--- title: "Dialogue with Li Yan from Qilu Pharmaceutical: A seamless elderly health service system should be established | Connecting the Two Sessions" type: "News" locale: "zh-HK" url: "https://longbridge.com/zh-HK/news/278828286.md" description: "Qilu Pharmaceutical President Li Yan suggested during the \"14th Five-Year Plan\" period to focus on industrial policies and the elderly health service system. She emphasized promoting innovative drug research and development with high-intensity investment and clinical value orientation, with a cumulative investment of 21.2 billion yuan and the launch of 144 new products. Li Yan recommended building a seamless elderly health service system that covers medical care, pharmaceuticals, rehabilitation, and other aspects. Qilu Pharmaceutical will also promote a globalization strategy, utilizing technologies such as AI and gene therapy to enhance R&D efficiency in the next five years" datetime: "2026-03-12T06:07:56.000Z" locales: - [zh-CN](https://longbridge.com/zh-CN/news/278828286.md) - [en](https://longbridge.com/en/news/278828286.md) - [zh-HK](https://longbridge.com/zh-HK/news/278828286.md) --- > 支持的語言: [简体中文](https://longbridge.com/zh-CN/news/278828286.md) | [English](https://longbridge.com/en/news/278828286.md) # Dialogue with Li Yan from Qilu Pharmaceutical: A seamless elderly health service system should be established | Connecting the Two Sessions > Based on high-intensity investment and guided by clinical value, achieve differentiated breakthroughs through precise pipeline layout. **Written by｜Intern reporter Chen Hao from "China Entrepreneur"** **Reporters Ma Jiying** **Intern editor｜Zhang Hao Editor｜Ma Jiying** **Header image source｜Interviewee** As a representative of the pharmaceutical industry rooted in the front line of the real economy, during the "14th Five-Year Plan" period, Li Yan, president of Qilu Pharmaceutical Group (hereinafter referred to as "Qilu Pharmaceutical"), submitted a series of suggestions, continuously focusing on core issues such as industrial policy and youth health. Behind her duties is her leadership in guiding the company through cyclical industrial practices. Currently, China's pharmaceutical industry, especially in the field of innovative drugs, is developing rapidly, but it also faces severe "involution" competition. "Our strategy in the innovative drug field can be summarized in one sentence: based on high-intensity investment and guided by clinical value, achieve differentiated breakthroughs through precise pipeline layout," Li Yan told "China Entrepreneur." It is understood that during the "14th Five-Year Plan" period, Qilu Pharmaceutical's cumulative R&D investment reached 21.2 billion yuan, with a total of 144 new products launched, including four milestone Class 1 new drugs. Currently, it has built a global pharmaceutical industry chain covering chemical drugs, biosimilars, and innovative macromolecular drugs. She continues to pay attention to the construction of facilities for the elderly and suggests building a seamless elderly health service system. Compared to previous years' suggestions, this year she is not only focusing on a single "hardware" aspect but aims to construct a systematic integrated solution covering "software + hardware + system" in medical care, pharmaceuticals, rehabilitation, nursing, and palliative care. Qilu Pharmaceutical is also continuously deepening its comprehensive "going global" strategy, with products steadily exported to nearly 110 countries and regions worldwide. Li Yan emphasized that during the "15th Five-Year Plan" period, Qilu Pharmaceutical will promote the transformation and upgrading of its overseas strategy from a single "product output" to "globalization of the entire chain of R&D, production, and marketing." In her view, in the next five years, cutting-edge technologies such as AI pharmaceuticals and gene therapy will bring a revolution in R&D efficiency, significantly shortening R&D cycles, reducing costs, and improving success rates. The Chinese pharmaceutical industry, leveraging data, computing power, and industrial advantages, is expected to achieve a leap in original innovation. **The following is a transcript of the interview (with edits):** **"China Entrepreneur":** At the beginning of the "15th Five-Year Plan," how do you view the overall development prospects of the private economy? **Li Yan:** I am full of confidence in the development prospects of the private economy. The next five years will be a critical stage where the institutional guarantees for the development of the private economy are more solid, the development space is broader, and the transformation momentum is stronger The long-term stable development environment continues to optimize, combined with the cultivation of new productive forces and the construction of a unified national market, the private economy will achieve steady progress and dual improvement in quality and efficiency, demonstrating greater achievements in high-quality development. The biggest ballast for the high-quality development of private enterprises is, first, the institutional cornerstone of "two unwavering" principles, where long-term mechanisms for property rights protection and fair competition encourage enterprises to invest and plan for the long term; second, China's super-large-scale market and complete industrial system provide a solid foundation for resisting risks and stabilizing the basic development. The core driving force supporting enterprise development comes from, on one hand, technological innovation centered on new productive forces, where private enterprises adhere to their role as innovation subjects, forging core competitiveness through technological breakthroughs and intelligent green transformation; on the other hand, the entrepreneurial spirit of the new era, which emphasizes commitment to the real economy, daring to explore and act, and fulfilling responsibilities, drives enterprises to navigate cycles and achieve sustained growth. For Qilu Pharmaceutical, the next five years will present rare development opportunities. **China Entrepreneur:** What are your strategic plans for Qilu Pharmaceutical in the next five years? **Li Yan:** During the 14th Five-Year Plan period, Qilu Pharmaceutical achieved a cumulative operating income of 176.44 billion yuan, 1.7 times that of the 13th Five-Year Plan period. We have ranked among the top ten in China's pharmaceutical industry ten times and have remained in the top three for two consecutive years, laying a solid foundation for becoming a world-class pharmaceutical enterprise. During the 15th Five-Year Plan period, we will continue to increase R&D investment, maintaining an R&D investment intensity of over 10%, focusing on key therapeutic areas such as oncology and autoimmune diseases, accelerating new drug development, and integrating AI into the entire pharmaceutical industry chain to solve "bottleneck" technical challenges. We will fully leverage the strategic cooperation established with the National Natural Science Foundation and the China Science and Technology Development Fund, making significant investments, precise layouts, and systematic advancements to connect the entire chain from basic research to industrial transformation, accelerating the formation of new productive forces in the pharmaceutical field. **China Entrepreneur:** This year at the Two Sessions, you focused on the construction of age-friendly facilities. Can you elaborate on this? **Li Yan:** By the end of 2025, the population aged 60 and above in China is expected to reach 323 million, and it is projected to exceed 400 million by 2035. Elderly individuals generally have multiple chronic conditions and have an urgent need for continuous health services. Although over 15,000 age-friendly medical institutions have been established in China, my research found significant "bottlenecks" in service implementation. First, there are barriers to seeking medical care, with over 90% of elderly patients requiring family members to accompany them, and there are "minor barriers" in age-friendly facilities. Second, there are medication risks, with elderly patients averaging 5 to 6 medications, and the potential risk of drug interactions reaching as high as 37%, yet there is a severe shortage of specialized age-friendly medication supplies. Finally, there are service gaps, with poor coordination among "medical-pharmaceutical-rehabilitation," an electronic health data interoperability rate of less than 30%, a shortage of about 3.5 million nursing staff, and palliative care institutions accounting for less than 0.4%. Therefore, I suggest building a seamless elderly health service system: first, improve the multi-departmental collaborative supervision mechanism, break down departmental barriers, and guide hospitals to deeply promote the age-friendly adaptation of digital technologies; second, advance the construction of medical and nursing joint systems, integrate resources from tertiary hospitals, communities, and rehabilitation institutions, achieve cross-institutional sharing of electronic health records, and realize "minor illnesses in the community, major illnesses in hospitals, and rehabilitation back to the community." The service pattern; third, strengthen industrial synergy, build a platform for connecting clinical needs with R&D supply, and encourage companies to increase the R&D of age-friendly drugs and devices; fourth, enhance end-of-life care, promote the establishment of "palliative care wards" in hospitals above the secondary level, explore including it in medical insurance payments, and encourage social forces to participate. **China Entrepreneur:** How does this year's proposal continue and deepen compared to previous years? **Li Yan:** Compared to previous years, this year’s focus is not just on a single "hardware" aspect, but on constructing a systematic integrated solution covering medical care, pharmaceuticals, rehabilitation, nursing, and palliative care, emphasizing the design of institutional collaboration across multiple departments to ensure that high-quality pharmaceutical innovation truly translates into tangible and accessible health benefits for the elderly. **China Entrepreneur:** With the current intensification of "involution" in innovative drugs, what is Qilu Pharmaceutical's strategy in this area? **Li Yan:** Qilu Pharmaceutical's strategy in the field of innovative drugs can be summarized in one sentence: **Based on high-intensity investment, guided by clinical value, and achieving differentiated breakthroughs through precise pipeline layout.** In the face of the "involution" of innovative drugs, we will not blindly follow trends but will deepen and refine around our own advantages. Specifically, first, we will continue to invest heavily in R&D, with a cumulative R&D investment of 21.2 billion yuan during the 14th Five-Year Plan period, accounting for about 12% of revenue, placing us in the first tier among domestic pharmaceutical companies, and we will maintain this level of investment; second, we will focus on "clinical value" rather than merely competing on target points; third, we will build full-chain innovation capabilities, relying on large-scale manufacturing capacity and quality control systems to ensure that once innovative drugs are approved, they can be supplied to the market quickly and stably. **China Entrepreneur:** How will Qilu Pharmaceutical choose pipeline directions based on existing businesses? **Li Yan:** We will continue to extend around existing business advantages, focusing on "vertical deepening + horizontal expansion" based on existing businesses. First, consolidate our advantages in treatment areas such as oncology and cardiovascular diseases; second, move from a combination of imitation and innovation to original innovation, targeting difficult-to-treat tumors and immune metabolism, and layout new targets and new molecular entities with unique mechanisms; third, address unmet clinical needs to "fill gaps," focusing on subfields such as the elderly population, pediatric medications, and rare diseases. At the same time, we will consider international potential, taking global markets into account during the pipeline project initiation phase, choosing disease areas with a global incidence base to secure a place in the global innovative drug landscape. **China Entrepreneur:** What is the overall planning for Qilu Pharmaceutical's R&D platform? What is the logic behind resource allocation in R&D? **Li Yan:** In the overall planning of the R&D platform, we cover "chemical + biological" with a layered layout. The chemical drug platform transitions from high-end generics to original innovation, providing stable cash flow through high-end generics to "supply blood" for corporate innovation; the biological drug platform transitions from similar drugs to innovative biological drugs, focusing on high-barrier technologies such as ADC (antibody-drug conjugates), bispecific antibodies, and nucleic acid drugs, forming our "future engine." In terms of resource allocation logic, we adhere to concentrating our superior forces and distributing resources according to "tiered + collaborative" principles, fully leaning towards projects with "high clinical value + high success probability." We do not allocate funds based on "whether it is the hottest target," but rather on whether it addresses the unique problems of Chinese patients. In response to internal competition, we primarily use clinical value to create differentiation, amplify results through industrial chain advantages, and continue to maintain a high proportion of R&D investment, using long-termism to withstand short-term fluctuations. **China Entrepreneur:** What new adjustments has Qilu Pharmaceutical made to its "going global" strategy during the 14th Five-Year Plan period? **Li Yan:** During the 14th Five-Year Plan period, Qilu Pharmaceutical's exports covered over 110 countries and regions, with an export value of USD 4.73 billion, which is 1.7 times that of the 13th Five-Year Plan. Our core consideration for "going global" is "compliance foundation, global collaboration, and steady deep cultivation." We have always adhered to an internationalization strategy, taking a "difficult first, easy later" approach, first tackling the stringent regulatory markets of the US, Europe, Japan, and Australia, and then expanding into emerging markets such as countries along the Belt and Road. During the 15th Five-Year Plan period, we aim to promote the "going global" strategy from a single "product export" to a transformation and upgrade towards "globalization of R&D, production, and marketing across the entire chain." On the R&D side, we will deepen collaboration among the six major R&D centers in China and the US, and normalize "dual reporting" for domestic and international; on the production side, we will extend our layout in the active pharmaceutical ingredient business, promote localized production and supply chain layout overseas, and reduce geopolitical risks. The robust new paradigm for going global that we aim to create is a comprehensive shift from merely selling products to integrated output of "technology + products + services + standards." **China Entrepreneur:** What do you think are the biggest opportunities and challenges for Chinese pharmaceutical companies in the next five years? **Li Yan:** Cutting-edge technologies such as AI in drug development and gene therapy are bringing a revolution in R&D efficiency, significantly shortening R&D cycles, reducing costs, and improving success rates. The Chinese pharmaceutical industry, leveraging data, computing power, and industrial advantages, is expected to achieve a leapfrog in original innovation. Moreover, the globalization of innovative drugs has entered a golden window period, transitioning from authorized cooperation to independent development and commercialization overseas, opening up incremental space; there are many unmet clinical needs domestically, combined with continuous support from medical insurance and review and approval policies, the markets for high-end formulations, biological drugs, and cell and gene therapies are rapidly expanding, providing structural growth opportunities for companies that lay out frontier platforms in advance. However, at the same time, the industry also faces multiple severe challenges: the intensification of innovation homogenization and internal competition, "bottleneck" issues in the upstream industrial chain, and high internationalization barriers all urgently need to be addressed. **China Entrepreneur:** In the face of the new market environment and competitive landscape of the 15th Five-Year Plan, what do you think is the core spirit that private entrepreneurs need to inherit? What different "breakthrough" capabilities should they possess? **Li Yan:** As a representative of a private enterprise, I firmly believe that during the 15th Five-Year Plan period, private entrepreneurs should inherit the feelings of home and country and the original intention of real industry, and the most needed breakthrough capabilities are technological self-reliance, global competition, and sustainable development. 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