There are common threads that run through everything we do. One is a focus on specialist physicians, many of them working in a small number of centers of excellence in their own particular country. Another is a focus on symptomatic conditions where our drugs can make a real difference.

So what does this mean in practice? Shire has never wanted to be a big pharma company; we don't think that way, and we don't act that way. Our special expertise lies in finding niche markets, and making the most of them. These might be areas of medical need that other products aren't yet addressing, or rare life-threatening conditions where there is as yet no treatment, and no hope for the people who suffer from them.

There are common threads that run through everything we do. One is a focus on specialist physicians, many of them working in a small number of centers of excellence in their own particular country. Another is a focus on symptomatic conditions where our drugs can make a real difference, and where healthcare providers can see tangible value from the money they spend-what you might call a higher 'return on treatment'.

ADHD is, of course, where the whole Shire story began, and for a long time we were known as 'the ADHD company'. These days there's a lot more to our business than that, even if we still remain a serious force in that market. It still provides a significant proportion of our revenue, but it also gives us something else: the experience of growing a whole therapeutic area almost from scratch. We were instrumental in growing the US ADHD market from $278 million in 1994 to the $4.4 billion it is now. Some of that was achieved by developing the right drugs, some of that was by working with specialists, patient groups, and opinion-formers to raise awareness of the impact of the condition, and how the right treatment can improve the lives of patients and their families. These days markets move much faster than they did ten years ago, but the learning we gained is still valid, and we're using it not only to develop and launch completely new ADHD treatments, like DAYTRANA and INTUNIV, but to expand into new therapeutic areas.

Something else that's shared across the whole Company is a collaborative way of working that's distinctively 'Shire'. However large we become, we want to remain as agile as we are now, so that we can move fast, and have the courage to seize new opportunities. Three years ago, we were one of the first to move into the biopharma space, with our acquisition of what is now Shire HGT. Many other pharmaceutical companies have since followed our lead, but we think we have the people and resources to exploit it to the full. We want our shareholders to be confident that we are rigorous in deciding what we invest in, and will work for the maximum return on our investment-and theirs.

Whether it's through HGT, or our Specialty Pharma business, we're expanding our business by growing our international presence, and adding new products to our portfolio that are late stage and low risk, or use proven technologies that we can take through the approval process quickly, and start to commercialize. And while their aims might be the same, the way these two businesses operate is different, and recognizing that difference, and capitalizing on the advantages it gives us, is going to be crucial to our next stage of growth.