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News Article | December 5, 2016
Site: en.prnasia.com

SHANGHAI, Dec. 5, 2016 /PRNewswire/ -- Sanofi (EURONEXT: SAN and NYSE: SNY), a global healthcare leader and JHL Biotech, Inc. (6540.TWO), a biopharmaceutical company with development and manufacturing facilities in Wuhan and Taiwan, announced today a strategic alliance to collaborate on the development and commercialization of biological therapeutics in China and with potential international expansion. Under the agreement, Sanofi will invest US$80 million in newly issued JHL shares at NT$90 per share. In addition, Sanofi will make an upfront payment of US$21 million to acquire exclusive rights for the proposed biosimilar of Rituximab and options to certain JHL pipeline products. JHL will lead the development, registration, and manufacturing activities while Sanofi will lead commercialization efforts in China. JHL is entitled to receive milestones of up to US$236 million and sales royalties. The collaboration brings together complementary capabilities of the two companies and represents a commitment to expanding patient access to affordable high quality modern therapies through local development of biologics in China. "Today is a turning point in JHL's history," said Racho Jordanov, Co-Founder and CEO of JHL Biotech, "JHL was built on the foundation of world-class biologics capabilities. In our alliance with Sanofi, we are combining JHL's development and manufacturing expertise with Sanofi's strengths in commercialization. Together, we will make high-quality medicines affordable to more patients in China." "The alliance reflects Sanofi's long-term commitment to invest in China and to provide access to high quality therapeutics to Chinese patients," said Dr.Jean-Luc Lowinski, President of Sanofi China and SVP of Sanofi Asia, "JHL has quickly developed leading capabilities in the development of biologics and I am confident that our alliance will positively impact lives of patients in areas of high unmet medical needs in China." Sanofi, a global healthcare leader, discovers, develops, and distributes therapeutic solutions focused on patients' needs. Sanofi is organized into five global business units: Diabetes and Cardiovascular, General Medicines and Emerging Markets, Sanofi Genzyme, Sanofi Pasteur and Merial. Sanofi is listed in Paris (EURONEXT: SAN) and in New York (NYSE: SNY). For more information, please visit www.sanofi.com. In 1982, Sanofi opened its first office in China. Sanofi China has a diversified business that ranges from pharmaceuticals, vaccines, consumer healthcare and rare diseases (Genzyme) to animal health (Merial). Sanofi's China headquarters in Shanghai are supported by 11 branches in Beijing, Tianjin, Shenyang, Shanghai, Hangzhou, Nanjing, Wuhan, Chengdu, Guangzhou, Jinan and Urumqi. As of 2015, Sanofi had more than 9,000 employees in China. Sanofi has seven manufacturing facilities in China to meet the increasing demand of the China market. These plants are located in Beijing, Hangzhou (two plants), Tangshan, Shenzhen, Nanchang and Nanjing. With Shanghai as headquarter of Sanofi China R&D and Asia Pacific R&D Hub, Sanofi's capabilities span the entire R&D value chain from drug target identification to late-stage clinical studies. Sanofi focuses on China and Asia Pacific's unmet medical needs, such as liver diseases, diabetes, oncology and cardiovascular diseases. For more information, please visit www.sanofi.cn. JHL Biotech Inc. (Stock Code: 6540.TWO) is a biopharmaceutical startup founded by a group of industry veterans with deep experience in pharmaceutical development and operations. JHL is backed by premier financial firms, including Kleiner Perkins Caufield & Byers, Sequoia Capital, Biomark Capital, Milestone Capital, Fidelity, and the China Development Industrial Bank. JHL Biotech's mission is to provide the world with low-cost medicines of exceptional quality. JHL is focused on research and development of new protein-based therapies and biosimilars. JHL Biotech has two world-class facilities built in accordance with United States, European Union, and ICH cGMP regulations and standards. The JHL Center of Excellence in Taiwan does biosimilar pre-clinical and early-clinical phase development. JHL's facility in Wuhan, China executes commercial-scale manufacturing of biologic therapies. This infrastructure gives JHL the unique ability to manufacture its own product and execute contract work on behalf of select clients. For more information, please visit www.jhlbiotech.com. This press release contains forward-looking statements as defined in the Private Securities Litigation Reform Act of 1995, as amended. Forward-looking statements are statements that are not historical facts. These statements include projections and estimates and their underlying assumptions, statements regarding plans, objectives, intentions and expectations with respect to future financial results, events, operations, services, product development and potential, and statements regarding future performance. Forward-looking statements are generally identified by the words "expects", "anticipates", "believes", "intends", "estimates", "plans" and similar expressions. Although Sanofi's management believes that the expectations reflected in such forward-looking statements are reasonable, investors are cautioned that forward-looking information and statements are subject to various risks and uncertainties, many of which are difficult to predict and generally beyond the control of Sanofi, that could cause actual results and developments to differ materially from those expressed in, or implied or projected by, the forward-looking information and statements. These risks and uncertainties include among other things, the uncertainties inherent in research and development, future clinical data and analysis, including post marketing, decisions by regulatory authorities, such as the FDA or the EMA, regarding whether and when to approve any drug, device or biological application that may be filed for any such product candidates as well as their decisions regarding labeling and other matters that could affect the availability or commercial potential of such product candidates, the absence of guarantee that the product candidates if approved will be commercially successful, the future approval and commercial success of therapeutic alternatives, the Group's ability to benefit from external growth opportunities, trends in exchange rates and prevailing interest rates, the impact of cost containment policies and subsequent changes thereto, the average number of shares outstanding as well as those discussed or identified in the public filings with the SEC and the AMF made by Sanofi, including those listed under "Risk Factors" and "Cautionary Statement Regarding Forward-Looking Statements" in Sanofi's annual report on Form 20-F for the year ended December 31, 2015. Other than as required by applicable law, Sanofi does not undertake any obligation to update or revise any forward-looking information or statements.


Nair D.T.,Milestone Capital | Kottur J.,Milestone Capital | Kottur J.,Manipal University India | Sharma R.,Milestone Capital | Sharma R.,Manipal University India
IUBMB Life | Year: 2015

Genomic DNA is continually subjected to a number of chemical insults that result in the formation of modified nucleotides - termed as DNA lesions. The N2-atom of deoxyguanosine is particularly reactive and a number of chemicals react at this site to form different kinds of DNA adducts. The N2-deoxyguanosine adducts perturb different genomic processes and are particularly deleterious for DNA replication as they have a strong tendency to inhibit replicative DNA polymerases. Many organisms possess specialized dPols - generally classified in the Y-family - that serves to rescue replication stalled at N2-dG and other adducts. A review of minor groove N2-adducts and the known strategies utilized by Y-family dPols to replicate past these lesions will be presented here. © 2015 IUBMB Life, 67(7):564-574, 2015 © 2015 International Union of Biochemistry and Molecular Biology.


Pandey A.,Milestone Capital | Chawla S.,Milestone Capital | Guchhait P.,Milestone Capital
IUBMB Life | Year: 2015

The rapid outbreak of type-2 diabetes is one of the largest public health problems around the globe. Particularly, the developing nations are becoming the epicenters of cardiometabolic disorders owing to the change in lifestyle and diet preference besides genetic predisposition. Diabetes has become a major independent risk factor for cardiovascular diseases in South Asian countries including India. The pathogenesis of type-2 diabetes primarily initiates with inadequacy of pancreatic islet β-cells to respond to chronic fuel surfeit and hence causing glycemic load, insulin resistance, and obesity. Urban Indian life is threatened with unhealthy high calorie diet and sedentary habits, and thus impairing the metabolic status of "thin-fat Indians" and rendering them more vulnerable to metabolic disorders. Furthermore, the metabolic dysfunction may be triggered off quite early in life due to poor maternal health and impairment in intrauterine programming and, particularly in rural India. The impaired fetal development affects the health status in later stage of life by promoting obesity, insulin resistance, type-2 diabetes, and cardiovascular complications. Therefore, the preventive and therapeutic approaches focus on a holistic strategy to improve maternal and child health, promote balanced diet and physical exercise in combination with pharmacological intervention of reducing/checking hyperglycemia, obesity, and cardiovascular complications. This review summarizes the epidemiology, mechanisms, and risk factors for diabetes and cardiovascular disorders with a focus on the Indian subcontinent. © 2015 IUBMB.


News Article | March 4, 2011
Site: venturebeat.com

Ushi.cn is looking to capitalize on the fast growing social networking space in China with its own flavor of LinkedIn targeting Chinese professionals. Shanghai-based Ushi (pronounced: you-shi meaning ‘outstanding professional’) launched its invitation-only private beta in March 2010 and has grown to over 60,000 members from user invites alone. That’s a pretty small number compare to LinkedIn, which has 80 million users. But in a country that’s seen the majority of its growth to 350 million internet users (larger than the US population) in  the past decade, it’s hard to argue that a professional social network can be a lucrative business opportunity. For comparison sake, LinkedIn is expected to generate $200 million in 2010 revenue. Today, roughly 70 percent of Ushi’s users are active monthly and 80 percent of visitors are in China. Most of the strong organic growth can be attributed to Ushi’s ability to attract an impressive list of Charter Members which includes some of the most influential individuals in China’s tech and finance industries. Charter members act as advisors, many of which collaborate frequently with the Ushi team. Bill Liao, former co-founder of Xing.com, a German based LinkedIn of sorts boasting 9 million users and $62 million in 2009 revenue, is also a Charter Member. The company was founded by Dominic Penaloza (Chinese: Hansen Lu), Yue Zhang and Jinfu He in 2009. I met Penaloza and Zhang during the Geeks on a Plane tour in May. Prior to Ushi, the team had been working on WorldFriends.tv which is an international language exchange community for foreign travelers to meet new friends (read: dating site). WorldFriends has a sizable user base in both Japan and North America, attracting 2mm users a month and generating annual revenues in the low-to-mid 7-figures according to Dominic. Recently, Ushi secured 10 million RMB (approx. $1.5 million) in financing from a group of investors including Peter Kellner (former investor in aQuantive & EachNet), Lou Yunli (founding partner of Milestone Capital), and Zheng KeXuan (Li & Fung Investments). The site is available in both English and Chinese. As you can see from the screenshot, Ushi employs some of the same core functionalities as LinkedIn. User profiles focus on work experience and connections to others are mapped out by degrees of separation. Some key differences are the site’s emphasis on its microblog and groups features. An iPhone app is also available in Chinese. Although LinkedIn does have its own microblogging service dubbed ‘Activity’, it is much less prominent. Ushi’s homepage is more reminiscent of Twitter where users are encouraged to share status updates and comment on their network’s activities. Groups on Ushi facilitate face-to-face meet-ups formed around common interests whereas LinkedIn users use groups as mostly a newsletter channel. According to Frank Yu, (Founder of Shanghai based Kwestr): “Ushi’s groups are more about getting people to actually meet with shared goals and interests… it [Ushi] was built for the Chinese community first in both user interface as well as supporting formal and informal social networking among Chinese. So if you look at it, its primary focus is China while LinkedIn seems to try to accommodate everyone.” Ushi’s business model appears similar to LinkedIn’s. Users pay 10 Ushi Coins (valued at 10 Yuan, or ~$1.50) to send messages to users outside of their network. A subscription model is also available starting at 58 Yuan (~$8.50) for 10 messages/month and unlimited introductions – a much better deal than LinkedIn by comparison. You can also earn additional Ushi Coins by completing your profile or inviting users. Penaloza said: “We plan to test various revenue streams to find out what really resonates well with our users. We see huge opportunities in e-commerce and recruiting/jobs. Business magazines have already dubbed us ‘China’s Linkedin,’ and that’s a convenient short description, but we are planning some exciting innovations that we believe make Ushi not a so-called clone but instead something even better.” I wouldn’t be surprised to see them integrate e-commerce and recruiting given Bill Liao’s experience at Xing.com which primarily makes money from contact messaging, job boards, and e-commerce and special offers. There’s also a FourSquare-like badge system for various achievements such as ‘Expert Networker’, ‘Discussion Leader’, etc. Will a LinkedIn of China work? The site sports a large number of expats and English-speaking users working for multinational companies, many of which already have LinkedIn profiles. The incremental utility of the site is arguable. However, as more Chinese locals join and the community aspects begin to take shape to fit the culture, expats in China may use it as a primary tool to connect with locals. Zhang assured me that, within Ushi, the local Chinese community is growing much faster along with conversations and connections between users. Critics have suggested that Chinese business people are uncomfortable sharing their contacts, which could present a challenge for Ushi’s growth. I’ve actually witnessed this first hand back in May when I visited a Beijing startup building workflow tools for Chinese lawyers. To my surprise, even attorneys working in the same firm do not share their contacts or case details. Most operate as largely independent practices and form large practices simply as a way to show size and credibility. However, if anyone will succeed in creating China’s LinkedIn, Ushi has a good chance. The space isn’t hyper-competitive and filled with clones like most other western successes. TianJi.com is the primary competitor to Ushi but hasn’t gained significant traction and Ushi appears to be closing in on them in terms of traffic. LinkedIn’s presence in China is also weak with no apparent Chinese language version of the site. History has shown us, that Western companies (e.g. Google, eBay, Yahoo) entering China usually have a tough time surviving against local competition largely due to the lack of an existing network and cultural understanding. With the rising young generation of Chinese internet users (average age of 29 vs. 42 in the US) and a growing comfort level to share information online, the question isn’t if a LinkedIn of China will take shape, but when.


News Article | February 18, 2010
Site: yourstory.com

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