Nevian Lifesciences – a pharmaceutical manufacturer in Bangladesh – recently began exporting medicines to Canada. In an interview with The Business Standard’s Tawsia Tajmim, Nevian’s Managing Director Musawath Shams Zahedee discussed the unique export model behind this achievement and the future potential of Bangladesh’s pharmaceutical industry.
Nevian has recently started exporting medicines to Canada in partnership with Switzerland-based Sandoz. Why is this achievement considered so significant?
This achievement is significant in many ways. First, Canada is one of the world’s most strictly regulated pharmaceutical markets. To export medicines there, a company must maintain stringent quality control and international-standard manufacturing capabilities.
What makes this achievement especially meaningful is our completely new export model – a multi-country collaboration with Swiss pharma giant Sandoz. Nevian manufactured the medicines in Bangladesh under contract manufacturing order from Sandoz AG, Switzerland for Sandoz Canada inc. This is the first time Bangladesh has exported medicines to a North American market through such a partnership with the world’s number one generic pharmaceutical company.
Is it a potential game changer for Bangladesh’s pharmaceutical exports?
I believe that possibility certainly exists. Bangladesh has already proven its ability to manufacture quality medicines at competitive costs. However, until now, most of our pharmaceutical exports have focused on semi-regulated or developing markets. If Bangladesh truly wants to transform its pharmaceutical sector, we must establish a presence in highly regulated first world countries. In this regard, Nevian’s approach – exporting medicines through contract manufacturing and multinational partnerships – could be one of the most effective pathways.
How does Nevian’s export model differ from the conventional approach? Why do you believe this model holds greater potential?
In the conventional export model, Bangladeshi pharmaceutical companies manufacture their own brands and try to market them abroad through local distributors. However, activities such as market development and brand building in international markets are difficult for Bangladeshi companies or their relatively small overseas distribution partners to execute effectively. As a result, both the number of export destinations and export revenues remain limited.
On the other hand, established multinational companies already possess strong market penetration, distribution networks, and brand-building capabilities. Contract manufacturing for such companies can open doors for Bangladeshi manufacturers in many global markets. Nevian’s export initiative to Canada is one such example, involving developed markets across Asia as well as North and South America. If this model can be replicated and scaled up, Bangladeshi pharmaceutical companies may eventually achieve large-scale exports to developed countries — much like what Bangladesh accomplished in the readymade garments industry.
How much of this achievement could be attributed to Nevian’s Swiss heritage? After the transformation from Novartis Bangladesh, are you able to maintain the same “Swiss-quality”?
The answer is reflected in the success itself – Nevian is exporting medicines to Canada on behalf of Sandoz which is the world’s largest generic pharmaceutical company. Although the Nevian name is new, the company carries nearly five decades of Swiss multinational heritage in Bangladesh. The company began operations in 1973 as Ciba-Geigy Bangladesh, later becoming Novartis Bangladesh following the global merger with Sandoz.
In 2025, upon handover of majority stake, the company was renamed as Nevian. Despite the name change, we continue to manufacture Novartis’ globally trusted medicines under license for Bangladeshi patients in the same brand names, using the same formulations and same processes at the same European Union GMP and ANVISA-certified manufacturing facilities. That uncompromising ‘Swiss’ outlook to quality and capabilities of the international standard enabled Nevian to become part of Sandoz’s global supply chain.
What is the biggest challenge in maintaining such international standards?
Maintaining international standards is a continuous process. It is not only about hi-tech machinery – rather more about the quality culture, systems, and skills. Building trust in international markets is difficult but sustaining that trust is even harder. Companies must continually improve in areas such as quality assurance, data integrity, compliance, and documentation to meet increasingly stringent standards.
This requires regular investment in upgrading technology, processes, and human resources, along with patience because returns from export investments in this industry are often quite slow. If local manufacturers can operate sustainability in the domestic market through rational price adjustments in line with inflation, they will be better positioned to invest further in keeping quality compliance up to date. This would not only enhance export potential but also ensure that Bangladeshi patients gain access to the highest quality medicines.
Do you believe Bangladesh can become an international pharmaceutical manufacturing hub in the future?
Yes, I strongly believe Bangladesh has tremendous long-term potential in this regard. The country’s pharmaceutical industry has already reached maturity, with skilled human resources, competitive manufacturing costs, and steadily growing technological capabilities. As a country, our objective should be positioning Bangladesh as a reliable manufacturing partner for highly regulated international markets. To achieve this, Bangladesh must further strengthen regulatory compliance, increase the number of internationally accredited manufacturing facilities, invest in advanced pharmaceutical technologies including biologics, and deepen multinational partnerships.
If industry stakeholders and policymakers continue to work in the right direction together, the pharmaceutical industry can become the true driver of Bangladesh’s export diversification in the future.
What message would you like to give to international partners through this achievement?
My message is very clear: Bangladesh is no longer merely a story of potential – it is now an example of proven ability. We can manufacture according to international standards, meet the most stringent regulatory requirements, and become reliable long-term partners. I believe more multinational companies will increasingly view Bangladesh not only as a market, but also as a strategic manufacturing and supply hub.
What are your future export plans?
Our vision is to expand into all regulated and semi-regulated markets globally – wherever there is a need for quality medicines at reasonable prices.
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