Looking Ahead: Growth, Innovation, and Continuity
2025 marks PROCOS’ 80th anniversary. How did you celebrate this important milestone?
2025 has been a truly special year for PROCOS. We began by unveiling a dedicated anniversary logo, a symbol of our enduring legacy and the growth made possible by our acquisition by CBC Co., Ltd. in 2006. We developed a full social media campaign to share our story and our milestones with the wider community.
One of the most meaningful moments was our annual strategic meeting, which this year took place in Japan. It was a special occasion not only because we celebrated PROCOS’ 80 years and CBC’s 100th anniversary, but also because it allowed us to deeply connect with the Group’s core values, especially the concept of ONE TEAM.
The meeting went far beyond numbers and business achievements: it was a powerful moment of sharing and alignment with our colleagues from CBC headquarters. We reinforced existing bonds, built new bridges, and laid the foundations for our next medium- to long-term vision, both for PROCOS and for the entire CBC Group.
Another highlight is our participation at CPhI with a dedicated 80th-anniversary booth. But above all, we were proud to open our doors to the local community on Sunday, October 5th, with a full Open Day at our manufacturing site. We welcomed hundreds of visitors to discover our production areas (under strict safety protocols), explore interactive exhibits about chemistry and enjoy activities for children and families. It was a resounding success and a heartfelt way to say “thank you” to our territory.
Let’s talk about the future. What are the next strategic investments for PROCOS?
The completion of Unit R11 represents one of the most significant milestones in our development roadmap:
- State-of-the-art multipurpose facility: R11 is a four-floor building covering approximately 4,000 m², designed to house up to four multipurpose production lines, equipped with near‑scale reactors ranging from approximately 1,000 L up to 6,000 L, centrifuges and advanced drying units;
- Phase I investment: Estimated at over €60 million, this phase adds about 75 cubic meters of new cGMP manufacturing capacity, supporting production for small molecules, particularly for clinical phases I through III;
- Expected timeline: Equipment installation is complete; qualification has been performed in Q3 2025, with full regulatory approval and production start by early 2026;
- Future scalability – Phase II: Subsequent expansions plan up to 15 reactors, additional centrifuges, and enhanced drying capabilities. Together, R11 Phase I and II are projected to boost output by ~25%, increasing total capacity from ~560 m³ to over 700 m³, with future production exceeding 350 metric tons of APIs annually.
This project is a flagship example of PROCOS’ commitment to organic growth in the small molecule CDMO sector. R11 not only strengthens our manufacturing footprint but dramatically enhances flexibility to produce complex, high-value APIs—including those for rare diseases and emerging therapies. Looking ahead beyond R11, our investment strategy includes many other key areas of the site: a new main entrance, renovated office spaces, and further expansion of our HPAPI department. Finally, the establishment of a brand-new R&D Center will bring laboratories to a unified, modern campus. The result will be a state-of-the-art innovation hub, catalyzing new projects across the board.
What role does R&D play in PROCOS’ strategic vision?
R&D is at the core of our growth strategy. It’s the spark that ignites every new project and the foundation for future-oriented development. Over the next 5 to 10 years, our goal is to increase our workforce, production capacity, and revenues. That’s a bold target, but we are confident in our team’s talent, passion, and determination—and in the strong support of the CBC Group. With these pillars, we will continue to grow by staying aligned with the guiding star that represents our future.
Sustainability and resilience have become central in recent years. How is PROCOS addressing ESG and Business Continuity Planning?
At PROCOS, we view ESG—Environmental, Social, and Governance—as a strategic commitment that supports both our long-term goals and the needs of our stakeholders. It’s not just about doing what’s right; it’s about building a business that is resilient, inclusive, and forward-looking.
From an environmental standpoint, we have taken significant steps to measure and reduce our impact. We have mapped our emissions and joined the Science Based Targets initiative (SBTi), aligning with the global target of limiting warming to 1.5°C. In parallel, we’re investing in circular economy practices, such as solvent recovery and reduced water usage, while pursuing energy efficiency and low-impact technologies to maintain productivity with minimal environmental footprint.
On the social front, people are truly at the heart of PROCOS. We foster internal growth through continuous training, safety initiatives, and diversity programs. Externally, we invest in the community—supporting educational and cultural initiatives, such as our sponsorship of Igor Volley, a top-tier women’s volleyball team that embodies our values of inclusion and excellence. We also work closely with schools and universities to support scientific education and develop the next generation of industry professionals.
Our governance approach is equally robust. We uphold the highest standards of ethics, compliance, and transparency. One of our core tools is a comprehensive Business Continuity Plan (BCP) essential not only for regulatory compliance but for ensuring that we can continue to serve patients and partners without disruption.
This is especially critical in the field of API manufacturing, where business continuity plays a direct role in patient safety, operational reliability, and regulatory alignment. Any disruption in API production can lead to drug shortages, negatively impacting public health and healthcare systems. That’s why our BCP includes diversified supply chains, proactive risk management, and emergency preparedness protocols, ensuring we are ready to adapt to any scenario.
Furthermore, we believe that partnerships are key to continuity. The old model of hierarchical supplier relationships is evolving into one of balanced collaboration, where both CDMOs and clients bring their expertise to the table. These fosters shared accountability, accelerate innovation, and help us respond more efficiently to complex challenges.
Technological innovation also plays a fundamental role. From HPAPIs and ADCs to AI-enhanced process development and continuous manufacturing, we are investing in systems that increase flexibility, productivity, and regulatory robustness. This in turn supports business continuity and patient access, even in the face of global uncertainty.
Ultimately, our ESG and BCP efforts are guided by one principle: ensuring that safe, effective, and affordable medicines are consistently available to those who need them. We see it as a duty—to our partners, to our people, and to society.
The pharmaceutical industry has been facing increasing geopolitical risks. What’s your view on this and how PROCOS adapting?
Geopolitical uncertainty has become a structural issue. The impact of trade tariffs, especially from the U.S., the supply chain disruptions caused by the COVID-19 pandemic, and ongoing tensions in Eastern Europe and the Middle East have all reshaped the pharmaceutical landscape. More recently, discussions on reshoring, economic decoupling, and diversification of supply chains have gained traction.
We believe that flexibility, regionalization, and proactive risk assessment are key. As a European-based CDMO with global integration, PROCOS is well-positioned to respond. We maintain strong relationships with suppliers across multiple regions, invest in internal capacity to reduce dependency, and prioritize compliance and traceability at every level.
The recent European Commission Pharmaceutical Strategy and the U.S. Executive Orders on supply chain security underline how essential it is to ensure access to critical medicines. We aim to be part of the solution—resilient, compliant, and ready to support our partners with reliable, long-term value.
What is your personal vision for PROCOS as it moves beyond 80 years?
PROCOS is entering a new phase—one driven by transformation and long-term commitment. We’re not only building new facilities, but also shaping a culture of innovation, integrity, and inclusiveness. Our ambition is not just to grow, but to do so responsibly, creating value for our clients, our employees, and our community. I truly believe that our best years are still ahead together with CBC Group.
Born in Padua Italy, in 1965, Mr. Zodio’s life has always been directed towards the world of Pharma, but what makes him unique is certainly his ability to adapt, his proud and combative spirit and, above all, his foresight. Mr. Zodio studied at Padova University, he earned a degree in Chemistry and after 8 years in other Chemical Pharma Companies, he finally joined PROCOS in 1999. He spent 10 years working in global sales before becoming the CEO in 2010.
