Connect with us


Investment Plan for Europe: EIB Backs Italian CNS Drug Developer Newron Pharmaceuticals with up to EUR 40m




The European Investment Bank (EIB) and Newron Pharmaceuticals S.p.A. (Newron) (SIX: NWRN), a biopharmaceutical company focused on the development of novel therapies for patients with diseases of the central and peripheral nervous system (CNS), signed a financing agreement today, which will allow the Company to borrow up to EUR 40 million over the coming years, subject to achieving a set of agreed performance criteria.

This EIB loan is backed by the European Fund for Strategic Investments (EFSI), the central pillar of the Investment Plan for Europe, the Juncker Plan.

Neurological disorders affect up to one billion people worldwide1. In Europe alone, the annual economic cost of neurological diseases was estimated at about EUR 139 billion in 20042, said Ambroise Fayolle, Vice President of the EIB responsible for operations under EFSI and Innovation. Many patients with CNS diseases are in need of new or more efficacious therapeutics. The EU bank provides long-term and stable capital support to help drive innovation and clinical success in this field. Its this type of support for innovative companies like Newron that is crucial to strengthening Europes competitiveness.

European Commissioner for Health and Food Safety, Vytenis Andriukaitis said: “Sustained investment in research and innovation for treatment of neurological disorders is critical. This new agreement provides further evidence of the EU added value of the Investment Plan, not only for the competitiveness of the EU economy, but above all for the citizens’ wellbeing.”

Stefan Weber, Chief Executive Officer of Newron Pharmaceuticals, added: We are very pleased that the EIB has recognized the potential of Newrons current R&D activities. This loan will provide us with additional financial flexibility over the coming years and significantly enhance our resources. We may use it to further advance our key assets to market and beyond and help in maximizing their market potential.

Newron aims to build a leading Central Nervous System (CNS) company that searches, develops and commercializes innovative drugs, with a special focus on rare diseases. The companys first product developed in-house, Xadago (safinamide), is the first New Chemical Entity in a decade approved in Europe and the U.S. for the treatment of Parkinsons disease (PD). The product is commercialized in a number of European markets as well as in the USA and the Companys partners Zambon and Meiji Seika Pharma are working towards global approval. Newron has two advanced product candidates in late stage clinical development: Sarizotan for the treatment of respiratory disturbances in Rett syndrome, which is evaluated in the ongoing potentially pivotal STARS (Sarizotan Treatment of Apneas in Rett Syndrome) study, and Evenamide as an add-on therapy for the treatment of certain symptoms of schizophrenia, with the additional potential to improve the life of patients who are treatment resistant to Clozapine.

Newron plans to directly market orphan or orphan-like drugs emerging of its innovative clinical pipeline, and to consider partner opportunities directed at larger markets when offering the best return to Newrons shareholders.

EIB financing is intended to boost Newrons R&D activities and will primarily be used to support the Companys pivotal and post approval stage development programs in diseases of the central nervous system.

Background information

About Newron Pharmaceuticals Newron (SIX: NWRN) is a biopharmaceutical company focused on the development of novel therapies for patients with diseases of the central and peripheral nervous system. The company is headquartered in Bresso near Milan, Italy. Xadago/safinamide has received marketing authorization for the treatment of Parkinsons disease in the European Union, Switzerland and the USA, and is commercialized by Newrons Partner Zambon. US WorldMeds holds the commercialization rights in the USA. Meiji Seika has the rights to develop and commercialize the compound in Japan and other key Asian territories. In addition to Xadago/safinamide for Parkinsons disease, Newron has a strong pipeline of promising treatments for rare disease patients at various stages of clinical development, including Sarizotan for patients with Rett syndrome and ralfinamide for patients with specific rare pain indications. Newron is also developing Evenamide as the potential first add-on therapy for the treatment of patients with positive symptoms of schizophrenia. For more information, please visit:

About the EIB The EIB is the long-term lending institution of the EU. It is owned by and represents the interests of the European Union countries. The Bank makes long-term finance available for sound investment in order to contribute towards EU policy goals. The EIB works closely with other EU institutions to implement EU policy.

The Investment Plan for Europe The Investment Plan for Europe, the so-called Juncker Plan, is one of European Commission President Jean-Claude Juncker’s top priorities. It focuses on boosting European investments to create jobs and growth by making smarter use of new and existing financial resources, removing obstacles to investment and providing visibility and technical assistance to investment projects.

The European Fund for Strategic Investments (EFSI) is the central pillar of the Investment Plan. It allows the EIB to invest in more, often riskier, projects. EFSI is already showing concrete results. The projects and agreements approved for financing until October 2018, three years after EFSI came into being, will mobilise EUR 344.4 bn in total investments and support some 793 000 SMEs across all 28 Member States.

The latest EFSI figures by sector and by country are available here.

Important Notices

This document contains forward-looking statements, including (without limitation) about (1) Newrons ability to develop and expand its business, successfully complete development of its current product candidates and current and future collaborations for the development and commercialisation of its product candidates and reduce costs (including staff costs), (2) the market for drugs to treat CNS diseases and pain conditions, (3) Newrons anticipated future revenues, capital expenditures and financial resources, and (4) assumptions underlying any such statements. In some cases, these statements and assumptions can be identified by the fact that they use words such as will, anticipate, estimate, expect, project, intend, plan, believe, target, and other words and terms of similar meaning. All statements, other than historical facts, contained herein regarding Newron’s strategy, goals, plans, future financial position, projected revenues and costs and prospects are forward-looking statements. By their very nature, such statements and assumptions involve inherent risks and uncertainties, both general and specific, and risks exist that predictions, forecasts, projections and other outcomes described, assumed or implied therein will not be achieved. Future events and actual results could differ materially from those set out in, contemplated by or underlying the forward-looking statements due to a number of important factors. These factors include (without limitation) (1) uncertainties in the discovery, development or marketing of products, including without limitation negative results of clinical trials or research projects or unexpected side effects, (2) delay or inability in obtaining regulatory approvals or bringing products to market, (3) future market acceptance of products, (4) loss of or inability to obtain adequate protection for intellectual property rights, (5) inability to raise additional funds, (6) success of existing and entry into future collaborations and licensing agreements, (7) litigation, (8) loss of key executive or other employees, (9) adverse publicity and news coverage, and (10) competition, regulatory, legislative and judicial developments or changes in market and/or overall economic conditions. Newron may not actually achieve the plans, intentions or expectations disclosed in forward-looking statements, and assumptions underlying any such statements may prove wrong. Investors should therefore not place undue reliance on them. There can be no assurance that actual results of Newron’s research programmes, development activities, commercialisation plans, collaborations and operations will not differ materially from the expectations set out in such forward-looking statements or underlying assumptions. Newron does not undertake any obligation to publicly update or revise forward-looking statements except as may be required by applicable regulations of the SIX Swiss Exchange, where the shares of Newron are listed. This announcement is not an offer for sale of securities in the United States, Canada, Australia or Japan or any other jurisdiction where such an offer or solicitation would otherwise be unlawful. The securities referred to herein may not be sold in the United States absent registration or an exemption from registration under the U.S. Securities Act of 1933, as amended. Newron does not intend to register any of its securities in the United States or to conduct a public offering of its securities in the United States. This document does not contain or constitute an offer or invitation to purchase or subscribe for any securities of Newron and no part of this document shall form the basis of or be relied upon in connection with any contract or commitment whatsoever.

1 World Health Organization (WHO), Neurological Disorders “ public health challenges, 2006. 2 According to a study published in the European Journal of Neurology, June 2005.

EIB Press Office
Press Office: +352 4379 21000
[email protected]
us on Twitter @eib

, +39 064719726
+39 3316595594
[email protected]
Weber, +39 02 6103 46 26
[email protected]
Julia Phillips / Natalie Garland-Collins, +44 20 3727
[email protected]
Martin Meier-Pfister, +41 43 244 81 40
[email protected]
Anne Hennecke, +49 211 52925222
[email protected]
Sagan, +1 617-374-8800, Ext. 112
[email protected]


Psychedelic Medicine Market: Global Industry Analysis Report |Growth, Future Prospects, Top Key Players, Latest Trends by 2030 | FMI Report




This market report involves the drivers and restraints for the Psychedelic Medicine Market that are derived from SWOT analysis, and also shows what all the recent developments, product launches, joint ventures, mergers and acquisitions by the several key players and brands that are driving the market are by systemic company profiles. The market data within the report is displayed in a statistical format to offer a better understanding upon the market dynamics. This report provides granular analysis of the market share, segmentation, revenue forecasts and geographic regions of the market

This Psychedelic Medicine Market analysis provides the insights which bring marketplace clearly into the focus and thus help organizations make better decisions. The data and the information regarding the industry are taken from consistent sources such as websites, annual reports of the companies, and journals which is then checked and validated by the market experts. Psychedelic Medicine Market report has been structured with transparent research studies which makes it of supreme quality. By exactly understanding customer requirement, one or more methods are used to construct this finest market research report. The report provides with CAGR value fluctuation during the forecast period of 2020 – 2030 for the market.

To remain ‘ahead’ of your competitors, request for a Ask analylsis>>>

The latest research report published by Future Market Insights on the Psychedelic Medicine Market is intended to offer reliable data on various key factors shaping the growth curve of the market. This report works as a rich source of information for key entities such as policy makers, end-use industries, investors, and opinion leaders.

The research report published by Future Market Insights on the Psychedelic Medicine Market provides a detailed overview of the demands and consumptions of various products/services associated with the growth dynamics of the market during the forecast period 2020 to 2030. The in-depth market estimation of various opportunities in the segments is expressed in volumes and revenues. The insights and analytics on the Psychedelic Medicine market span several pages. These are covered in numerous sections, including, drivers and restraints, challenges and opportunities, regional segmentation and opportunity assessment, end-use/application prospects analysis, and competitive landscape assessment.

Future Market Insights, in its latest business report, elaborates on the current situation of the Global Psychedelic Medicine market in terms of volume, value, production, and consumption. The report scrutinizes the market into various segments, end uses, regions, and players on the basis of demand patterns, and future prospects.

On the basis of Drug type, the global Psychedelic Medicine market study contains:

  • Lysergic Acid Diethylamide (LSD)
  • Phencyclidine
  • 3,4-MethylEnedioxyMethamphetamine
  • Ketamine
  • Gamma Hydroxybutyric Acid (GHB)
  • Salvia
  • others

On the basis of distribution channel , the global Psychedelic Medicine market report covers the key segments, such as

  • Hospital Pharmacies
  • Retailer Pharmacies
  • Online pharmacies
  • Others

Some of the market participants in the global psychedelic medicine market identified across the value chain include:

  • Roche Holding AG
  • Pfizer Inc.
  • The Emmes Company
  • LLC
  • COMPASS Group plc
  • Merck & Co. Inc.

Regional Segments Analyzed Include:

  • North America (U.S., Canada)
  • Latin America (Mexico. Brazil)
  • Western Europe (Germany, Italy, France, U.K, Spain)
  • Eastern Europe (Poland, Russia)
  • Asia Pacific (China, India, ASEAN, Australia & New Zealand)
  • Japan
  • Middle East and Africa (GCC, S. Africa, N. Africa)

The Report Covers Exhaustive Analysis On:

  • Market Segments
  • Market Dynamics
  • Market Size & Demand
  • Current Trends/Issues/Challenges
  • Competition & Companies involved
  • Technology
  • Value Chain

To receive extensive list of important regions, ask for TOC here >>>

What Do You Get in a Future Market Insights Study?

  • Factors affecting the overall development of the Psychedelic Medicine Market
  • Factor that might restrain the growth of the global market in the coming years of the forecast period 2020 to 2030
  • What is present competitive scenario of the global Psychedelic Medicine Market and its intricate details concerning potential business prospects of leading market players
  • Pricing strategies of several different market players in the Psychedelic Medicine Market

What insights readers can gather from the Psychedelic Medicine market report?

  • Learn the strategies, and modus operandi of every Psychedelic Medicine market player –expansions, product launches, collaborations and acquisitions in the market currently
  • Enter the market with an objective view of of the progress outlook of the global Psychedelic Medicine landscape, including total revenue, consumption and production, and historical & forecast
  • Get your hands on key drivers, opportunities, challenges to growth and trends (DROT Analysis)
  • Get a sneak-peek of trends, R&D developments, such as carbon footprint, prototype technologies, and globalization

The Psychedelic Medicine Market report answers the following queries:

  1. What is the largest share held by key players in the market?
  2. What strategies have proven most advantageous in the Psychedelic Medicine Market?
  3. Which region promises largest opportunity for new investors during the forecast period 2020 to 2030?
  4. What factors will most likely present challenges to growth during the forecast period?
  5. What will be the value of total revenues, and at what CAGR will the growth compound during the forecast period?

Continue Reading


COVID-19 Impact on Patient Identification Wristbands Market



COVID-19 Impact on Patient Identification Wristbands Market 1

In a recent report, Future Market Insights (FMI) studies the scope for expansion of the patient identification wristbands market. The report forecasts the market to record a robust expansion at nearly 7.8% CAGR between 2020 and 2030. Besides soaring cases of infection and focus on streamlining hospital management while saving time and cost incurred will drive the market for patient identification wristbands market.

The report sees lucrative prospects for the market in the rising implementation of radio frequency identification tags (RFID) technologies in the healthcare sector. With the uptake of automated identification technologies hospitals and other healthcare institutions are aiming at saving time and cost incurred by providing real-time identification, traceability, temperature, communication, and location data of patients.

Using health information technology to improve patient care has become a top priority for healthcare organizations around the world. Besides this, technologies such as patient identification wristbands promise to up the overall quality of patient care. FMI sees the rising focus on improving the overall quality of services as a key factor driving the market for patient identification wristbands.

For more insights into the Market, Request a Sample of this [email protected]

COVID-19 Impact on Patient Identification Wristbands Market

Partial and complete lock down of economies during pandemic crisis has greatly hampered the production of patient identification wristbands. The unprecedented COVID-19 outbreak has yet again brought the fragile pharmaceutical supply chain to the limelight.

Emergency care as well as supply of drugs are hampered during pandemic and so is the production of patient identification wristbands. While operations in the market is expected to remain sluggish, they are forecast to recover amid rising demand from June 2020.

The market is likely to experience short-term negative impact owing supply chain disruptions caused by the pandemic crisis. However, government stimulus to essential services such as healthcare, will help the market stay afloat amid the tumultuous times.

Key Segments


  • Laser Wristband
  • Thermal Wristband
  • Alert Wristband
  • RFID Wristband
  • Write-on Wristband


  • Non-Tear Paper Plastics
  • Vinyl
  • Trilaminate
  • Tyvek
  • Synthetic


  • Adhesive
  • Permanent Snap
  • Plastic Closure
  • Adjustable Clasp
  • Single-Post Snap
  • Hook & Loop

Age Group

  • Adult
  • Pediatric
  • Infant

End User

  • Hospitals
  • Ambulatory Surgical Centers
  • Specialty Clinics
  • Rehabilitation Centers
  • Long Term Care Centers

Regional Outlook

  • North America (U.S., Canada)
  • Latin America (Mexico, Brazil, Rest of LATAM)
  • Europe (Germany, U.K., France, Italy, Spain, Poland, Russia, Rest of Europe)
  • East Asia (China, Japan, South Korea)
  • South Asia (India, Thailand, Malaysia, Vietnam, Indonesia)
  • Oceania (Australia, New Zealand)
  • Middle East & Africa (GCC Countries, Turkey, Northern Africa, South Africa)

Continue Reading


The role of data and digitisation in banking’s future



The role of data and digitisation in banking’s future 2

By Ben Allison, VP and Head of Media at VaynerMedia London.

Recurring lockdowns, government restrictions and pandemic-induced changing consumer behaviour have fundamentally affected financial services. The banking industry was already undergoing an identity crisis as new fintech challengers entered the field, creating consumer demand for increased digitisation, easier onboarding and omnichannel, consumer-focused experiences. Covid-19 has forced high street banks to confront this digital transformation head-on.

Mobile banking is becoming increasingly commonplace – 34% of Brits use a mobile banking app at least once a week – and competition is coming from multiple directions as seen with the announcement that JP Morgan  is entering the UK market with a digital-first consumer bank, under its existing Chase brand. While there are many potential positives that come with digitisation, including embedded or open banking, increased speed of innovation, or more seamless onboarding, the most important thing remains that the consumer is at the centre of it all.

All the banks’ innovation must start with the customer and for traditional banks that means they must evolve their understanding and use of data from purely transactional and logistical to powering how, when and where they communicate with their customers. If we look elsewhere at a fast-growing brand like Gymshark, recently valued at $1.3bn, it has built its entire offering based on this, with the backend data infrastructure able to learn and develop based on those consumer needs. This allows the brand to create seamless omnichannel experiences, mirroring consumers and how they interact with the world around them.

Legacy banks have the distinct advantage of trust and breadth of products, but they must continue to evolve their offering in line with customer expectations and the persistent market competition. To gain that critical edge in the market, financial brands need to dramatically change how they behave, moving from a service provider that mitigates risk, to a partner that engages and maximises new channels and embraces how, where and why customers look to engage with their financial partners.

Banks that fall behind on the digital battleground will be unable to expand and grow their customer relationships from that of a service provider that lends money or allows transactions, to a trusted partner that helps support consumers and businesses across their spectrum of needs, both offline and online.

This is not only an internal process of innovation for banks. It requires a step-change in how they work with partners – specifically in how they think about their internal and external marketing and sales processes and relationships. Historically, agencies have retained a large amount of information and data on the media they are buying, the underlying costs or rebates associated with those agreements, and the direct ownership of the customer and performance data.

If banks are to fully digitise, they will need to rethink how they work with marketing and media agencies to ensure that there is a transparent and frictionless flow of information between their internal and external teams – and that they have complete control and ownership over their customer data. This will require embedded resources and integrated team structures across disciplines, both internal and external, as banks continue to build in-house expertise while relying on external experts to help support those growing functions.

Complete data ownership – including how different messaging has performed, who it was served to, and the resulting impact of that message – becomes the foundation for how banks will digitise and how they will use that to become more effective and efficient partners. Again, looking outside the sector, brands like Disney, with the launch of Disney+, have been built on an infrastructure of complete data ownership, both in terms of on-platform behaviour and in user acquisition and performance data. Merging these data sets allows them to effectively personalise marketing messaging and better predict lifetime value through a deeper understanding of what mechanisms positively contribute to user retention.

This data, and the insights that it will fuel, will be what powers banks’ relevance to consumers and businesses, propelling how they can communicate with consumers in personalised ways, based on their specific needs. This data feedback loop will unlock insights that drive effective creative messaging across media channels and placements. While many brands have already begun the necessary process of reintegrating creative and media within their marketing, there is a limit to how contextualised and personalised their marketing can be without proper data ownership and feedback.

Historically this data has helped create effective advertising campaigns through channels like Search or Display, driving efficient customer acquisition in isolated channels. But now these offer the opportunity for holistic communication across living room inventory sources – through OTT/CTV, mobile devices – and the ever-expanding Digital Out of Home inventory with real-time capabilities.

Banks are being forced to look at the opportunity, and threat, that increased consumer demand for digital offerings now presents. For them to properly service their customers digitisation is essential. It means placing their customers at the heart of how they think and how they store and use data, which will not only allow for better offerings and reduced friction but also ensure they effectively communicate and market to existing and net-new customers.

Continue Reading
Editorial & Advertiser disclosureOur website provides you with information, news, press releases, Opinion and advertorials on various financial products and services. This is not to be considered as financial advice and should be considered only for information purposes. We cannot guarantee the accuracy or applicability of any information provided with respect to your individual or personal circumstances. Please seek Professional advice from a qualified professional before making any financial decisions. We link to various third party websites, affiliate sales networks, and may link to our advertising partners websites. Though we are tied up with various advertising and affiliate networks, this does not affect our analysis or opinion. When you view or click on certain links available on our articles, our partners may compensate us for displaying the content to you, or make a purchase or fill a form. This will not incur any additional charges to you. To make things simpler for you to identity or distinguish sponsored articles or links, you may consider all articles or links hosted on our site as a partner endorsed link.

Call For Entries

Global Banking and Finance Review Awards Nominations 2021
2021 Awards now open. Click Here to Nominate

Latest Articles

Retailers need to deliver better rewards to ensure customer loyalty 3 Retailers need to deliver better rewards to ensure customer loyalty 4
Business9 hours ago

Retailers need to deliver better rewards to ensure customer loyalty

62% feel retailers need to improve the ways they reward consumers for shopping with them 55% believe that loyalty programmes...

Australia says no further Facebook, Google amendments as final vote nears 5 Australia says no further Facebook, Google amendments as final vote nears 6
Top Stories14 hours ago

Australia says no further Facebook, Google amendments as final vote nears

By Colin Packham CANBERRA (Reuters) – Australia will not alter legislation that would make Facebook and Alphabet Inc’s Google pay...

GSK and Sanofi start with new COVID-19 vaccine study after setback 7 GSK and Sanofi start with new COVID-19 vaccine study after setback 8
Top Stories15 hours ago

GSK and Sanofi start with new COVID-19 vaccine study after setback

By Pushkala Aripaka and Matthias Blamont (Reuters) – GlaxoSmithKline and Sanofi on Monday said they had started a new clinical...

Optimising and Securing Device Management in a Corporate Environment 9 Optimising and Securing Device Management in a Corporate Environment 10
Technology15 hours ago

Optimising and Securing Device Management in a Corporate Environment

By Nadav Avni, Marketing Director at Radix Technologies The proliferation of digital devices used in every organisation has only grown...

Don't ignore "lockdown fatigue", UK watchdog tells finance bosses 11 Don't ignore "lockdown fatigue", UK watchdog tells finance bosses 12
Top Stories15 hours ago

Don’t ignore “lockdown fatigue”, UK watchdog tells finance bosses

By Huw Jones LONDON (Reuters) – Staff at financial firms in Britain are suffering from “lockdown fatigue” and their bosses...

The pandemic has changed consumer behaviour and retailers need to adapt 13 The pandemic has changed consumer behaviour and retailers need to adapt 14
Business15 hours ago

The pandemic has changed consumer behaviour and retailers need to adapt

By Mary Keane-Dawson, Group CEO of TAKUMI It’s no secret that the retail industry has been badly hit by the pandemic,...

2021: A year of digital enablement 15 2021: A year of digital enablement 16
Technology15 hours ago

2021: A year of digital enablement

By Peter O’Halloran, Vice President, Global Digital Commerce, Fiserv In 2021, digital innovation will continue to accelerate, allowing businesses to...

5 Trends Driving the Future of Customer Service in 2021 and Beyond 17 5 Trends Driving the Future of Customer Service in 2021 and Beyond 18
Business15 hours ago

5 Trends Driving the Future of Customer Service in 2021 and Beyond

By Matt McConnell, CEO of Intradiem 2020 ignited radical shifts for contact centre operations with the move to a remote...

World shares sink as bond yields, commodities surge 19 World shares sink as bond yields, commodities surge 20
Trading15 hours ago

World shares sink as bond yields, commodities surge

By Ritvik Carvalho LONDON (Reuters) – World shares sank on Monday as expectations for faster economic growth and inflation battered...

UK regulators need global 'competitiveness' remit, says UK Finance body 21 UK regulators need global 'competitiveness' remit, says UK Finance body 22
Top Stories16 hours ago

UK regulators need global ‘competitiveness’ remit, says UK Finance body

By Huw Jones LONDON (Reuters) – Keeping the City of London competitive should be an “across the board” objective for...

Newsletters with Secrets & Analysis. Subscribe Now