Topping the life sciences leaderboard
Senior Researcher
The new Government is committed to leading the world in the life sciences. However, in a sector that employs around 300,000 people and generates more than £90 billion annually, success comes in many guises.
For example, we initiate more phase 1 clinical trials, which test the safety and potential side effects of drugs, than almost anyone (placing 4th globally). Yet on phase 3 clinical trials, which involve more patients, support licensing and crucially assess the benefits of these drugs, we’re much further down the leaderboard (in 8th).
The NHS is a uniquely powerful platform for life sciences R&D, but the UK also faces more fundamental constraints, in the size of its domestic market, for example, or its ability to match other countries on pricing.
In recent days, Re:State has hosted expert roundtables with Rosalind Campion, Director of the Office for Life Sciences, Ottoline Leyser, Chief Executive of UKRI and Matt Westmore, Chief Executive of the Health Research Authority, to ask what it means for the UK to be a life sciences superpower.
Here are three key takeaways:
- Backing the right horse. The UK’s greatest life science assets have emerged from a willingness to prioritise and take bets on things that might not pay off. Attendees pointed to UK Biobank and investment in genomics as examples of successful risk-taking. The next decade will be defined by the bets we make now.
- A platform for partnership. The NHS has a vital ‘system leadership’ role to play to encourage private and third sector research activity and investment in life sciences. Whether through regulation, to reduce approval times for clinical trials; workforce development, to build out capacity for clinical research; or by creating systems to streamline how people interact with disparate healthcare providers.
- An inclusive approach. Clinical trials should be brought to new settings and involve more people in their design. As the O’Shaughnessy Review highlighted, there is significant, untapped potential to carry out more clinical trials in primary care and ‘at home’ settings, and during people’s routine interactions with the health service. Likewise, patient participation and trust are the bedrock of a thriving life sciences sector: improving both goes far beyond the NHS, and includes the work of medical research charities, community and patient groups.