only against the perpetrator.Vicarious liability is second-hand – or substituted – liability arising from the actions of another, for whom you have some form of responsibility or control.Strict ­liability means that it is no defence that the employer took reasonable steps to prevent the employee from doing the acts complained of.what is harassment?The ruling means that, in future, employers will be liable if the ­harassment occurs, whether or not they knew about it and whether or not they took all reasonable steps to prevent such behaviour happening in the first place.Conciliation service ACAS says bullying and harassment is defined as “unwanted conduct that violates people’s dignity or creates an intimidating, hostile, degrading, humiliating or offensive environment”. This may be persistent or an isolated incident.Mark Shrives, employment partner with Hammonds solicitors in Leeds, says employers need to consider new ways of dealing with bullying and harassment in the workplace. “There is a lot of work being done by schools to combat bullying and harassment, which is potentially capable of being translated into the work context.”He says that, rather than training employees on what they should not do in the workplace, they should focus on improving their interpersonal skills and talk to their work colleagues about issues.Andrew Lightburn, employment law specialist at another Leeds ­legal firm, Shulmans, says the only effective defence is prevention. “In the event that a grievance is made by a victim of bullying, it should be dealt with promptly and any employee found to have committed an act of bullying should be disciplined appropriately.”Jacky G Lesellier, managing director and founder of continental baker and patisserie Bagatelle, which has a factory in Park Royal, north-west London, and a shop in South Kensington, employs 10 different nationalities of staff. Apart from having to sack some people for making racist comments when he first arrived, he says, after 20 years in London he has not found inter-employee harassment to be an issue. He believes this is because he lays down firm rules about equality and respect at work and expects every­one to abide by them.times have changedLegislation and culture has changed things. The 61-year-old recalls people were “more rude” when he started work. “When you made mistakes at work, you sometimes got a boot in the arse – and you always remember that when you do the same job,” he says.If a business has a good management team, then its owners get a daily report of what is going on, so they would be aware if there was anything untoward happening, he adds. “Sometimes, if people are a bit rude, we tell them they cannot do that and tell them how to behave. You have to say there is a line not to be crossed.”Bob Butler is a joint partner with Claire Stein in Otterton Mill’s Organic Bakery, near Bud­leigh Salterton, Devon. He employs 52 people and says that, in four years, there have never been issues of ­harassment in the bakery. “We have a particular image and ethos. I’ve never allowed that to happen and people know that. We are fair and assertive at work.”But you will always get certain frictions between staff, he believes. “You can’t have 50 people working together without that happening. You have a quiet word with someone and ask them what’s going on. Most people get on well with each other.”Butler, who describes the House of Lords ruling as “nonsense”, says: “Common sense and an ­ethical policy govern most of what we do here.”lords’ ruling is ’awful’Diane Turner, a partner in Diane’s Pantry in Reepham, Norfolk, describes the House of Lords ruling as “awful”. She says that, although she only has two or three staff members, harassment could take place no matter how many people were employed in one place. “We certainly get niggles, but I wouldn’t have said you could call it harassment. But then maybe you don’t know it all.”She says she once lost a member of staff, possibly two, because of the behaviour of another employee. “There was a difference of character. That member of staff has gone now. They didn’t have the authority, but liked telling ­other people what to do. They were particularly bossy.”Turner reckons harassment was more commonplace 30 years ago, when she started out, and employees were made to feel inadequate. She worked in the catering department in Norwich Hospital, where she was made to peel vegetables all day. “It was a different generation,” she says. “You said, ’Yes sir, no sir, three bags full sir’. Now you [employers] hardly dare to do anything. You have to be very careful these days.”Jo Causon, director of marketing and corporate affairs at the CMI, says there is a major gap between what managers say they do to deal with harassment and the experiences of those who are being bullied at work.”No single off-the-shelf policy will suit every organisation, but the organisational culture and management style should make it clear that bullying is unacceptable. Shying away from the issue is no excuse,” he says.UK charity Ban Bullying at Work claims bullying is the leading cause of stress-related illness and the leading complaint from employees.Lyn Witheridge, founder, says: “We want both employers and employees to recognise how their own behaviour could have a negative impact on their colleagues and working environment.” nlast_img read more