Slide 1: 31st Ordinary General Meeting of Shareholders
NON – CONFIDENTIAL 31 Ordinary General Meeting st of Shareholders Sosei Group Corporation | 第31回定時株主総会 24 March 2021 | 2021年3月24日
Slide 2: Agenda
Agenda 1 Opening Declaration 2 Report on number of voting rights 3 Audit Committee Report 4 FY2020 Results and Business Report 5 Report on Audit Results 6 Resolution 7 Q&A 8 Vote 1
Slide 3: Opening Declaration
1 開会宣言 Opening Declaration 2
Slide 4: Report on the number of voting rights
2 議決権個数のご報告 Report on the number of voting rights 3
Slide 5: Audit Committee Audit Report
3 監査委員会の監査報告 Audit Committee Audit Report 4
Slide 6: FY2020 Consolidated Results and Business Report
4 2020年12月期の事業報告 連結業績 FY2020 Consolidated Results Business Report 5
Slide 7: Another year of successful execution
Another year of successful execution Summary Financial Highlights for the 12 months ended 31 December 2020 Revenue of ¥8,842m ($83m) vs. ¥9,726m ($89m) in prior corresponding period, driven by progress 1 with existing collaborations, and effective execution of new partnerships and co-investments Cas
Slide 8: Collaborative partnerships and co-investments drove a balanced split of revenues
Our emphasis on collaborative drug discovery partnerships and co- investments drove a balanced split of revenues JPY million USD million Revenue by Type 12m ended 12m ended 12m ended 12m ended 31 Dec 2019 31 Dec 2020 31 Dec 2019 31 Dec 2020 3% 11% Revenue 9,726 8,842 89.2 82.8 10% Cash Cost of Sales
Slide 9: Modest increases in investment to fuel programs and add new major partners
Modest increases in investment to fuel programs, add new major partners, and drive a step-up in our corporate valuation Cash R&D expenses Cash G&A expenses ¥4,000 to 5,000m ¥1,800 to 2,300m Unchanged Increased investment in HTL’878 Continued build-out of Compliance Guidance selective M4 agonist
Slide 10: Organic growth plan driving our world-leading GPCR drug discovery
Organic growth plan driving our world-leading GPCR drug discovery OBJECTIVES MET ORGANIC GROWTH PLAN OBJECTIVES MET Jan-20 – Orexin agonist H1 FY20 – Nomination of H4 scientific breakthrough, ant. candidate for Atopic triggering next tranche of Dermatitis Medicxi funding (Orexia, Inexia) H1 FY
Slide 11: Excellent progress in collaborative drug discovery, three new pharma partnerships in 2020
We continued to make excellent progress in collaborative drug discovery, adding three new pharma partnerships in 2020 Partner Active Partnered Program Therapeutic Area UF / Near Term Payments Potential deal value1 2020 Collaboration and Licensing Gastrointestinal, $44m $480m+ Agreement for GPR35 ago
Slide 12: New partnered and in-house programs added to our deep pipeline
We added multiple new partnered and in-house programs to our deep pipeline, which will drive more collaborations and value creation Pre-Disc. / 20+ Preclinical development 13 Phase 1 7 Phase 2 2 Marketed 4 Discovery Multi-target Single target GPR35 ag. CGRP ant. A2A ant. A2a ant. combo(s) Ultibro® B
Slide 13: Increase investment in the M4 agonist program
Increase our investment of the M4 agonist program while maintaining investment in the other portfolio programs FY2021 Program Compound Stage FY2021 FY2022 Budget allocation* Phase 2 M4 agonist HTL16878 Ph 1 Preparation for Phase 2 Phase 2 trial activity 50% start Data analysis / Toxicity HTL18318
Slide 14: SBDD platform supporting COVID-19 research
We leveraged our SBDD platform to support COVID-19 research in 2020, discovering a potent series of broad spectrum anti-virals Program focused on inhibitors of SARS-CoV-2 main protease, a highly conserved protein essential for viral replication ACE2 TMPRSS2 Endosomal entry Exocytosis Structure-bas
Slide 15: Strategic growth plan driving corporate value expansion
Strategic growth plan driving corporate value expansion OBJECTIVE STRATEGIC GROWTH PLAN OBJECTIVE MET Add new technology Capital raise capabilities to our completed to pursue SBDD platform revenue focused deals in 2021 Seek out revenue- Invest / collaborate in generating opportunities novel tech
Slide 16: Covering ~50% of the drug discovery landscape through strategic collaborations
We are covering ~50% of the drug discovery landscape through the tactical expansion of our strategic collaborations Established Modality Future potential Modality Small Molecule Antibody/Protein Peptide TPD Gene Cell … therapy therapy 68% 25% 7% GPCR 33% Partner(Specific AI area) Partner Partner Par
Slide 17: New TIV Framework mid-term plan
New TIV Framework - mid-term plan to pursue investments and external collaborations to hunt novel first-in-class drug targets 2021 2022 2023 2024 INTERNAL THERAPEUTIC AREA INITIATIVES PRE-DISCOVERY DISCOVERY Therapeutic Area PE BMS HID H2L LO MAXIMIZE EXISTING COLLABORATIONS TV Target Target Valid
Slide 18: Realizing a sustainable future and improving shareholder value
Realizing a sustainable future and improving shareholder value 1 Realizing a sustainable future • Since its foundation in 1990, Sosei Heptares has expanded its business with the vision of becoming one of Japan’s global biotechnology and drug discovery champions • Based on our corporate vision, we ar
Slide 19: Key ESG initiatives of the Group
Key ESG initiatives of the Group Reducing energy use Engaging with society & community Reducing waste and efficient water use Environment Social Promoting diversity & employee benefits Promoting efficiency in drug discovery Dialogue with shareholders & society Contributing to the scientific communit
Slide 20: Key ESG related KPIs of the Group
Key ESG related KPIs of the Group Environment Society Governance CO2 emissions from Diversity Corporate Governance R&D facility per person Female employees 2020 4.17 tons in senior management 26％ External Directors Employees from of the Board of Directors 2019 5.07 tons outside Japan 78％ 83％ Promoti
Slide 21: Three guiding principles of ESG
Three guiding principles of ESG Be relevant and proactive – invest in ESG initiatives relevant 1 to our company and the industry we operate in, and strive for continuous improvement Be guided by altruistic principles – Consider how best to use 2 our skills and resources to help others the most Shibu
Slide 22: Priority objectives for FY2021
Priority objectives for FY2021 Progress the organic Execute on the strategic Being an ESG leader growth plan growth plan • Promote sustainable ESG • Extend technology / platform • Seek out revenue-generating practices and policies across leadership opportunities global business • Generate high quali
Slide 23: Report on Audit Results on the Consolidated Financial Statement
5 連結計算書類の監査結果報告 Report on Audit Results on the Consolidated Financial Statement 22
Slide 24: Matters to be Resolved
6 決議事項 Matters to be Resolved 23
Slide 25: Proposal 1: Election of Six Directors
Proposal 1 Election of Six (6) Directors Chairman of the Board RE-APPOINTED Executive Director RE-APPOINTED SHINICHI Representative Executive Officer, SHINICHI Member of the Nomination Committee Chairman, President and CEO DAVID ROBLIN EXTERNAL TAMURA Chairman of the Nomination TAMURA Member of the
Slide 26: Q&A
7 質疑応答 Q&A 25
Slide 27: Vote
8 採決 Vote 26