The UP Pharma Conclave 1.0, held in Lucknow, marked a significant step in advancing Uttar Pradesh’s pharmaceutical and life sciences ecosystem. The conclave brought together government representatives and industry stakeholders to outline a long-term vision for strengthening pharmaceutical manufacturing, investment, and innovation in the state.

As part of the conclave, Raspa entered into a Memorandum of Understanding (MoU) with Invest UP to establish a state-of-the-art, greenfield, multi-product fermentation-based manufacturing facility in Uttar Pradesh.

**Project Overview**

The proposed facility is planned with a total fermentation capacity of 300 m³ and will focus on the manufacturing of Active Pharmaceutical Ingredients (APIs) across the therapeutic segments of oncology and autoimmune disorders. The project is intended to support both domestic and global pharmaceutical supply chains, while contributing to the development of high-quality API manufacturing capabilities within the state.

The MoU represents Phase 1 of the project, laying the foundation for scalable, efficient, and sustainable manufacturing operations. This phased approach reflects Raspa’s long-term commitment to building robust infrastructure and maintaining high standards of quality, compliance, and operational excellence.

**Alignment with Uttar Pradesh’s Industrial Vision**

The initiative aligns with the Hon’ble Chief Minister’s vision of building a trillion-dollar economy for Uttar Pradesh, driven by industrial growth, advanced manufacturing, and long-term value creation. Through this project, Raspa aims to contribute to the state’s evolving pharmaceutical ecosystem by supporting manufacturing-led growth and fostering industry–government collaboration.

Guided by its core principles of affordability, accessibility, and sustainability, Raspa continues to focus on responsible manufacturing practices that strengthen healthcare outcomes while creating enduring value for stakeholders.

**Looking Ahead**

The UP Pharma Conclave 1.0 highlighted the increasing momentum within Uttar Pradesh’s pharmaceutical ecosystem and the importance of collaborative initiatives in shaping its future. Raspa remains committed to supporting initiatives that enhance India’s life sciences landscape and contribute meaningfully to the state’s industrial and healthcare ambitions.


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Raspa Enters into MoU with Invest UP for Greenfield API Manufacturing Facility

Milestones are not just markers of time – they are reminders of journeys taken, challenges overcome, and visions pursued. As Raspa completes five remarkable years, we reflect not only on where we are today but also on the path that brought us here. As part of our fifth-anniversary celebrations, Saksham Charan engaged in a conversation with our CEO, Padmakshi Agarwal, who shared insights into Raspa’s early days, key challenges, and the vision shaping our future.

**Saksham Charan:** What central idea or motivation served as the foundation for Raspa’s inception?

**Padmakshi Agarwal:** From childhood, my parents hoped I would become a doctor. But early on, I realised that while medicine is a deeply noble profession, my true calling lay elsewhere — in developing the very drugs that doctors use to save lives. Among all therapeutic areas, cancer always struck a chord with me. Each year, nearly 18 million people are diagnosed with cancer and about 9 million lose their lives, placing the global survival rate at a distressing 50%. These numbers weighed heavily on me and fuelled my determination to find new ways to improve patient outcomes.
This conviction guided my education and career in cancer research. Over time, I felt an even stronger pull — the desire to build something of my own. Through countless conversations with doctors and patients, I came face-to-face with a painful truth: life-saving oncology and immunology therapies exist, yet 99% of Indian patients simply cannot afford them. In many families, the cost of treatment can equal an entire decade of household income.
This realisation marked the beginning of Raspa’s journey. It became our purpose and our mission: to make complex, advanced medicines more affordable and accessible for those who need them most. Though these drugs are technologically challenging to manufacture, we believed — and continue to believe — that strong research and innovation can overcome those barriers and significantly reduce costs.
At Raspa, we remain firmly patient-centric, guided by a single question: How can we save more lives while reducing the financial burden on families?


**Saksham Charan:** What key challenges did you face during Raspa’s formative years?

**Padmakshi Agarwal:** When we started Raspa in August 2020, our earliest and most formidable challenge was the pandemic itself. Survival — both personally and as a company — was uncertain. With nationwide lockdowns in place, everything came to a halt: no meetings, no site visits, no incubation spaces. We had to build the foundation of Raspa entirely virtually, from engaging with stakeholders to evaluating potential incubation facilities.
These constraints significantly impacted our timelines in the first two years because, unlike software startups, we could not operate solely from laptops. We needed laboratories, specialised equipment, and physical space. Once the second wave subsided and lockdowns were lifted, I vividly remember travelling across India — from Ahmedabad to Bengaluru to Hyderabad — in full PPE to assess potential locations for our R&D centre and future manufacturing site.
Initially, we explored incubation options at prominent government institutions, including IITs and CSIR facilities. To our surprise, none of these renowned organisations had the necessary infrastructure, such as benchtop bioreactors or high-pressure chromatography systems. That was when we truly realised how limited biopharma infrastructure was in India. With no viable alternatives, we made the bold decision to build our own R&D facility from the ground up. It was a daunting prospect — after all, setting up a laboratory is typically something seasoned academic or industry professionals do after decades of experience, not two founders in their twenties. But we were ambitious — perhaps ambitiously bold — and we were determined to make it happen.
The journey was anything but easy. Every step brought a new challenge, from arranging basic infrastructure like Wi-Fi, water, and electricity to identifying the right collaborators and, most importantly, assembling the right team. Yet, step by step, we persevered.
Today, our R&D centre has been operating successfully for three years, powered by a talented and dedicated team. That challenging journey has shaped Raspa’s identity and strengthened our resolve — laying the foundation for everything we aspire to achieve.

**Saksham Charan:** What steps did you take to transform your idea into a tangible reality?

**Padmakshi Agarwal:** The turning point from idea to implementation came when we committed ourselves to rigorous market research to understand the problem statement in depth. For nearly two months, Ram and I immersed ourselves in every available data source, analysing trends, market gaps, and unmet patient needs. Through extensive conversations with doctors and patients, one insight became unmistakably clear: millions of people were unable to access life-saving drugs, and the barrier was not demand — it was technology. That was when we realised we could make a meaningful difference.
The core challenge lay in manufacturing APIs (Active Pharmaceutical Ingredients, the building blocks of medicines) using microorganisms, which naturally produce only trace amounts of the desired compounds. However, with rapid advancements in biotechnology, we believed these limitations could be overcome. I have always held the conviction that nothing is truly impossible — what appears impossible is simply something humanity has not yet worked hard enough to achieve.
I vividly remember a conversation with a CSIR director where we joked about transforming microorganisms into our “robotic workers,” producing exactly what we instruct them to. Today, that concept is no longer aspirational — it is a scientific reality. With modern tools that enable us to programme, control, and optimise cells, we can genuinely push the boundaries of what biology can accomplish.
Our journey from concept to execution was ultimately about translating a bold vision into a practical, actionable roadmap. It evolved from a desire to help patients into a clear, achievable pathway to do so. As Bill Gates aptly said, “Vision without execution is daydreaming.” And that is why, step by step, we built Raspa with execution at its core — turning vision into reality every single day.

**Saksham Charan:** What personal and professional meaning does this five-year milestone hold for you?

**Padmakshi Agarwal:** Reaching the five-year milestone evokes a multitude of emotions — from feeling as though this journey began only yesterday to feeling as if we have lived a lifetime of experiences in a remarkably short span. Yet above all, what I feel most is profound gratitude.
Gratitude for our exceptional team who believes deeply in our vision and works tirelessly to advance it. Gratitude for our board members, mentors, advisors, vendors, and all the stakeholders who placed their trust in us when Raspa was still just an idea. And lastly, heartfelt gratitude for my family — and for the families of our team members — who stand beside us and share the sacrifices this journey demands every single day.
These five years have been nothing short of a roller-coaster, filled with highs, lows, and everything in between. But the truth is, I have always enjoyed roller-coasters. Every twist, turn, and challenge has been worth it, and I have valued every moment.
As we look ahead, I feel even more energised and optimistic about the future. The next chapter for Raspa promises to be our most exciting yet.

**Saksham Charan:** What is your strategic vision for Raspa over the next five years?

**Padmakshi Agarwal:** The first five years were devoted to laying a strong foundation — building systems, establishing our R&D capabilities, and refining our processes. The next five years will focus on translating that groundwork into tangible, large-scale outcomes.
Our vision is to become the first company in the world to establish an end-to-end continuous process for fermentation-based APIs, particularly in oncology and immunology. By doing so, we aim to reduce manufacturing costs by at least 50% and lower our carbon footprint by more than 30%, staying true to our commitment to sustainability.
Above all, these innovations must translate into real benefits for patients. Patients remain at the centre of everything we do. Over the next five years, our goal is to move beyond laboratory success and bring our processes to full commercialisation — ensuring that life-saving medicines reach patients at prices they can afford.
In essence, our path forward is clear: innovate, execute, commercialise, and create meaningful impact. The journey ahead will undoubtedly be challenging, but it is also incredibly exciting.

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Purpose, Perseverance, and Progress: Raspa’s Five-Year Journey Through the CEO’s Lens

At Raspa, leadership is not just about driving growth – it is about inspiring people, fostering innovation, and creating a lasting impact on society. Recently, our CEO and CFO were recognised on two prestigious national occasions for their contribution to healthcare and the startup ecosystem. These recognitions are milestones that highlight the vision, resilience, and values guiding Raspa on its journey towards making healthcare more affordable, accessible, and sustainable.

The First honour came during the 76th Republic Day celebrations on 26 January 2025 at the House of the Governor of Uttar Pradesh, where both our CEO, Ms Padmakshi Agarwal, and our CFO, Mr Ram Agarwal were acknowledged by the Hon’ble Governor of Uttar Pradesh, Smt. Anandiben Patel and Hon’ble Chief Minister of Uttar Pradesh, Shri Yogi Adityanath. This recognition highlighted their skill in guiding Raspa through obstacles while guaranteeing patients access to affordable, high-quality healthcare. Their leadership exemplifies how young companies can create meaningful change and play an active role in shaping India’s entrepreneurial landscape.

More recently, during the 79th Independence Day celebration on 15 August 2025 at the House of the Governor of Uttar Pradesh, our CEO was again recognised by the Hon’ble Governor of Uttar Pradesh, Smt. Anandiben Patel and Hon’ble Chief Minister of Uttar Pradesh, Shri Yogi Adityanath for her role in driving healthcare innovation. This honour emphasised her commitment to pioneering sustainable solutions and ensuring that healthcare becomes more affordable and accessible for patients globally. To be acknowledged on such a historic occasion is a proud moment for Raspa, reinforcing our belief that our work contributes not only to industry growth but also to the nation’s progress.

During the event on 15th of August, Padmakshi also had the privilege of meeting and interacting with Prof. Alok Dhawan, Director of CBMR and a leading authority in genotoxicity, along with Prof. Soniya Nityanand, Padma Shri awardee and Vice Chancellor of KGMU. Their vision of translating scientific advances to tangible healthcare outcomes is deeply inspiring and reinforces our dedication to transforming innovation into accessible healthcare solutions.

These accolades are more than just recognition of individual achievements – they are symbols of Raspa’s culture of purpose, perseverance, and innovation. We take immense pride in our leadership team, whose dedication inspires the entire organisation. As we celebrate these achievements, we reaffirm our commitment to promoting high-quality healthcare with integrity and dedication, ensuring it remains accessible to all. An honorary toast to our leaders – for showing us the way forward, and to Raspa – for continuing to grow with purpose.


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When Purpose Meets Impact: National Recognition for Raspa’s Leadership

Can we slow ageing in humans? Can humans achieve immortality? These questions have piqued mankind’s curiosity since time immemorial. However, it was not until the beginning of the twentieth century that scientists actually began studying mortality curves of different cellular organisms including humans, which provided solid evidence that human lifespan can be extended in the absence of evolution. This paved the way for early studies conducted in the 1900s that focused on slowing the process of ageing instead of stopping it all together. Studies conducted by Michael Klass discovered the first set of genes posited to be involved in the process of ageing. And it was in 2009 that a breakthrough was made in the search for an anti-ageing compound and the role of rapamycin in slowing ageing was first reported. 

## Introduction to Rapamycin
Rapamycin (also known as Sirolimus) is a macrolide produced by Streptomyces hygroscopicus, which was first isolated in 1975 from the soil samples of South Pacific island of Rapa Nui. Its clinical use stems from its ability to block the mTOR pathway that controls cell growth and metabolism. 

Initially, Rapamycin was identified as an antifungal agent but later its immunosuppressive and anti-cancerous properties were established. It was only in 2009 that a study conducted by Harrison et al. demonstrated its anti-ageing property. This study has since lead to multiple studies being conducted globally to establish rapamycin's potential as an anti-ageing compound.

## Studies supporting Rapamycin’s role in anti-ageing
The TOR (target of rapamycin) pathway, which senses nutrients, contributes to cellular and organismal ageing. Invertebrates, such as yeast, nematodes, and fruit flies, have longer lifespans when the TOR signalling pathway is inhibited through genetic or pharmaceutical intervention. In many model organisms, including mice, rapamycin has been shown to increase lifespan by inhibiting this TOR pathway, with the most pronounced effects on longevity reported in females.

According to a study by Harrison et al., when rapamycin was given to 19-month-old mice, an increase in the median lifespan of 14% for females and 9% for males was observed. In a different multi-centre study, genetically heterogeneous mice were given rapamycin in food starting at the age of 9 months, and at each of the three study centres, there was an appreciable increase in life span. Female median survival increased by 18% and male median survival increased by 10%. Further, a study by Bitto et al. showed that treating 20-month-old mice with a high dose of rapamycin for only 3 months resulted in a dramatic increase in the median lifespan of both the sexes. Female median lifespan increased by 39% and male median lifespan increased by 45%. Additionally, it was also interestingly observed that changes induced by rapamycin such as those in the microbiome were not transient but persisted after rapamycin treatment was discontinued. 

Rapamycin’s conclusive role in increasing mammalian lifespan led researchers to probe the next most important question. Does rapamycin impact only lifespan or does it also potentially delay age-related diseases? Several studies conducted over the years corroborated this theory and demonstrated that rapamycin not only extended lifespan but also delayed age-related diseases such as cardiac diseases, cancer, and neural degeneration, amongst others. In a study conducted by Flynn et al., 24-month-old female mice were given rapamycin for 3 months, and health outcomes were assessed using a range of non-invasive tests. In comparison to the mice that were fed a control diet, rapamycin treatment not only reversed the age-related decline in cardiac function but also led to advantageous behavioural, skeletal, and motor changes in the test mice. It was also noted that the improvement in cardiac function persisted for 2 months after rapamycin treatment was discontinued. 

In another study, a two-year experiment was performed by Anisimov et al. using inbred mice that received rapamycin three times per week for two weeks, then a break of two weeks beginning at the age of two months. The study showed that rapamycin reduced ageing-related weight gain, lengthened life expectancy, and postponed spontaneous cancer. 

Furthermore, in a study carried out by Urfer et al., 24 healthy, middle-aged dogs were given either a placebo or a non-immunosuppressive dose of rapamycin for 10 weeks. Results revealed that when compared to dogs who received a placebo, the rapamycin-treated group experienced no clinical side effects. In the dogs treated with rapamycin, echocardiography indicated improvement in both diastolic and systolic age-related measures of heart function. 

## Future Implications
As an mTOR inhibitor, rapamycin, the first drug with demonstrable anti-ageing effect in mammals, exhibits exceptional potential for extending lifespan. Based on the studies conducted over the past 10 years, three major findings surrounding rapamycin’s role in anti-ageing have been identified. Firstly, it has been determined that rapamycin increases the lifespan of both male and female mice, which is unique because all other anti-ageing interventions are sex specific. Secondly, rapamycin is effective over a wide range of doses; it does not have a negative effect on lifespan, even at high doses. Lastly, rapamycin not only reverses many of the adverse aspects of ageing late in life but also need not be administered continuously; its effect might persist well after it is discontinued. 

Given these promising results, the imminent next step is to take rapamycin to clinical trials for use in humans. However, there is always a veritable concern around how well would the results generated in mice models translate in humans. Extensive studies, therefore, need to be conducted to determine the long-term side effects, dosage, and route of administration of rapamycin in humans before the age-old quest of increased lifespan may finally become a reality. 


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Rapamycin-A potential anti-ageing compound?

Transplant rejection can be prevented with the use of Tacrolimus and other medications. Tacrolimus belongs to a class of drugs known as immunosuppressants. According to Joshua Diamond, MD, Associate Medical Director of Penn Medicine's Lung Transplant Program, Tacrolimus is a primary calcineurin inhibitor that has been commonly prescribed to lung transplant recipients for more than 15 years now.

Tacrolimus is currently available for administration in two forms-intravenous and oral. Having tacrolimus orally, however, has a few setbacks including limited and erratic bioavailability; multiple drug interactions; and adverse effects such as nephrotoxicity, neurotoxicity, hypertension, and onset of diabetes mellitus. 

Recently established pulmonary route of drug delivery addresses these issues and provides a more viable and safer route of administration. Pulmonary drug delivery introduces the drug in higher concentration within the lungs while reducing systemic adsorption, thereby resulting in a potentially lower incidence of adverse effects. 

A team at the University of Texas, Austin headed by Sawittree Sahakijpijarn has developed a novel formulation of Tacrolimus for pulmonary route of administration employing thin film freezing (TFF). TFF is a particle engineering technology that can alter the physiochemical properties of a drug such as particle size, surface characteristics, morphology and crystallinity. According to previous studies Tacrolimus combined with 50% w/w lactose was found to be safe and effective for treatment of lung transplant rejection in rodent models. Sahakijpijarn et al therefore used the combination of tacrolimus and lactose along with the TFF technology to develop a lyophilized powder that can be delivered to the lung using both a nebulizer and a dry powder inhaler. A pilot study was then performed by the group in human subjects to determine the efficacy and safety of this formulation. 

20 healthy volunteers were enrolled for the study. All the enrolled subjects were given a dose of the novel formulation comprising of 3 mg tacrolimus and 3 mg lactose through a nebulizer in stage 1 of the study. In stage 2, 10 out of the 20 enrolled subjects were randomly selected to take the drug of the same dosage through an inhaler.   
 
Symptoms recorded over a 24-hour period included cough, abnormal taste, shortness of breath, abnormal throat sensations and chest discomfort, with abnormal taste being the most common symptom reported during both the stages of the study. A majority of subjects enrolled for stage 2 also reported cough as a common symptom, which patients who were nebulized did not experience. This study therefore demonstrated that both the nebulization of TFF-TAC-LAC colloidal dispersion and dry powder inhalation of TFF-TAC-LAC powder were well-tolerated and safe methods for targeted drug delivery to the lung. 

According to this study, inhaled Tacrolimus has similar pharmacological effects in humans as it does in animal models. The inhalation route offers the opportunity of delivering an immunosuppressant directly to the target site. Therefore, inhaled tacrolimus should be considered as the preferred future therapeutic option for patients with lung conditions requiring immunosuppression. 


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Inhalable Tacrolimus for Lung Transplant Patients to be a Reality Soon

Over the years the pharmaceutical industry has grown from small-scale manual processing with simple tools to large-scale production employing process control and automation. This trillion-dollar industry has been the slowest to adopt technological advancements such as the internet of things (IoT), artificial intelligence (AI), robotics, and advanced computing due to regulatory, technical, and technological challenges. However, with improving techno-commercial and regulatory conditions, the advent of Industry 4.0 that promises to bring to the forefront autonomous manufacturing systems with little to no human intervention is inexorable. Such advancements have the potential to transform pharmaceutical manufacturing and logistics to unprecedented efficiency and productivity. 
  

# **Brief History of Pharma Manufacturing**
The pharmaceutical industry had very humble origins stemming from herbal plant preparations using hand tools. The industrialization of these botanical, mineral, and animal-derived medicines happened only in the 19th century when hand-operated tools were transformed into industrial equipment able to crush, mill, blend, and press larger quantities of medicine. This period is often classified as Industry 1.0. 

The second industrial revolution was enabled by electricity. Early electronic machines, assembly lines, and minimal automation was employed during this period, which allowed manufacturers to control only basic parameters in their processes. 

For better quality monitoring, increased automation brought about by process analytical technology (PAT) and model-based processes called Quality by Design (QbD), led to the third industrial revolution at the onset of the 21st century. These advanced technologies provided real-time monitoring and process simulations within predefined parameters. Despite the value addition offered by these technologies, the pharmaceutical industry has been slow in adopting them. This is because a deeper understanding of processes and real-time analytics is required to maximize the potential of PAT and QbD and usher widespread implementation. Industry 4.0, the future of pharmaceutical manufacturing builds upon Industry 3.0 and its shortcomings.


# **What Industry 4.0 will look like?**
AI, IoT, and robotics all interconnected with minimal intervention of humans can be viewed as the face of Industry 4.0. Such integration can be brought about by digitization of multiple complex pieces of the pharmaceutical value chain with the help of IoT and embedded cyber-security. It will also involve the journey from simple data collection to digital maturity in which raw data captured from a manufacturing process will be converted into actionable wisdom by artificial intelligence. It is this “wisdom” that fuels the autonomous systems to self-optimize and make decisions with minimal human involvement.


# **How it can be deployed?**
Pharmaceutical manufacturing, for instance, could combine external data - including variables such as patient experience, market demand, supplier inventories, and public health emergencies - with internal data - such as energy and resource management, modeling and simulation results, and laboratory results. Such data integration and analysis can substantially streamline production capacity utilization and reduce time to market, thereby, leading to resource optimization and major cost savings.

Other areas of automation in manufacturing operations include the use of computer vision technology to replace human inspections of packaging, caps, and vials. Additionally, predictive equipment maintenance can be employed with the help of IoT and AI to reduce disturbances, risks, and production downtime. Furthermore, AI-enabled automation can be used to streamline analytical testing and ensure continuous quality assurance and data integrity across the production line. 

AI-enabled technologies can lead to optimizations in not only product manufacturing but also product development. Deep learning models can be used for process simulation during developmental stages. Furthermore, such models can be employed for optimizing different stages of drug discovery from lead generation to the prediction of pharmacokinetics and pharmacodynamics of potential drug targets.


# **Challenges in Implementation**
Industry 4.0 is the future of pharmaceutical manufacturing; however, certain regulatory, technical, and logistical challenges persist that need redressal. The lack of precedent in the industry, the costs associated with development, and the uncertainties surrounding regulatory approval have led many companies to adopt a “first to be second” approach. 

## Regulatory Challenges
The current regulatory framework which is based on prescriptive processes and parameters rather than performance-based regulation has prevented many pharmaceutical manufacturers from adopting new technologies. The US FDA has been working on the transition to performance-based regulation for almost a decade now and it was only in June 2021 that the draft guidelines for performance-based regulation such as those focusing on the continuous manufacturing of drug substances and products were published. A formalized framework in the near future based on these guidelines will certainly expedite the adoption of modern manufacturing technologies. 

Another major hurdle has been the burden of filing regulatory applications across multiple global jurisdictions with varying regulatory expectations, especially for new manufacturing technologies. The constitution of a single regulatory authority and universal manufacturing standards will alleviate this challenge and is therefore the need of the hour. Such harmonization will ensure that high-quality medicines are developed in the most resource-efficient manner globally. 

## Technical Challenges
Industry 4.0 officiates the need to capture, process, and retrieve large amounts of stored and real-time data to facilitate end-to-end automation of the entire manufacturing process. The challenge in handling such large datasets lies in storing them securely. Robust standards around data capture, storage, analysis, transmission, and protection are therefore required. Manufacturers might have to collaborate with third-party data centers in the future to address their growing need for data storage. 

Moreover, a smart factory requires continuous communication between the hardware and the software components. This requires extensive investment in advanced networking technology- from networking cables, sensors, machines, servers to cloud storage- all seamlessly connected for undisrupted communication. Novel, cost-effective modes of communication between networked machines that are compatible with a plug-and-play model need to be developed to enable successful industry-wide adoption in the future. 

## Logistical challenges
As manufacturers and regulators address multiple data, computing, and automation risks, Industry 4.0 approaches will also require organization-wide cultural changes for successful implementation. A new industry infrastructure based on digitized and interconnected enterprise systems requires several skills beyond those gained through the traditional disciplines of biology, chemistry, and process engineering. Skilled data scientists, computational and systems engineers, IT specialists, and AI experts will need to be hired. This might lead to a higher cost of adoption as the pharmaceutical industry will be competing with the software industry for the same small pool of talent in these areas. 

Upskilling the existing workforce, bridging knowledge gaps through extensive training programs, and interdisciplinary hiring are some of the ways through which the talent pool can be broadened and the cost of implementation can be minimized.  


# **Future Implications**
While it can be argued that much of the pharmaceutical manufacturing still operates in Industry 2.0, the importance of the efficacy brought about by Industry 3.0 and the paradigm shift in manufacturing that Industry 4.0 promises to usher cannot be undermined. Upon adoption, Industry 4.0 has the potential to dramatically increase the agility, efficiency, flexibility, and quality of the industrial production of medicines. Pharmaceutical supply chains, production processes, distribution, and inventory frameworks could all benefit significantly. 

Widespread deployment of advanced manufacturing technologies under Industry 4.0, however, requires a comprehensive regulatory framework, extensive hardware and software infrastructure integration, and highly skilled labour to fully realize the benefits of end-to-end automation. Over the coming years, there is a veritable need for different stakeholders to come together and work in tandem to make smart factories in the field of pharmaceuticals a reality.  


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Next-Gen Pharma Manufacturing: The Advent of Industry 4.0

A single course of treatment for a type of breast cancer equals 10 years of average annual wages in developing countries like India and South Africa. 75% of cancer patients in India therefore find themselves in a predicament where they can no longer continue treatment. 

**“Even with insurance coverage, patients living with cancer in many countries have reported financial stress, to the extent that they may lower the treatment dose, partially fill prescriptions or even forego treatment altogether.”**- WHO report on cancer drug pricing 

Cancer drug pricing and access to cancer medicines thereby remain much debated topics globally. According to a study conducted by WHO, the per capita expenditure on cancer drugs has been 2 to 8 folds higher than the global per-capita expenditure on health. 

The ubiquitous problem of cancer drug unaffordability is often attributed to factors such as high R&D cost of drug development, complex manufacturing process, expensive raw materials, amongst others. 

At Raspa, our goal is to reduce the cost of cancer treatment by manufacturing quality cancer active components also known as Active Pharmaceutical Ingredients at lower costs. We believe that process and productivity optimization and value-based innovation at each stage of the supply chain can bring about major cost reductions. Enhanced shop-floor testing and data monitoring through laboratory information management systems coupled with blockchain for supply chain traceability and transparency are some of the automation efforts that Raspa aims to undertake to improve productivity.  

Furthermore, we are undertaking extensive R&D efforts within the field of process optimization to help us realise our goal. The use of genetic and metabolic engineering followed by process simulations on Artificial Intelligence based platforms are some of the ways through which we aim to improve product yields while reducing costs.

At Raspa, we truly believe that affordable healthcare where each and every cancer patient has access to treatment should be the foundational goal of a sustainable, value-based pharmaceutical company. This is the very goal that we have set out to meet.


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Cancer Drug Unaffordability: A global problem

*Joan, an industry veteran with more than 30 years of experience, is the former Managing Director of Novartis Spain. Over the years, he has also worked for the likes of Bayer, Boehringer Ingelheim and Sandoz Pharma as Medical Director and Head of R&D and is currently working as the Director of Innovation at the Barcelona Institute of Global Health.*

*An MD in medicine, a lawyer, and a management major, Joan has many feathers in his cap. He has also served as an advisor to many prominent government and private organizations including serving as a member of the Research and Development Advisory Board to the Department of Health of the Government of Catalonia, Spain.*

**Q1. What according to you is the biggest challenge facing the pharmaceutical industry today?**

Meet the needs for preventive and therapeutic solutions of the population at global scale though efficient and high-quality products and services, with a focus on medical needs but also with a strong focus on equity to achieve health for all.

**Q2. What excites you the most about Raspa?**

Raspa is an important step in the right direction to improve the global equity in the provision of high-quality treatments to patients with serious medical needs.

**Q3. How do you think Raspa’s vision aligns with your own personal vision in bringing about a change within the pharmaceutical industry?**

Traditionally many pharma companies have had such a huge margin that the efficiency has not been addressed to the extent of other industries. Raspa intends to produce generic and generic plus top-quality drugs at much adjusted prices due to cutting edge innovation in production and development and also through innovative solutions by combining pharma technologies with others such as digital and medical devices technologies. 

**Q4. How do you envision healthcare evolving over the coming 10 years especially within the field of oncology?**

Oncology is the main interest of Raspa and it is really one of the areas with the highest medical need and also an area where the drug prices (amazingly enough including many generics and biosimilars) are more outrageous, to the point that some oncologists speak about the “ finantial toxicity” of cancer drugs that are accessible only to a tiny proportion of patients and in many cases imply the bankrupcy of the whole family.

I believe that this situation is simply unacceptable and that the pressure from the patients  and also from an increasing proportion of oncologists will introduce significant changes by moving towards a predictive, preventive, personalized, and participatory medicine and that therapies will be made accessible to an ever increasing proportion of patients. Companies like Raspa will definetively become key to drive this much needed progress.


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