Company: OSRH
Filing Date: 2025-01-24
Form Type: S-4/A
Source: 0001213900-25-006139
Chunk: 895

Company: OSR Holdings, Inc.
Filing Date: 2025-01-24
Form: S-4/A
Chunk 895
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 etiologies(e.g., some cancers)                |     |                                                     High-value TAs or rare diseases with unmet need |     |                                              TAs |     | Causal targets in highly prevalent human diseases       |     |                Brain- immune-gut (BIG) interface pathologies |
| Ownership             |     |                                                        Mix of public and private |     | Private                                                                    |     |                                                                                             Private |     |                        Mix of public and private |     | Private                                                 |     |                                    Mix of public and private |

____________ (Source: L.E.K Consulting “The Hub-and-Spoke Model: An Emerging Biopharma Trend”) *Includes partner companies as well as wholly or partially owned subsidiaries **Estimated based on three subsidiaries noted for Nimbus on Cortellis and two additional subsidiaries noted on clinicaltrials.gov VC=venture capital, BD=business development, TA=therapeutic area Note: Our market comparable analysis on OSR has taken major references from the research published by L.E.K. Consulting. OSR continuously assesses the best pathway for each of its portfolio companies and assets, as the innovation progresses through the preclinical and clinical development process — including through internal advancement, partnerships, spin-offs, M&A trade sale or initial public offerings (IPOs). The hub-and-spoke business model of OSR incorporates best practices from venture capital and big pharma and typically provides benefits for the parent, its subsidiaries and its investors, including 1)Specialization and Focus •Core Expertise (Hub): The central hub (the “Holdco”) focuses on core competencies such as strategic decision-making on R&D investments or partnering activities, regulatory affairs, and corporate governance. This allows the hub to develop deep expertise and maintain high standards in these critical areas. •Focused Operations (Spokes): Spokes can specialize in specific areas such as clinical trials, manufacturing, or specific therapeutic areas, allowing them to operate more efficiently and effectively. 2)Resource Optimization •Efficient Resource Allocation: Resources such as capital, personnel, and technology can be allocated more effectively. The hub manages strategic resources while spokes focus on operational execution. •Cost-Effectiveness: By centralizing high-cost functions such as R&Ds in the hub and outsourcing or decentralizing other functions to spokes or external partners such as CROs, companies can reduce overhead costs and avoid redundancy.

Annex I-5 3)Flexibility and Scalability •Adaptability: The model allows for rapid adaptation to changing market conditions, regulatory landscapes, and technological advancements.