Economic Development

Vaccine development in China: Collaboration helps Sinovac take the lead

June 29, 2009

Asia

June 29, 2009

Asia
Our Editors

The Economist Intelligence Unit

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Two golden rules for successful collaboration? “Don’t create heroes and make sure everyone has the same goal,” says chief executive officer (CEO) Yin Weidong. His company, Sinovac Biotech, is one of China’s leading producers of vaccines and has been at the front of vaccine research since China’s outbreaks of SARS (severe acute respiratory syndrome) in 2003 and avian flu in 2005.

Dr Yin started his research on viruses in the 1980s working as a doctor treating infectious diseases in China’s northern Hebei province. Each village had several people who were infected with Hepatitis A, a cause of acute liver disease. In 1984, Dr Yin was among the first researchers in China to isolate the Hepatitis A virus, a first step to producing a vaccine. At the time, immunology in China had “no people, no funds and no facilities”, he says.

That changed rapidly when the outbreak of SARS paralysed China. Driven by a desire to help, researchers across the country set aside their projects to work on mapping the disease. After a delay, China’s government rallied behind them, providing funding, longer grants and stronger private-public partnerships.

Sinovac, still a young company (it was founded in 2000), took the lead in developing a SARS vaccine. By emphasising the greater goal – quickly providing a vaccine – Dr Yin trumped traditional hierarchies and took a leadership position that would normally have fallen to the heavy-hitters from the government's Ministry of Health.

Dr Yin applies his golden rules – teamwork and focus on a common goal – to his research teams today. He says that too often in China, even in science, individuals are made into heroes, and treated with reverence, which strengthens hierarchies, halts dialogue and stifles new ideas.

Sinovac has been lifted by China’s rising tide of knowledge about infectious diseases. Work that took 20 years when he started in 1984 – isolating a virus, sequencing the virus and developing a vaccine - now takes only three. The company has successfully commercialised a number of vaccines including ones for influenza, Hepatitis A and Hepatitis B.

Collaboration has been important to Sinovac's success. The firm worked with an international network of institutions and companies researching SARS, for example.  It now benefits from the increasing sophistication of China’s biopharmaceutical industry. There are at least two organisations/companies, started by returning Chinese expatriates, that can sequence proteins in China.

The company is also being helped through improved collaboration with the public sector. Sinovac collaborates actively with several government institutions including China’s Centre for Disease Control and the Ministry of Health.

But even as China's government dismantles many of the walls between public and private institutions, the surveys suggest that the country may still have a long way to go in building strong public-private partnerships. Internationally, 74% of public sector workers collaborate with private sector workers; in China, only 37% say they do so. Such a lack of collaboration could mean lost opportunities for reaching common goals, including better vaccines.

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