Terumo's Vision For Future: An Exclusive Conversation with Hikaru Samejima, CEO Terumo

In a world where technologies in healthcare are rapidly evolving, Japan-based Terumo, aims to push boundaries. As a global player in medical devices and solutions, Terumo’s focus on innovation and patient care has allowed the company to expand its footprint globally, including in India. In this exclusive interview with BW Healthcare World, Hikaru Samejima, CEO of Terumo, explained about company’s future strategies, the role of digital talent, and the unique healthcare relationship between Japan and India.  Below are the highlights of the insightful conversation with Samejima during his visit to India.

Q1. Welcome to India, Samejima. The very first question I would like to ask is how does the 100-year legacy of Terumo inform its future aspirations and current strategies?

Looking back at the history of Terumo, we began as a thermometer manufacturing company but have evolved significantly over the decades. We expanded our business portfolio to meet the medical needs of each era. In the 1960s, we entered into disposable medical supplies, and in the 1980s, we focused on minimally invasive therapies, including endovascular treatment. By the 2000s, through a series of cross-border mergers and acquisitions, we became a truly globalised company. At the time, 80 per cent of our revenue came from Japan, but today, it’s the other way around, with 80 per cent coming from overseas markets.

Our history shows that we could evolve and change ourselves to meet medical needs, which is part of our purpose—advancing healthcare and enhancing patients’ quality of life. As we look ahead, the current healthcare environment presents diverse and complex needs. Our portfolio of three companies and eight business units will continue to evolve to meet these demands. Our new management team, starting in April 2024, is actively seeking new growth opportunities.

Q2. How do you view Japan as an emerging market in healthcare technology, and what can India learn from its progress?

Japan is the most aged society in the world, and that brings new challenges, particularly in caring for senior citizens who often have serious health issues. This has led to developments in areas like nutrition therapy and orthopedics, which are essential for aging populations. While India is still a relatively young society, over the next few decades, it will also face similar aging challenges. I believe there are lessons from Japan’s experience that India could adapt as its population ages.

Q3. What does the concept of "Devices to Solution" mean for Terumo?

Medicine will continue to evolve, and rapidly so, with advances in personalised medicine driven by genetic analytics and digital technology. Conventional medical devices, which are primarily physical supports like stents or pumps, are reaching a plateau in terms of the value they provide. To fill the gap between evolving medical needs and conventional devices, we are focusing on creating new value through technology and solutions. For instance, combining medical devices with digital technologies or pharmaceuticals can provide better outcomes.

At Terumo, we believe that selling medical devices is not our ultimate goal. Instead, we aim to address challenges in healthcare settings and improve patient care. That’s why we continuously look for creative solutions that combine multiple technologies to add value.

Q4. As Terumo develops innovative products like Anaconda stents. Could you elaborate on how this technology differs from conventional stents?

The Anaconda is a stent graft designed to treat both thoracic and abdominal aneurysms. The traditional method of treating aneurysms is open surgery, which is highly invasive and often leads to post-surgical complications. The Anaconda stent graft, however, is deployed through the artery, which is far less invasive and helps minimise complications. That said, Anaconda is a technology we acquired in 2017 when we took over Bolton Medical. Since then, our product portfolio has expanded, and we now offer a range of solutions for both thoracic and abdominal conditions. The key difference is the shift from open surgery to an endovascular approach, which is less invasive and has better outcomes for patients.

Q5. What role does digital talent play in Terumo's evolution?

Digital talent is vital to the future of Terumo, especially in reinforcing our existing business. Take our syringe and infusion pumps, for example. These are no longer just mechanical devices—they now have IT connectivity that links them with other equipment in hospitals, such as pharmacy platforms and vital sign monitoring systems. This reduces the manual work that hospital staff, such as nurses, have to do, and improves overall efficiency.

We also use digital solutions for patient monitoring. For instance, diabetes patients can now use apps that automatically track their glucose levels, diet, and exercise data. This encourages them to monitor their health regularly, which is crucial for managing conditions like diabetes.

Q6. How do you see AI and machine learning shaping the future of healthcare?

AI and machine learning will play a crucial role, particularly in large countries like India, where remote healthcare is essential. There are already cases of doctors performing coronary interventions remotely using AI-backed systems. AI also complements visual inspections in diagnostics, like CT scans. By analysing thousands of images, AI can help doctors identify which patients need urgent treatment and which can be managed with medication, streamlining decision-making and improving outcomes.

Q7. What is Terumo doing to train healthcare professionals (HCPs) in India in using modern devices and technology?

One of our strengths at Terumo is our commitment to training healthcare professionals. We don’t just introduce them to our devices; we provide comprehensive training that covers a range of technologies and strategies. For example, if a stent becomes dislodged during a procedure, we offer bailout strategies to help doctors manage the situation effectively. This hands-on experience helps improve the skills of the physicians and creates a better user experience. As a result, many of them become loyal Terumo customers.

Q8. Could you share Terumo’s five-year growth plan?

In 2021, we launched a five-year growth strategy called GS26. We're currently at the midpoint, and later this month, we will kick off the next phase, GS31. Our goal for GS31 is to accelerate growth, not just in a linear fashion but exponentially. We are revisiting our portfolio to ensure it is optimised to meet the evolving needs of healthcare. This may include mergers and acquisitions to further enhance our offerings and fuel growth.

Q9. What are Terumo’s expectations from the Indian government in making medical facilities more accessible?

Under Prime Minister Modi’s leadership, India’s healthcare ecosystem has improved significantly in the last 5–10 years. We expect this trend to continue, with better access to medical services for the growing middle class. Terumo has established a government affairs team to foster closer communication between the Indian and Japanese governments, allowing us to contribute to the healthcare landscape in India.

Sambhav Kumar

BW Reporters