- Part 2: For the preceding part double click ID:nRSJ0188Ha
competitor activity and technology transfer.
Acquisitions and strategic alliances, including licensing and collaborations, may be unsuccessful Impact
We seek licensing arrangements and strategic collaborations to expand our product portfolio and geographical presence as part of If we fail to complete these types of collaborative projects in a timely manner, on a cost-effective basis, or at all, this may limit our ability to access a greater portfolio of products, IP technology and shared expertise. Additionally, disputes or difficulties in our relationship with our collaborators or partners may arise, often due to conflicting priorities or conflicts of interest between parties, which may erode or eliminate the benefits of these alliances. The incurrence of significant debt or liabilities due to the integration of an acquired business could cause deterioration in our credit rating and result in increased borrowing costs and interest expense. Further, if liabilities are uncovered in an acquired business, an acquired business fails to perform in line with expectations, or a strategic transaction does not deliver the results we intended, then the Group or our shareholders may suffer losses and may not have adequate remedies against the seller or third parties. Integration processes may also result in business disruption, diversion of management resources, the loss of key employees and other issues, such as a failure to integrate IT and other systems.
our business strategy. Such licensing arrangements and strategic collaborations are key, enabling us to grow and strengthen the
business. The success of such arrangements is largely dependent on the technology and other IP rights we acquire, and the
resources, efforts and skills of our partners. Also, under many of our licensing arrangements and strategic collaborations, we
make milestone payments well in advance of the commercialisation of the products, with no assurance that we will recoup these
payments. Furthermore, we experience strong competition from other pharmaceutical companies in respect of licensing
arrangements, strategic collaborations, and acquisition targets, and therefore, we may be unsuccessful in implementing some of
our intended projects. We may also seek to acquire complementary businesses or enter into other strategic transactions. The
integration of an acquired business could involve incurring significant debt and unknown or contingent liabilities, as well as
having a negative effect on our reported results of operations from acquisition-related charges, amortisation of expenses
related to intangibles and charges for the implementation of long-term assets. We may also experience difficulties in
integrating geographically separated organisations, systems and facilities, and personnel with different organisational