Continuing a well-defined path to long-term success
In our commitment to health, we continue to ensure an uninterrupted supply of safe, effective, and high-quality prescription medicines and non-prescription products for both humans and animals. Our top priority remains medicines for the treatment of chronic diseases that affect a broad population.
Ensuring medicine supply is more important than ever
The generic pharmaceuticals market has entered a mature phase. The ability to supply adequate quantities of products is becoming an increasingly important competitive advantage. Manufacturers are no longer focused solely on new products and patent expirations, although these remain important.
Based on a deep understanding of the generic medicines market, we are strengthening our ability to ensure uninterrupted supply and further strategically complementing our broad products portfolio.
Organic growth and strengthening market presence
Our business model and strategy are based on organic growth, built on carefully planned steps to enter new markets and strengthen positions in existing ones. This is enabled by our efficient in-house marketing-and-sales network, which will remain one of our key competitive advantages.
Creating value for all stakeholders
Our development strategy focuses on strengthening strategic competitive advantages and leveraging opportunities to maintain high operational profitability, capital allocation, manage financial and business risks, and create value for all stakeholders.
Strengthening our strategic foundation built on three strategic pillars
Ensuring uninterrupted access to medicines by leveraging the advantages of our vertically integrated business model and creating value for all stakeholders – especially patients – is built on three strategic pillars.
We can only deliver on our mission Living a healthy life if we provide sufficient supplies for those who use our medicines, now counting over 100 million across 70 markets divided in six sales regions.
Our key therapeutic categories are medicines for treating chronic diseases, primarily cardiovascular, central nervous system, and gastrointestinal conditions, as well as treatments for diabetes and pain, non-prescription products, and animal health products.
Chronic diseases affecting large populations are often the result of modern lifestyles and demographic trends such as population ageing and longer life expectancy. We are among the leading companies in the development and production of combination medicines.
Key strategic goals
Our primary goals and activities associated with this strategic pillar focus on the efficient use of our marketing-and-sales network and strategic planning of activities that enable both value and volume growth in sales.
≥ 5% average annual sales growth
Top 5 position among generic companies in all traditional markets
We rely on efficient business operations and leverage the advantages of our vertically integrated business model to ensure sufficient product quantities and further strengthen our product portfolio. This provides us with robust operational resilience and allows for agile response to market changes. We are increasingly integrating long-term strategic partnerships and joint ventures into our business model, where they play an ever more important role.
Key strategic goals
Key goals and activities relate to the development and production of active ingredients, supply chain, development and production of medicines, quality assurance and control, and efficient registration procedures.
10% of sales revenue allocated to R&D
€150 million annual investment in expanding and upgrading development and production capacities
This strategic pillar focuses on goals and activities aimed at creating long-term value for Krka’s key stakeholders – in addition to medicine users, these include investors, employees, and the wider community.
Through strategic planning, we strive to ensure that the positive impacts of our operations reach all stakeholders and contribute to strong business results.
Key strategic goals
Goals and activities include maintaining high operational profitability, long-term dividend policy, capital allocation, managing financial and business risks, developing and managing employee potential, ensuring a safe and healthy work environment, sustainable business practices, compliance, and corporate integrity.
> 25% average EBITDA margin
≥ 50% of majority shareholders’ net profit paid as dividends
DEVELOPMENT STRATEGY BASED ON THE MISSION, VISION, AND VALUES OF THE KRKA GROUP
All processes in the Krka Group are designed to ensure long-term profitability that is necessary for further development of our company.
Read more about our development strategy
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