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This excerpt taken from the ELN 6-K filed Aug 28, 2009. Selling,
General and Administrative Expenses
Total SG&A expenses were $119.4 million in the first
half of 2009, compared to $135.3 million in the same period
of 2008. Included within SG&A expenses were other charges
of $9.5 million (2008: $2.5 million), as described in
Note 5 to the interim financial statements. Excluding other
charges, SG&A expenses decreased 17% to
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$109.9 million in the first half of 2009 from
$132.8 million in the first half of 2008. The decrease
principally reflects reduced litigation expenses, lower
headcount from the reduction of support activities, along with
continued cost control.
Included within total SG&A expense for the first half of
2009 is $9.6 million of directly incurred collaboration
SG&A expenses related to Tysabri a decrease of 62%
from the $25.3 million included in the SG&A expense
for the first half of 2008. The decrease is primarily due to the
realignment of our commercial activities in Tysabri for
CD, shifting our efforts from a traditional sales model to a
model based on clinical support and education.
This excerpt taken from the ELN 6-K filed Mar 30, 2009. a Selling,
general and administrative expenses
SG&A expenses include share-based compensation of
$13.0 million in 2008 (2007: $11.9 million), which was
allocated on the basis of services provided to the parent
company by directors, executive officers and other employees.
For additional information on share-based compensation, please
refer to Note 12 to the Consolidated Financial Statements.
This excerpt taken from the ELN 20-F filed Feb 26, 2009. Selling,
General and Administrative Expenses
SG&A expense was $44.5 million in 2008,
$44.5 million in 2007 and $39.4 million in 2006. The
levels of spend were consistent in 2008 and 2007. The increase
of 13% in 2007 from 2006 primarily reflects higher legal costs
related to the protection of our intellectual property, which
was partially offset by lower amortization charges as some of
our EDT intangible assets were fully amortized in 2006.
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This excerpt taken from the ELN 6-K filed Mar 31, 2008. b Selling,
general and administrative expenses
SG&A expenses include share-based compensation of
$11.9 million in 2007 (2006: $11.4 million), which was
allocated on the basis of services provided to the parent
company by directors, executive officers and other employees.
For additional information on share-based compensation, please
refer to Note 13 to the Consolidated Financial Statements
This excerpt taken from the ELN 20-F filed Feb 28, 2008. Selling,
General and Administrative Expenses
SG&A expense was $44.4 million in 2007,
$39.3 million in 2006 and $28.1 million in 2005. The
increase of 13% in 2007 from 2006 primarily reflects higher
legal costs related to the protection of our intellectual
property, which is partially offset by lower amortization
charges as some EDT intangible assets were fully amortized in
2006. The increase of 40% in 2006 from 2005 primarily reflects
the impact of the expensing of share-based compensation of
$3.9 million in 2006 (2005: $Nil), and higher legal costs
related to the protection of our intellectual property and
contractual rights.
This excerpt taken from the ELN 6-K filed Mar 30, 2007. b Selling,
general and administrative expenses
SG&A expenses include share-based compensation charge of
$11.4 million in 2006 (2005: $6.5 million), which is
allocated on the basis of services provided to the parent
company by directors, executive officers and other employees.
For additional information on share-based compensation, please
refer to Note 13 to the Consolidated Financial Statements.
This excerpt taken from the ELN 20-F filed Feb 28, 2007. Selling,
General and Administrative Expenses
SG&A expenses were $358.4 million in 2005, compared to
$337.3 million in 2004, and included $84.7 million
(2004: $52.3 million) in relation to Tysabri. The
increase of 6% reflects the costs of maintaining the Tysabri
commercial infrastructure in place for the full year 2005 in
anticipation of its potential return to market and the marketing
cost of launching Prialt during 2005, offset by reduced
costs in the rest of the business.
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