Merck

Last edited by lenazun on December 17, 2009 - 2:42pm

Company Snapshot:

Merck is a top-ten pharmaceutical company. It's current best-selling drugs include Zocor (cholesterol reduction), Fosamax (postmenopausal osteoporosis), Cozaar/Hyzaa (blood pressure) and Singulair (asthma); however, the company is best known for being the manufacturer of Vioxx -- the painkilling drug pulled from the market in 2004.

Number of employees worldwide:

59,800

Chief executive officer:

Richard T. Clark

Website:

Merck & Co., Inc.

Global Fortune 500 rank:

378

Tel:

800-613-2104

Fax:

(908) 423-1043

Net Income:

U.S. $3,275.4 million

Total revenue:

U.S. $24,197.7 million

CrocTail subsidiary information

Embedded CrocTail tool for interactively exploring information on company subsidiaries parsed from SEC filings. More information...

croctail_subsidiary_panel:

<p>Your browser does not support iframes. Please visit <a href = 'http://croctail.corpwatch.org/'>http://croctail.corpwatch.org</a></p> <p>

Corporate accountability

Tax issues:

In 2006, the Wall St. Journal reported that Merck set up a Bermuda-based subsidiary in 1993 in partnership with a British bank and quietly transferred patents underlying two blockbuster drugs (Zocor and Mevacor) to the new subsidiary. Merck then paid the subsidiary for use of the patents, an arrangement that effectively allowed Merck to slash $1.5 billion off its federal tax bill over 10 years. (The government supposedly closed the loophole for such shenanigans back in 1993, and it was just before the new regulations were finalized that Merck established its Bermuda partnership.)

On February 14, 2007, after learning of "Project Ryland," Merck's code name for scam (after a fancy restaurant near Merck's New Jersey headquarters where it was cooked up), the IRS settled with Merck, which agreed to pay $2.3 billion to settle the dispute.

Tax Analysts estimates that Merck's effective tax rate was reduced by 11% due to the "foreign earnings" loophole. (Martin Sullivan, "Why Reported Effective Corporate Tax Rates are Falling," Tax Analysts, March 3, 2008)

Labor:

During the spring of 1985 Merck locked out 730 union employees at its Rahway, NJ plant after failing to agree to a new contract.

By June 5, 4,000 employees participated in the strike at Rahway and six other facilities across the nation. In West Point, Virginia, operations were halted when union picketers prevented nonstriking employees from entering the plant. Merck, however, was able to win a court-ordered injunction limiting picketing.

The strike proved to be the longest in Merck's history; but after 15 weeks an agreement was finally reached. A company request for the adoption of a two-tier wage system that would permanently pay new employees lower wages was rejected, as was a union demand for wage increases and cost-of-living adjustments during the first year. Nevertheless, Merck's reputation as an exceptional, high-paying workplace remained intact, and its subsequent contract agreements were amicable.

Environment and product safety:

Public Citizen's Health Research Group testified before the FDA against a proposal supported by Merck to make its cholesterol medicine Lovastatin (Mevacor) available as an over-the-counter drug.

Vioxx

Merck, voluntarily withdrew Vioxx (Rofecoxib), a COX-2 inhibitor used for acute pain, on September 30, 2004, amidst heightened concern about the increased risk of heart attack and stroke associated with long-term, high-dosage use. Studies, including the VIGOR (Vioxx GI Outcomes Research) study conducted by Bombardier, et al., identified a significant increased risk of acute heart attacks.

Dr. David Graham, associate director for science and medicine in the U.S. Food and Drug Administration’s Office of Drug Safety blew the whistle on Vioxx, estimating that the drug was responsible for 100,000 heart attacks. In testimony to a Senate committee, Graham estimated that 30-40% of the 88,000-130,000 Americans who experienced heart attacks as a side effect from Vioxx died.

On August 19, 2008, the Wall St. Journal reported that a study in the Annals of Internal Medicine used internal Merck documents to demonstrate how a study conducted to test Vioxx side effects was instead manipulated to support a marketing campaign before the drug's launch. The study is an example of what has come to be known as "seeding" trials (i.e. studies that plant seeds in the minds of physicians who enroll their patients in the trial to favor the drug over its competitors).

The AIM authors disclosed at the time that they have served as consultants for plaintiff attorneys suing Merck. Yet journalist and industry watchdog Merrill Goozner says the study was hardly surprising: Back in 2005, when the Food and Drug Administration advisory committee met to discuss whether the Cox-2 painkillers Vioxx, Celebrex and Bextra should be pulled from the market, Goozner and the Center for Science in the Public Interest's Integrity in Science project reported that nearly 85 percent of the Merck and Pfizer-funded clinical trials on Cox-2 inhibitors that appeared in the medical literature after the drugs were approved were seeding trials.

On November 8, 2007, Merck announced that it would spend $4.85 billion to settle thousands of lawsuits filed against it for injuries caused by the painkiller. The agreement was reached with leading plaintiffs attorneys in both federal and state lawsuits with the approval of three of the four judges overseeing more than 95 percent of the over 26,000 Vioxx-related claims in litigation. Under the agreement, Merck pledged to set up two separate settlement funds to cover heart attack and stroke claims filed over Vioxx. ("Vioxx Victims to Share $4.85 Billion under Settlement Agreement with Merck," 11/9/2007)

On April 12, 2007 a Food and Drug Administration (FDA) panel voted overwhelmingly not to approve Merck's painkiller Arcoxia which, like Vioxx, is a COX-2 inhibitor – a kind of painkiller once touted as a miracle cure for osteoarthritis because it was supposed to be easier on the stomach. The FDA rejected Merck's application on April 28, 2007. See Public Citizen's testimony in opposition to Merck's petition for approval, as well as the group's statement about the lessons learned from Vioxx.

Gardasil

Merck's Gardasil vaccine, designed to protect against cervical cancer, went to market in 2006. Health Care reporter Maggie Mahar asked why the vaccine was widely described as “100 percent effective” in preventing cervical cancer, when the claim referred to “only two strains of HPV (human papillomavirus) that causes cervical cancer. And those two account for just 70 percent of all cases. The vaccine has no effect on the viral strains which account for the other 30 percent.”

"The simple truth," Mahar wrote, "is that after Merck was forced to withdraw Vioxx from the market it desperately needed a new blockbuster." (Like Vioxx, Gardasil had been “fast-tracked” through the FDA.)

“‘Merck lobbied every opinion leader, women’s group, medical society, politicians, and went directly to the people — it created a sense of panic that says you have to have this vaccine now,’ said Dr. Diane Harper, a professor of medicine at Dartmouth Medical School and a principal investigator on the clinical trials of both Gardasil and Cervarix.

Before Gardasil was approved by the FDA, Merck funded a television and magazine campaign which stressed the connection between HPV and cervical cancer. The “Tell Someone” ads depicted mothers, with arms around their daughters, expressing surprise as they learn how many people are infected by HPV.

“Because Merck was so aggressive, it (the approval process) went too fast,” Dr. Harper told the New York Times. “I would have liked to see it go much slower.”

Concerns Raised About Other Merck Drugs

Public Citizen has petitioned the FDA to issue a black box warning on Fluoroquinolone Antibiotics such as Merck's Norfloxacin (Noroxin), because of concerns about tendinitis and tendon rupture associated with the drug's use.

Public Citizen has also warned consumers to wait before using Januvia (scientific name sitagliptin), a new drug designed to improve blood sugar control in patients with type 2 diabetes, "because the drug’s long-term safety is still unknown."

In 2005, an independent clinical analysis published concluded that Merck and Bristol-Myers' diabetes drug Pargluva was associated with an increase in heart attacks, strokes and death. A related commentary by cardiologist James Brophy suggested that "company-provided data might have fostered an 'illusion of safety'" when it came to evaluating the drug's safety. Brophy listed 8 "perhaps unintended but nevertheless disingenuous, methods observed in the application that may have contributed to an overestimate of the safety profile": 1. Selecting a study population unlikely to have adverse outcomes but nonrepresentative of potential future users (eg, exclusion of elderly patients, even though more than one third of type 2 diabetes occurs in this group); 2. Conducting underpowered studies increasing the failure rate to detect meaningful safety differences (ie, maximizing rather than minimizing type II errors); 3. In contrast to efficacy determinations, reporting individual rather than composite safety outcomes to decrease the likelihood of establishing statistical significance (eg, separate cardiovascular events from CHF); 4. Limiting pre-approval peer-review publication of results so as to minimize scrutiny and debate of both methods and results (e.g., of all submitted data only 1 study of 340 patients has been published); 5. Evoking biological implausibility of safety concerns by the use of surrogate measures (eg, treatment reduces C-reactive protein [CRP]) implying safety, despite no proof that CRP reduction is clinically correlated with improved safety); 6. Recording outcomes only in patients who are fully compliant with prescribed treatment because this self-selected group will likely have fewer adverse events (e.g., unknown impact of the non-analysis of the 15% discontinued cases); 7. Ignoring the totality of the evidence by excluding consideration of confirmatory safety signals seen in studies of similar molecules (eg, CHF and bladder cancer outcomes with pioglitazone); 8. Diverting attention to unproven but potential benefits by concentrating on reductions in surrogate laboratory values (eg, hemoglobin A1C) rather than in meaningful patient health outcomes.

Mercury Thimerisol Vaccines

(From: Medscape Medical news, Oct. 2, 2007):

Since the 1930s, some vaccines have contained thimerisol, which reportedly contains 49.6% mercury by weight and is metabolized into ethyl mercury and thiosalicylate.

Concerns have been raised that the mercury could be linked to autism in children.

In 1999, the Food and Drug Administration (FDA) estimated that infants immunized according to the recommended schedule could receive amounts of mercury in excess of limits set by the Environmental Protection Agency for exposure to methyl mercury. "As a precautionary measure, the Public Health Service and the American Academy of Pediatrics [AAP] urged vaccine manufacturers to remove thimerosal from all infant vaccines as soon as was practical and recommended that studies be carried out to understand better the risks associated with mercury exposure from thimerosal-containing vaccines."

Thimerosal has been removed from all vaccines with the exception of some influenza vaccines, and parents can request thimerosal-free vaccines.

Paul A. Offitt, MD, chief of the division of infectious diseases at the Children's Hospital of Philadelphia, in Pennsylvania, calls the fallout from the decision to withdraw thimerosal from vaccines a "cautionary tale."

"Although the precautionary principle assumes that there is no harm in exercising caution, the alarm caused by the removal of thimerosal from vaccines has been quite harmful," he writes. "For instance, after the July 1999 announcement by the CDC and AAP, about 10% of hospitals suspended use of the hepatitis-B vaccine for all newborns, regardless of their level of risk. One 3-month-old child born to a Michigan mother infected with hepatitis-B virus died of overwhelming infection."

And there has been other fallout, he writes. The idea that thimerosal causes autism has given rise to a "cottage industry of charlatans offering false hope, partly in the form of mercury-chelating agents."

Dr. Offit reports serving on the scientific advisory board of Merck and being the coinventor of the bovine-human reassortant rotavirus vaccine, RotaTeq, on which he holds a patent.

Polluting Philadelphia

On December 12, 2007 Merck agreed to resolve violations of federal and state water pollution control regulations arising from a major fish kill in June 2006, caused by discharges from its giant pharmaceutical plant outside of Philadelphia. The company agreed to pay $1,575,000 in penalties and civil damages, spend at least $10 million to implement increased monitoring, tracking, testing and assessment tools for its waste stream (which enters a river used as a drinking water source for 40% of the city), and spend an additional $9 million to protect Wissahickon Creek as a source of drinking water.

Recalled Vaccines

On Dec. 12, 2006 Merck recalled 1.2 million doses of its children's vaccine Pedvaxhib due to sterilization issues. Quality-control checks at its manufacturing facility found contamination in its production equipment that may have allowed micro-organisms to survive sterilization.

A few days earlier, MerckFrosst Canada, a subsidiary of Merck, suspended use of three batches of the MMR=II vaccine after reports of anaphylaxis, a serious allergic reaction, surfaced in five adults who had been given the treatment. All five recovered.

Pharmaceuticals in Drinking Water

To learn more about the quality of water in your area check with the Environmental Working Group.

Human rights:

Drug Testing Questions in Brazil

The Miami Herald reported in 1997 that Brazilian health activists were questioning the means and motives behind clinical trials involving Merck's protease inhibitor, indinavir, used to treat patients with HIV. Merck's experiment "wouldn't fly in this country," said Peter Hawley, medical director of the Whitman-Walker Clinic in Washington, D.C. "I don't think they could get it past U.S. ethical committees."(Katherine Ellison, "U.S. Drug Firm Under Fire for AIDS Study: Complaints Surface Over Tests r on Volunteer Patients in Brazil," Miami Herald 3/17/1997).

Anti-competitive and consumer protection:

Merck, Medco and Patient Drug Management: Inherent Conflicts of Interest

On March 13 2003, New York Times reporter Milt Freudenheim revealed that internal company documents leaked to the paper indicate that Merck-Medco Managed Care, one of the largest managers of prescription drug plans, was paid over $3 billion by drug manufacturers in the late 1990s to promote the sale of certain drugs. "Medco promoted Merck's own drugs especially vigorously, the documents say. For example, in a three-month period Medco persuaded doctors to switch more than 71,000 prescriptions from Lipitor, a cholesterol treatment from Pfizer, to Zocor, a competing, more costly drug from Merck." The documents emerged from a case that Merck settled in December 2002, after agreeing to pay $42.5 million. (Milt Freudenheim, "Documents Detail Big Payments By Drug Makers To Sway Sales," NYTimes, 3/13/2003).

On October 24, 2006, plaintiffs attorneys announced that Medco Health Solutions Inc., had agreed to pay $9.5 million to settle whistleblower claims under the federal False Claims Act brought against the pharmacy benefits manager (PBM) in the Eastern District of Pennsylvania in Philadelphia. The claims related to alleged kickbacks paid by pharmaceutical manufacturers to Medco. "The Feds have backed two whistleblower suits against Medco. The allegations claim that Medco used a variety of techniques to favor Merck (which owned Medco at the time) and was paid $430m in 2001 to switch scripts from Merck's competitors."

A separate, but related suit was filed against Medco by a whistleblower who accused the company of cheating the federal employees' health plan by driving up costs and promoting the use of expensive drugs. Merck spun off Medco to shareholders at the end of August, 2003. A month later, the U.S. attorney in Philadelphia accused Robert J. Blyskal, a former Medco senior executive, of lying to investigators to cover up financial fraud.

Marcia Angell, former editor in chief of the New England Journal of Medicine, wrote in her expose of the pharmaceutical industry that Medco "accounted for over half of Merck's revenues. When it was spun off by the parent company in 2003, part of the agreement was that Medco Health Solutions (the new name of the PBM) would guarantee a certain market share for Merck drugs. In April 2004, Medco paid $29.3 million to settle state and federal complaints that it violated consumer protection and mail fraud laws by switching patients to drugs that added costs for patients and their health plans." (Angell, The Truth About the Drug Companies, page 232).

AIDS Drugs and Compulsory Licensing

According to the Knowledge Economy International (formerly the Consumer Project on Technology), after Merck broke its promise to reduce AIDS drug prices in developing countries in 2004, Brazil and Thailand issued compulsory licenses to domestic manufacturers so that they could produce generic versions of patent-based drugs like Merck's Efavirenz, at greatly reduced cost.("Brazil, Thailand Override Big Pharma Patents," Science, May 11, 2007). After Thailand announced of a compulsory licence for efavirenz, Merck announced a global price reduction from $1.35 per pill to 72 cents a pill.

Brazil's decision to issue a compulsory license is consistent with the WTO Doha Declaration’s requirement that the WTO TRIPS agreement "should be interpreted and implemented in a manner supportive of WTO Members' right to protect public health and, in particular, to promote access to medicines for all." Thus, Brazil's decision has set an example for other countries to follow, including Italy and Indonesia.

Political influence (national and international):

FDA Conflicts of Interest

An analysis by Public Citizen explores the conflicts of interest in FDA review panels.

Merck & Co PAC

Merck's PAC spent $1.3 million on state and federal election campaigns during the 2008 cycle, about half of which ($548,000) was divided equally between Democratic and Republican candidates for federal office. (See FEC filing).

PhRMA: Blockbuster Lobbying in DC

Merck is a member of The Pharmaceutical Research and Manufacturers Association (aka PhRMA), one of the most powerful trade associations in Washington, DC. PhRMA has 20 registered lobbyists on staff and has contracted with dozens of lobby and PR firms. To learn more see Congresspedia.

Revolving Door

Various Merck executives and representatives passed through the revolving door to influence government policy from the inside during the Bush administration, including CEO Raymond Gilmartin (Bush/Cheney Transition Team for Health and Human Services), attorney Bruce Kuhlik (from Covington & Burling to the Department of Justice), Michael Pollard (Michaels & Bonner --> FTC), Jeff Kushan (Powell, Goldstein, Frazer, & Murphy LLP --> UPTO, USTR).

1970s: Overseas Bribes

In 1975, a SEC investigation revealed that Merck was making illegal payments to increase sales in certain African and Middle Eastern countries. The investigation uncovered a total of $140,000 in bribes. Merck followed up on the revelation with an internal investigation, taking immediate steps to prevent future illegal payments.

History

Friedrich Jacob Merck bought an apothecary in Darmstadt, Germany in 1668. The family run business entered industrial drug manufacturing in 1827, when it began to manufacture morphine. By the mid-1800s, its products were distributed globally.

George Merck, a 24 year old scion of the family, joined Theodore Weicker, a German chemist and company advance man already in New York, to form a partnership and purchase land in Rahway, New Jersey, where they began manufacturing chemicals and drugs. Five years later Weicker sold his interest to Merck and bought control of E.R. Squibb & Sons.

The company began to be publicly traded in 1919, when the U.S. government sold off the shares owned by the German branch of the Merck family. Merck had given the Alien Property Custodian 80% of Merck stock, the amount of the U.S. branch owned by his German cousins.

The company doubled production during the war. George Merck's son, George W. Merck, a Harvard chemistry graduate, took over, establishing a large, modern research lab in Rahway in 1933. Merck recruited many of the country's top chemists and biologists, who did pioneering research on several important vitamins (B1, B6, C, K, riboflavin and niacin), which the company sold to food processors and packagers. In 1948 Merck scientists discovered B12. Merck has traditionally maintained quality research, encouraging its scientists to explore. George W. Merck once said, "Medicine is for the patients. It is not for the profits. The profits follow, and if we have remembered that, they have never failed to appear. The better we have remembered it, the larger they have been."

By WWII Merck was selling $4 million in chemicals/yr. During WWII George Merck chaired the US Biological Warfare Committee, which sought ways to create deadly diseases that could be used against the German and Japanese armies.

In 1953 Merck merged with Sharp & Dohme, a Baltimore apothecary that supplied drugs to the Union Army during the Civil War. S&D gave Merck a line of sulfa drugs, vaccines, blood plasma products, and certain high-profile brand name nonprescription drugs, including Sucrets. Perhaps more importantly, S&D gave Merck a network of marketing and distribution facilities.

In the 1970s the company diversified into other pharma-related businesses, including Hubbard Farms, the world's leading experimental breeder of chickens and turkeys. The company also continued to publish its famous Merck Manual (first published in 1899), which remains a key reference for doctors and nurses today.

Although Albert W. Merck, a direct descendant, continued to serve on the company's board into the 1980s, by then Merck descendants owned just a fraction of outstanding shares. Ever since George Merck's death in 1957, the company has been run by professional managewrs. Henry Gadsen, a former Sharpe & Dohme executive, served as CEO from 1965 to 1976. He was succeeded by John J. Horan, Merck's former director of public relations.

During the late 1980s, double-digit annual sales increases catapulted Merck to undisputed leadership of the pharmaceutical industry. CEO Vagelos's research direction in the 1960s and 1970s laid the foundation for Merck's drug 'bonanza' of the 1980s. Vasotec, a treatment for congestive heart failure, was introduced in 1985 and became Merck's first billion-dollar-a-year drug by 1988. In the late 1980s, Merck was also investing hundreds of millions of dollars in research and development--ten percent of the entire industry's total.

Merck's sales more than doubled during the 1980s, its profits tripled, and the company became the world's top-ranked drug company as well as one of Business Week's ten most valuable companies.

But growth began to slow in the early 1990s, as Merck's drug pipeline dried up. Although the company maintained the broadest product line in the industry, its new drugs did not include any of the kind of 'blockbusters' that characterized the previous decade, with one exception. In 1992 Merck introduced Zocor, a cholesterol-fighting drug that eventually surpassed $1 billion in annual sales and became the company's top-selling drug and one of the most successful pharmaceuticals in history.

In 1994, Raymond Gilmartin replaced outgoing CEO Ray Vagelos. While Vagelos was an NIH scientist and drug developer, Gilmartin was a salesman and engineer and former medical device company CEO. Gilmartin streamlined the company to focus on drugs that treat chronic diseases, using the company's Medco subsidiary to build synergies. He leaned on Merck researchers to brainstorm tangible ways that the company's drugs improved health. For a new drug like Fosamax, "I pushed them to do extra research to show that not only does it build bone density, but that it prevents breakages," he told one reporter. "What matters here is how fast you are growing and how profitable are you." Under Gilmartin's tenure, Vioxx became "one of the fastest drug development successes in the history of Merck & Co." And it was not the only one. "Between 1995 and 2001, Merck launched seventeen new drugs...The temple of science, as the oldtimers knew the company, was still a temple of science, but now the science was much more directed by the commercial imperative. To be fair, some of this was due to the rise of powerful institutional investors, who had come to rely on pharma's 20 percent annual earnings. Unlike Vagelos, Gilmartin instinctively understood this. He invested heavily in investor relations, using the Internet and regular investor advisories to keep the "community" informed of breakthroughs that would affect stock price.

In July 1997 Merck sold its crop protection unit to Novartis for $910 million. A year later (7/98) Merck sold its half-interest in its joint venture with E.I. du Pont to its partner for $2.6 billion. Merck also restructured its animal health unit by combining it with that of Rhone-Poulenc S.A. to form Merial, a stand-alone joint venture created in August 1997.

A joint venture formed with Astra in 1982 received approval of Prilosec, which became a blockbuster used for the treatment of ulcers and heartburn in December 1996. By July 1998 Merck gave up any management control of the venture, opting for a limited partnership interest and royalty payments. When Astra merged with Zeneca Group Plc in to form AstraZeneca AB in 1999, Merck received two one-time payments totaling $1.8 billion.

Within 18 months of Gilmartin's arrival, Merck had launched a record eight drugs, including Crixivan, a protease inhibitor used in the treatment of HIV; Fosamax, used to treat osteoporosis; and hypertension medication Cozaar. The eight drugs accounted for more than $1 billion in sales in 1996, about ten percent of the company's total drug sales. Through its joint venture with Johnson & Johnson, Merck also received U.S. approval in April 1995 for the antacid Pepcid AC, an OTC version of Merck's Pepcid.

Under intense pressure to find a way to replace potential lost revenue when its largest selling products went off-patent in 2000, the company introduced a record five drugs in 1998: Singulair for asthma, Maxalt for migraine headaches, Aggrastat for acute coronary syndrome, Propecia for hair loss, and Cosopt for glaucoma.

Then came Vioxx in 1999.

Merck's $12.55 billion in worldwide pharmaceutical sales put it in the number one position in 1999, but its lead was quickly challenged by two proposed mergers: Glaxo Wellcome plc and SmithKline Beecham plc in the UK, and Pfizer Inc. and Warner-Lambert in the U.S.

In July, 2007, Merck announced the promotion of corporate counsel Kenneth Frazier to succeed Peter Loescher as president, global human health, effectively making him the company's chief operating officer. "The Industry Veteran" responded, "Given Pfizer's earlier decision to make their corporate counsel, Jeffrey Kindler, the CEO there, Frazier's promotion means two Big Pharma companies within the past year have elevated lawyers to key, strategic positions. The moves in both cases indicate the unwillingness of the respective companies to cleanly break from the unsavory and dysfunctional practices of their recent past."

In 2007 Merck reported that 11 of 20 new products launched since 1995 were products of licensing alliances with small and medium-sized pharmaceutical firms, universities, and biotech firms.

Sources: Greg Crister, Generation Rx. Funding Universe history of Merck & Co.. Milton Moskowitz et al., Everybody's Business: An Irreverent Guide to Corporate America, 1980, pp. 229-232.

Financial information

Stock ticker symbol:

MRK

Fiscal year:

2007

Fiscal year:

2007

Additional descriptive data

Link to complete list of brands:

Merck product pages portal

Geographic breakdown of revenues (sales and profits), assets, employees:

United States - $14,690.9 million in 2007 Europe, Middle East and Africa - $5,159.0 million in 2007 Japan - $1,533.2 million in 2007 Other - $2,814.6 million in 2007

Specialized Information

Major units/subsidiaries/affiliates:

Principal Subsidiaries: Chibret A/S (Denmark); Hangzhou MSD Pharmaceutical Company Limited (China); International Indemnity Ltd. (Bermuda); Johnson & Johnson-Merck Consumer Pharmaceuticals Company; Laboratorios Prosalud S.A. (Peru); MCM Vaccine Co.; Merck and Company, Incorporated; Merck Capital Investments, Inc.; Merck Capital Resources, Inc.; Merck Enterprises Canada, Ltd.; Merck Foreign Sales Corporation Ltd. (Bermuda); Merck Hamilton, Inc.; Merck Holdings, Inc.; Merck Investment Co., Inc.; Merck Liability Management Company; Merck-Medco Managed Care, L.L.C.; Merck Resource Management, Inc.; Merck Sharp & Dohme (Europe) Inc.; Merck Sharp & Dohme Industria Quimica e Veterinaria Limitada (Brazil); Merck Sharp & Dohme (New Zealand) Limited; Merck Sharp & Dohme Overseas Finance N.V. (Netherland Antilles); Merck Sharp & Dohme (Panama) S.A.; Merck Sharp & Dohme Peru S.C.; Merck Sharp & Dohme (Philippines) Inc.; Merial Limited; MSD International Holdings, Inc.; MSD (Japan) Co., Ltd.; SIBIA Neurosciences, Inc.; The O'Hare Group, Inc.

2659 reads
Add new comment

Merck

Industries

Issues

Tags