Healthcare Global - August 2015

HOSPITALS Should

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You Run A Public Hospital Or A Private Clinic?

TOP 10 Most

Expensive Medical Procedures

illumina

Driving The Business Of Genome Sequencing Forward SPECIAL REPORT

A look at the renowned PRINCESS ALEXANDRA HOSPITAL in Australia

EDITOR’S COMMENT

INNOVATION leads to progress T H E R E I S A R I S I N G demand for health

services as the population in China increases, and the industry has realized that to meet the public’s demand it is impossible to solely rely on hospitals. As such, the medical industry needs to further expand community medical services via private clinics.

In our feature “Should you run a public hospital or a private clinic?” medical experts weigh in on the topic and voice their opinions on what is best for the patients of the country.

The world of genome sequencing continues to expand, and there is one company in particular that is driving it forward.

Illumina has aspired to transform human health since its inception, and continues to develop products that enable customers to read and understand genetic variations. As a result, discoveries that were unimaginable a few years ago are now becoming routine. In this issue of Healthcare Global, we profile Illumina and their astounding accomplishments.

Finally, we profile the 10 most expensive medical procedures and discuss why so many zeros fill their price tags.

Enjoy this issue and we wish you the best of health!

Stephanie C. Ocano Senior Editor stephanie.ocano@healthcareglobal.com

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CONTENTS

6

Features

TECHNOLOGY illumina Driving The Business Of Genome Sequencing Forward

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HOSPITALS Should You Run A Public Hospital Or A Private Clinic?

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August 2015

TOP 10 Most Expensive Medical Procedures

Company Profiles AMERICA LATINA

AUSTRALIA

30 Philips Healthcare Cono Sur

84 Elekta APAC

44 Clínica Universidad de La Sabana

Philips Healthcare Cono Sur

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94 Princess Alexandra Hospital

54 Hospital El Cruce

106 PPC Moulding Services

66 Asociación AFAMELA

116 A.H. Beard

USA

BRAZIL

72 PAML

126 Hospital Santa Paula

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Clínica Universidad de La Sabana

The Pharmaceutical Manufacturers Association of Free Access Hospital El Cruce

54 Pathology Associates Medical Laboratories

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66 Elekta APAC

84

A.H. Beard

116 106 PPC Moulding Services

Princess Alexandra Hospital

94 126 Hospital Santa Paula

TECHNOLOGY

illumina Driving Of Genome Seque

Innovation is the driver of success, and no Illumina, which stands to become the dom Writ ten by: STE PHAN I E C. OCANO

Image Courtesy of Illumina, Inc

g The Business encing Forward

other company knows this better than minant force in the world of genomics.

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TECHNOLOGY IMAGINE the vastness of a topic as broad as astronomy, combine it with the study of particle physics and then integrate the digital information housed by a social media giant such as YouTube—this is how expansive the field of sequencing human DNA has become.

The industry is predicted by scientists to take the lead as the biggest data storage giant in the world, and while it is a testament to the complexity of the human genome, it is a feat that needs to be met with the latest tech solutions to house and understand such a titan.

In the bustling city of San Diego, California, a biotech company by the name of Illumina manufactures and markets integrated systems for the analysis of genetic information, and in the coming age of genomic medicine, it is poised to become a dominant supplier for the industry.

Illumina has one goal: to apply innovative technologies to the analysis of genetic variation and function, making studies possible that weren’t even imaginable a few years ago. As researchers race to develop DNAbased technologies to break firsts in a market that is predicted by Forbes 8

August 2015

to exceed US$20 billion in the near future, the global leader shows no signs of letting up or slowing down.

A brief history Illumina emerged from “blue sky” research in the chemistry department of Cambridge University that later evolved into the revolutionary sequencing by synthesis (SBS) technology: the foundation of The NextSeq 500, part of the NGS product line, makes sequence-based gene expression analysis a “digital” alternative to analog techniques

ILLUMINA

Illumina’s sequencing instruments.

The company was founded in April of 1998 by David Walt, PhD of Tufts University and inventor of BeadArray technology; Larry Bock of the venture capitalist firm CW Group; John Stuelpnagel, DVM; Anthony Czarnik, PhD; and Mark Chee, PhD. In 1999, CEO Jay Flatley joined the company.

When the company completed its initial public offering on July 1, 2000, it generated over US$100 million, signaling its success to come.

The ensuing eight years after Illumina’s IPO marked numerous

Jay Flately, CEO notable moments, particularly with the development of new technologies, but not without setbacks.

Illumina began as a 25-person startup that sold microarray chips— useful in examining spots on the genome for mutations—but as the genome sequencing market grew relatively fast, so did competition.

The company began to lose money (for example, in 2003, Illumina had $28 million in revenue and a net loss of $27 million) and the potential for microarrays was starting to dim as more comprehensive sequencing technology began to improve, and quickly.

Flatley knew that there was only one 9

TECHNOLOGY

A microscopic look at chromosomes

A microscopic look at chromosomes thing that could keep Illumina alive and relevant to the industry: innovation.

Driving innovation to succeed In 2006, when news of another company being close to creating its first rapid readout of an individual human genome reached Flatley, he knew that was the answer for Illumina: either build or buy a sequencing technology of its own.

Flatley bought the company Solexa, which had been developing the concept of sequencing by synthesis— both a faster and cheaper process than traditional methods—and the 10

August 2015

acquisition has since proven to be a turning point for the company.

To date, Illumina has spent more than US$1.2 billion on acquisitions, but the ability to innovate and improve the technology of the companies it buys is what has kept Illumina at the helm of the genome sequencing industry.

In an interview with Forbes back in April, Flatley noted that the reason for Illumina’s vast success was attributed to remaining technical at the top.

“We think it’s very important that the people who lead our company, which you might think of as my top 20 to 50 executives, have technology

ILLUMINA

‘Illumina places high value on collaborative interactions to fuel groundbreaking advancements in life science research.’

BeadArray microarray technology is utilized for a broad range of DNA and RNA analysis applications

backgrounds,” said Flatley. “That could be science, engineering, software, or whatever it is. To be the winner in this business, you can’t just be a good general manager.”

With over 3,700 employees under his name, Flatley spends a lot of his time thinking about how to protect the culture that has been built and extending it to the global infrastructure.

“We empower our teams to go off and do great things,” continued Flatley. “They only have to come back to us under a very fixed set of circumstances. We [in management] can set the strategy and direction and talk about specifications.

They can do the execution, which they are really good at.”

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TECHNOLOGY Empowering a healthy future via partnerships Illumina places high value on collaborative interactions to fuel groundbreaking advancements in life science research. With the ability to sequence at an unprecedented scale, the company relies on partnerships to venture into new fields that can impact the world.

Illumina has been making strides in the field of fertility as of late.

Last year, the company acquired Verinata Health—the maker of a non-invasive prenatal sequencing test to identify fetal abnormalities— thus allowing Illumina to offer this service to consumers (through their doctors) in a market that could be worth billions of dollars in revenue.

Additionally, the company has formed the Global Fertility Alliance with Merck KGaA of Germany, a leader in fertility drugs, and Genea of Australia, which operates fertility clinics.

The alliance will aim to standardize procedures for assisted reproduction and help families across the globe have healthy babies.

“We are confident this collaboration of innovators in the fertility field will deliver a significant positive impact for healthcare professionals, fertility labs, and most importantly their patients,” Tristan Orpin, senior vice president and general manager for reproductive genetic health at Illumina, told the news source Times of San Diego.

Looking overseas, by partnering with China-based genomic enterprise Annoroad, Illumina is looking to co-develop a next generation sequencing (NGS) diagnostic system that will improve patients’ reproductive health. The NGS technology has been observed by scientists lately and is being considered as a key factor for empowering precision medicine around the world.

The partnership signals the company’s attempt to expand

“Just as Intel became the company that sparked so much of the computer revolution, Illumina has risen to prominence as a driver of the genomics revolution.” — Forbes 12

August 2015

ILLUMINA

Historically, NGS data required expert analysis, which presented a major hurdle to adoption of RNA-Seq technology.

Illumina’s user-friendly innovations are solving this issue. overseas and broaden its customer base in the country while also allowing it to capture a larger share of this multi-billion dollar market.

Leading the genomics revolution Illumina has truly been an impressive company from the start, and there is reason to believe that it will continue to reach new heights.

While its name is still barely recognizable to the public, Illumina

is not only one of the most important companies in biomedicine but is also a leader in the field. With a history of producing innovative products and technologies over the span of 15 years, Illumina may soon claim the market all to itself.

As noted by Forbes, “Just as Intel became the company that sparked so much of the computer revolution, Illumina has risen to prominence as a driver of the genomics revolution.�

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Should You Run A Public Hospital Or A Private Clinic?

With a rising population and increasing health demands,can you best treat your patients in a public or private setting?

Written by: STE PHAN I E C . OCAN O

H O S P I TA L S

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H O S P I TA L S THERE IS A rising demand for health services as the population increases, and the industry has realized that to meet the public’s demand it is impossible to solely rely on hospitals. Of course, the discussion of expanding existing hospitals by adding beds and prolonging doctors’ hours has been held by many within the industry but that won’t resolve the issue at hand. What we need now is to further expand community medical services via private clinics.

Public hospitals in China have remained underdeveloped for years, according to Beijing Review, the reason being due to a shortage of doctors. With this in mind, how can private clinics

rise? The answer: doctors.

Doctors are the best medical resource as they are already supposed to operate in accordance with the rules of the market. To solve the issue of persuading patients who prefer large, public hospitals to attend community medical agencies, one must look to mobility.

If doctors from public hospitals are willing to open their own clinics, policy support should be offered to them, the source states.

“The reality is the country’s best doctors and medical experts are serving in public hospitals in big cities, and as a result, patients from around the country rush to these hospitals for medical treatment,” Guo

Public hospitals in China have remained underdeveloped due to a shortage of doctors

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S H O U L D Y O U R U N A P U B L I C H O S P I TA L O R A P R I V AT E C L I N I C ?

Changsheng told Beijing Review. To encourage on-the-job doctors to open clinics means medical resources will be distributed in accordance with market rules, which will mobilize current medical resources to the largest extent. The major objective for this policy is to cushion the conflicts between the public’s huge demand for quality medical treatment and the limited medical resources, particularly excellent doctors.”

Rising conflicts Conflicts may arise when doctors run their own clinics while keeping their posts in larger hospitals at the same time. They key to dissolving these conflicts is balance. An additional issue is that private clinics are unlikely to be covered by the country’s medical system.

“A major obstacle for the establishment of private clinics is the complicated and strict approval procedure. Compared to public hospitals, these clinics will bear heavy tax burdens and difficulty in purchasing medical equipment,” added Changsheng.

According to experts, most doctors feel they will not choose

‘If doctors from public hospitals are willing to open their own clinics, policy support should be offered to them’ to operate a private clinic.

The fear of sacrificing personal time is one that has held doctors back from venturing into open waters. As a result, patients have also begun to fear whether their doctors are overworked, therefore hindering the quality of medical services provided.

Moving towards accessibility In Beijing’s larger hospitals, it is reported that one doctor could receive an average of nearly 100 patients every day, sometimes even around 200. But, private clinics have their advantages.

Doctors have accumulated a lot of experience from big hospitals and are usually capable of communicating 17

H O S P I TA L S with patients. These clinics don’t need medical inspection equipment, or other expensive hardware, as they can entrust a qualified third party to do the necessary physical examination for patients.

As with every industry, here are pros and cons to remaining solely in a public hospital setting:

“If doctors and hospitals can reach a balance in terms of economic interests and various other aspects, medical capacity will be improved, and this is beneficial to the public” – Lei Hongpei 18

August 2015

Pros Payment security: Both staff and physicians are assured of their incomes in a public hospital. Incomes are also sometimes higher.

Less administrative troubles: The hospital will worry less about issues such as human resources, billing and collecting, rent and overhead.

Cons Compensation can be changed: Nearly all hospitals pay on some form of production-based compensation formula but that does not mean that can’t change.

You may be judged by new metrics: Hospitals are aggressively adopting quality and patient satisfaction measures that are part of the overall compensation plan.

S H O U L D Y O U R U N A P U B L I C H O S P I TA L O R A P R I V AT E C L I N I C ?

“Although the policy grants individual doctors the freedom to run their own clinics, hospitals tend to hold on to their best doctors and prevent them from leaving,” said Lei Hongpei.

“However, if doctors and hospitals can reach a balance in terms of economic interests and various other aspects, medical capacity will be improved, and this is beneficial to the public.”

“Private clinics are mostly operating in communities, where doctors are badly needed, Hongpei

added. “Patients who usually find it difficult to see a doctor in big hospitals will now have easy access to quality doctors in community clinics. On the basis of doing well in hospitals, doctors can make extra money in their private clinics.”

Many physicians enjoy a hospital association and some simply don’t. The bottom line?

Do what works best for your daily routine and how you believe you can best treat your patients.

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TOP 10

Most Expensive MEDICAL PROCEDURES

Healthcare in the United States is expensive, but which medical procedures carry the costliest price tags?

Written by: Stephanie C. Ocano

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TOP 10

10) Tracheostomy US$ 205,000

This surgical procedure intended to create an opening through the neck into the trachea is similar to a tracheotomy but a long-term solution. A tube is usually placed through the opening made in the neck to provide an airway passage and remove secretions from the lungs. According to The Richest, the procedure costs $205,000, with a large portion of the cost attributed to long-term hospital stays and monitoring of the condition.

09) K idney Transplant US$ 262,900 Between finding a kidney donor (not included in the cost stated above) and the cost of the actual transplant and ensuing hospital stay to both recover and ensure the body does not reject its new organ, a kidney transplant is a heavy burden both medically and financially.

Once discharged, a patient has to continue spending additional funds on drugs to help the body coalesce with its new kidney.

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MOST EXPENSIVE MEDICAL PROCEDURES

08) P ancreas Transplant US$ 289,400 The pancreas sits behind the stomach and in front of the spine.

It produces the juices that help break down food and the hormones that control blood sugar levels. A pancreatic transplant is generally only performed on patients with pancreatic cancer or severe type 1 diabetes. Individuals who have transplants must take drugs for the rest of their lives to keep their body from rejecting the new pancreas.

07) Open Heart Surgery

US$ 324,000

Heart surgery can correct problems with the heart if other treatments haven’t worked or can’t be used. This is a common surgery but still comes with risks. Risks include bleeding, infection, irregular heartbeats and stroke. Recovery time in the hospital is generally long and there are many complications from the surgery that require a plethora of follow up visits with doctors. Furthermore many medications must be taken, some longterm, following open heart surgery.

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TOP 10

05) Bone Marrow US$ 676,800

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06) L iver Transplant

US$ 577,100

An extremely vital organ that aids in the digestion, blood clotting and a host of other essential functions, the liver is integral to the entire body. Thus, the risks associated with a liver transplant are very high, even more life threatening than many other serious medical procedures. Once becoming eligible for the transplant and the difficult process of finding a donor is achieved, costs build in the form of extensive recovery time and post-op as well as medications and recurring appointments with a specialist.

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MOST EXPENSIVE MEDICAL PROCEDURES

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04) L ung Transplant US$ 797,200 double, US$561,200 single Lung transplants are used for people who are likely to die from lung disease within 1 to 2 years. Their conditions are so severe that other treatments, such as medicines or breathing devices, no longer work. There are a myriad of factors that make the procedure so expensive; first, finding a donor, then the surgery itself, where the patient is placed on a machine to breathe. Afterwards patients recover in the intensive care unit for a few days, before spending another three weeks in hospital. All told, the procedure, hospital recovery time and subsequent rehab that may take over three months, plus the immunosuppressant medications needed to avoid transplant rejection contribute to the procedure’s high cost.

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03) Heart Transplant

US$ 997,000

The most common method of performing a heart transplant is to remove the patient’s dying heart after having harvested a still living heart from a recently deceased donor and graft it into the patient’s body. A heart transplant is by no means a cure for those patients in the end stages of heart disease, but merely a method of prolonging the length and quality of one’s life. In reality, the life expectancy for the recipient of a heart transplant is 15 years after the procedure, and some of the time post-op is extremely difficult. Recovery in intensive care is followed by a lengthy rehabilitation period with plenty of hospital visits with specialists to ensure the health of the patient. Beyond rehabilitation, recipients of a heart transplant also run the high risk of infection and organ rejection, hence the immunosuppressant drugs prescribed to limit the risk.

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MOST EXPENSIVE MEDICAL PROCEDURES

02) H eart-Lung Transplant

US$ 1,148,400

A combined heart and lung transplant is extremely rare in the United States, with roughly 100 performed annually. The difficulty in finding a donor is a primary reason, beyond the difficulty in the operation itself. Candidates must be under the age of 55 and be healthy enough otherwise to survive the rehabilitation period and regimen of immunosuppressant drugs to prevent infection and rejection. During surgery both the dying heart and lungs are removed and the patient is connected to a machine that will facilitate breathing and the circulation of blood to the body. While still incredibly rare and risky, and exorbitantly expensive at a cost of over a million dollars, survival rates for heart-lung transplant patients has increased to nearly 85 percent a year after surgery.

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TOP 10

01) Intestine Transplant

US$ 1,206,000

Although it is possible for a living donor to donate an intestine segment, most intestine transplants involve a whole organ from a deceased donor. In addition, most intestine transplants are performed in conjunction with a liver transplant.

Involving both the largest and the longest organ within the body, an intestinal 28

August 2015

transplant is again another last resort procedure that is only performed on patients with life threatening conditions, leaving no other option. A complex procedure that requires a highly skilled transplant team, the entire surgery can last anywhere from four to twelve hours. In some cases patients will receive both liver and intestine transplants concurrently, making this medical procedure the most shocking, complex, time consuming and expensive medical procedure in the United States.

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Shield_White_2013

Improving Healthcare Cycles

Version 1.1 – 25 October 2013

Philips HC LatAm’s coverage of private and public healthcare is ncreasing quality of life in the region

Written by: Mateo Rafael Tablado, Associate Editor Produced by: Lucy Verde, Director of Projects at WDM Group-LATAM Interviewee: Carlos Emilio Álvarez, Senior Director for Philips Healthcare South and North LatAm

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P H I L I P S H E A LT H C A R E C O N O S U R

P

hilips’ global plan is being carried out in each of the Dutch corporation’s territorial divisions. The basis of its business is now directed to wellbeing and a healthy lifestyle through three major areas: lighting, household and healthcare. Each of these areas is suited periodically with new sets of products resulting from the company’s continuous investments in research and development.

Leaders in the production of medical equipment

Philips Healthcare South LatAm division’s jurisdiction spans over Argentina -where it’s HQ’ed-, Chile, Paraguay, Uruguay and Bolivia, where hospitals and medical centers both public and private are being supplied by latestgeneration diagnostic machinery -for CTI, x-ray, MRI, molecular imaging, ultrasound and other procedures-, clinical informatics software solutions, radiotherapy, as well as monitoring devices for inpatients and home recovery.

The executive in charge of leading Philips Healthcare South LatAm’s efforts became also leads the North LatAm division since March 2014. “I’m currently in charge of Philips in Latin America with the exception of Mexico and Brazil,” explained Carlos Emilio Alvarez, Senior Director for Philips Healthcare South and North LatAm. Alvarez graduated in Accounting and Economy at Buenos Aires University (UBA), and attended postgraduate studies at Austral

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L AT I N A M E R I C A

University’s Business School (IAE). The executive had previous experience in the finances and marketing departments for other companies as well as for Marconi Medical, which was purchased by Philips in 2001.

Key People

Spreading the Home Team Advantage Along the Continent Philips Healthcare’s Latin American operation couldn’t count on a better headquarters site than Argentina. The company set foot in these shores in 1935 and quickly became a fix among top 10 top of mind surveys regarding brand awareness, a feat rarely achieved outside of the Netherlands.

“We have been the number one company within

Philips Healthcare HeartNavigator

Carlos Emilio Álvarez Lopez Senior District Director for Philips Healthcare South and North LatAm Alvarez became the District Director for Philips Healthcare South LatAm division in 2013; he was appointed also as North LatAm Director in March 2014; the only countries in Latin America outside of his jurisdiction are Philips HC Mexico and Philips HC Brazil. Alvarez graduated in Accounting and Economy at Buenos Aires University (UBA), and attended postgraduate studies at Austral University’s Business School (IAE). The executive had previous experience in the finance and marketing departments for other companies as well as for Marconi Medical Systems, which was purchased by Philips in 2001. Once in Philips, he was a financial controller until 2009, when he was appointed to the marketing department before becoming the company’s senior regional director.

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C O M PA N Y N A M E

Specialized software for hospitals

our trade for the last five years in our territory, a unique achievement within our corporation,” shared the region’s director.

Leading company in the field of medical devices

Wide Coverage Through Healthcare Technology The company’s field record within Latin America is one of milestones for being the first to bring latest-technology medical devices into public and private hospitals and medical centers.

Current focus areas for Philips in Latin America are cardiology, oncology and women’s health, in the clinical practice; while respiratory disorders, degenerative diseases and sleep disorders such

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SECTOR

Avant-garde technology

as asthma, diabetes and apnea -among othersare being treated by easy to use monitoring devices with still-to-be-developed remote systems for diagnosis and consultancy.

“The clients we have strategically targeted in both public and private sectors have resulted in a successful coverage of a fair amount of population,” pointed Alvarez.

Improving Quality of Life Philips global philosophy of contributing to wellbeing and a healthier lifestyle is reinforced by a global phenomenon: people becoming older and retiring in the short to medium term

“Philips’ main concern is contributing to the optimization of current healthcare services” – Carlos Emilio Alvarez, Senior Director for Philips Healthcare South and North LatAm

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HELIGAS S.A. is a Company mainly focused in import, distribution and logistics matters of Helium Gas and other Medicinal Gases for Industrial Use and Health Institutions.

The Company with his network of Commercial Alliances in Latin and North America has a combined experience of more than 70 years in the Gas Business.

In Chile we are leaders not only as a reliable provider of Helium and Medicinal Gas with capacity to attend our client´s needs 365 days per year, but also for designing and installing Medical Gas Networks, as well as supply of safety equipment.

For Heligas and all of its workers, our main goals are Excellent Service, Maximum Efficiency and Highest Security Standards to support our clients and become a partner In their goal achievements.

Av. Del Parque 4928 Oficina 427 - Huchuraba Ciudad Empresarial - Fono + 56 22 372 14 76

P H I L I P S H E A LT H C A R E C O N O S U R

L AT I N A M E R I C A

will out-number the population who is currently in a productive stage of their lives, financially supporting public healthcare systems.

Crunching public resources makes it harder for all the population to obtain decent medical services; it becomes more difficult to find an empty bed in a hospital for patients who must remain hospitalized for a certain time.

Philips efforts and development of new, more advanced devices and techniques are focused into avoiding surgery rooms, traumatic experiences and long hospital stays by technology to recur to for an outpatient procedure through needles and catheters to unclog any artery and have the patient in and out of the

Lighting solutions

SUPPLIER PROFILE

Leading marketing, distribution and logistics services in the gas business. We provide a comprehensive service in Latin America, Helio load for magnetic resonators 365 days a year, providing the highest efficiency and results garantizados.Realizamos network installations for medical gases and to adapt clinical customized spaces. Besides constantly seeking new products and solutions through leading brands on the market.

Visit our web page: www.heligas.cl

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P H I L I P S H E A LT H C A R E C O N O S U R

hospital in less than 24 hours. This strategy is supported by the company’s “hospital to home” policy, by manufacturing easy to use devices for home monitoring.

Philips Health Systems works for the welfare of global citizenship

“We are all in for everything that prevents patients from constant visits and long stays at the hospital, our priority is for patients to remain home through prevention and monitoring,” the executive stressed.

Room to Grow At a large scale, the whole of the region is covered through Philips’ distributors in every country. The

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Recently, Bolivia and Peru have been able to reach into communities which were previously difficult to access and need proper regular medical attention facilities and infrastructure.

“Medical records, cloud computing and easy access to information are key new trends in healthcare services”

“We are taking on the challenge of improving our coverage of Bolivia, Peru, Paraguay, Costa Rica, Panama and Ecuador, where investment in public health services is increasing,” Alvarez said.

– Carlos Emilio Alvarez, Senior Director for Philips Healthcare South and North LatAm

present challenge is taking that technology into the inner territory of these nations, where currently a handful of countries now find themselves in a position to invest at.

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L AT I N A M E R I C A

Taking the Best from Every Staff Member Philips HC LatAm’s success extends into being ranked as a top “Great Place to Work ®” company. Since 2010, the management opted for flexible schedules, providing employees of a much required freedom in their time for engaging in their own activities; Philips demands its staff to fulfill satisfactorily a number of hours per week in case they need to leave the offices at some time for personal reasons or even to attend colleges and continuous education programs.

Lighting solutions

The empowerment and delivery rates from the team have since increased in the company’s horizontal structure, which also allows for open lines of communication and opinion exchange between personnel and upper management.

“Our staff’s rate of commitment increases, which is not good only for workplace surveys, but for actually carrying on with the company’s plans,” noted the executive.

Long-Lasting Relationships with the Proper Suppliers Counting on the best possible suppliers is a priority for Philips HC LatAm. Sharing core values such as timely delivery, dedication and craftsmanship are a must by any company aiming to offer their services to the Dutch w w w. h e a l t h c a re . p h i l i p s . c o m

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P H I L I P S H E A LT H C A R E C O N O S U R multinational, which specializes in providing highly accurate, calibrated, customized machinery, which sometimes can weight up to five tons, requiring specialized transportation or warehousing conditions.

Innovative medical technologies from Philips Cono Sur

Customs agencies are also a trade in which Philips HC deals with both eyes wide open, since imports and exports of finished products are a regular task for an operation spanning such a vast territory. “It’s an essential part of our business to develop these long-lasting strategic partnerships with certain suppliers,� Alvarez explained.

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“Continuum of Care”: Philips’ Life Cycle for the Future

Company Information

Philips HC South LatAm’s growth projections are of 10 percent or more during the next few years, based in its current focus on health and wellbeing.

NAME

“Philips’ strategy is to become totally focused on wellness for end consumers,” the regional senior director finalized.

INDUSTRY

“Philips’ strategy is to become totally focused on wellness and a healthy lifestyle”

Philips Healthcare Cono Sur

Goods manufacturing, imaging machines and other devices for diagnostics and health monitoring; software for hospital management HEADQUARTERS

Buenos Aires, Capital Federal, Argentina EMPLOYEES

105 REVENUE

– Carlos Emilio Alvarez, Senior Director for Philips Healthcare South and North LatAm

USD $100 million WEBSITE

www.healthcare.philips.com

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Written by: Rebecca Castrejon, Editor Produced by: Lucy Verde, Director of Projects at WDM Group-LATAM Interviewee: Dr. Juan Guillermo Ortiz, General Manager for University of La Sabana Medical Center

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FIRST-LEVEL Investigation Healthcare &

Hand in hand with education and overall services.

La operación minera de Grupo México ha sido la base de desarrollo de negocios y comunidades donde aportan aprovechando vías ferroviarias y generando infraestructura para próximamente incursionar en el sector energético.

Dr. Juan Guillermo Ortiz

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CLINICA UNIVERSIDAD DE LA SABANA

U

Certified for best practices in medicine

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August 2015

niversity of La Sabana Medical Center has become one of the best academic hospitals in high complexity specialties.

This feat is not surprising, considering the hospital is the recipient for important investments in its research department, it is constantly updating within global medicine practice standards, is continuously partaking in important seminars to optimize medicine learning methods, provides excellent medical care and displays the highest quality in every aspect.

It took less than two decades for La Sabana to receive international recognition for its output of graduated medical professionals and its commitment to Colombia’s scientific achievements.

The hospital’s model for medical attention is based in a humane approach toward patients, and constant efforts in the research, assistance, academic and community services provided.

Consultancy for 34 medical specialties and different assistance areas in high complexity diseases set University of La Sabana Medical Center apart from other hospitals, besides offering the most advanced physical rehabilitation center in Colombia.

Dr. Juan Guillermo Ortiz, current CEO for University of La Sabana Medical Center, shared his views about the hospital’s current affairs, medical capacity, staff management and their competitiveness within Colombia’s healthcare sector.

L AT I N A M E R I C A

Dr. Ortiz’s tenure at the medical center has spanned more than a decade. After entering La Sabana in 2002 as an orthotist, and was successively named to other positions such as being Chief of Surgery Dept. and Chief of Medical Education. In 2006 Ortiz became appointed as the hospital’s scientific director; in 2008 he became the Vice-Dean at University of La Sabana’s medicine faculty, a position he held until late 2010. In early 2011, Ortiz was asked to return to the medical center as CEO, his current position in 2015.

Leadership Indexes La Sabana’s reputation as one of the best hospitals is supported by its high ranking among domestic and international listings of medical centers according to their services’ quality and available resources. Colombia’s Ministry of Education has acknowledged La Sabana among the country’s top colleges, awarding

Key People

Juan Guillermo Ortiz GM for University of La Sabana Medical Center Dr. Ortiz’s tenure at the medical center has spanned more than a decade. After entering La Sabana in 2002 as an orthotist, and was successively named to other positions such as being Chief of Surgery Dept. and Chief of Medical Education. In 2006 Ortiz became appointed as the hospital’s scientific director; in 2008 he became the Vice-Dean at University of La Sabana’s medicine faculty, a position he held until late 2010. In early 2011, Ortiz was asked to return to the medical center as General Manager, his current position in 2015.

University of La Sabana Medical Center, main entrance w w w. c l i n i c a u n i s a b a n a . e d u . c o

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C O M PA N Y N A M E

Medical staff: Updating knowledge through seminars and courses

Research and medical institution

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the institution the 4th place for its academic achievements and Master’s program. Magazines such as America Economia placed La Sabana at number 31 in their list of the best hospitals in Latin America.

“We have strategically directed our efforts into providing services within our own quality standards system,” Ortiz said.

The hospital is certified by ICONTEC quality standards (Colombian Institute for Technical Regulations and Certification). This system provides a basis for La Sabana Medical Center’s improvements in its business units: rehabilitation, emergencies, mobile practice, hospitalization, surgery and ICU. La Sabana’s quality standards are measured with the help of a Scorecard system, which is

SECTOR

Reference center for ECT

running permanently within hospital management models, delivering the most complete data previous to investments funds management according to the areas needing the most improvements.

The hospital was recently certified by CARF (Commission on Accreditation of Rehabilitation Facilities) as the first health institution in Colombia qualified by this entity for services provided to patients with disabilities.

During 2015, doctors Martha Romero (Quality Control Manager), Luis Fernando Lopez (General Manager) and Ortiz were certified as Six Sigma Black Belt due to the hospital’s improvement practices and for “achieving service quality and a compelling job.”

“We are the first option in medical technology and the best equipped hospital in Chia” – Juan Guillermo Ortiz, General Manager for University of La Sabana Medical Center

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CLÍNICA UNIVERSIDAD DE LA SABANA

Six Sigma-certified

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Pacesetters for Medical Research University of La Sabana Medical Center’s Research Unit was conceived in 2012, and it is currently a stronghold as a business unit, certified for best clinical and research practices in their work with the pharmaceutical industry. Research laboratories opened in June 2013, focusing in six specialized categories: physiology, immunology, molecular biology, pathology, genetics and clinical pharmacology. The hospital’s commitment to research for the long term is secured by investments in the biomedical area.

L AT I N A M E R I C A

“The six in-house research labs we count on allow for our continual efforts to develop translational medicine research,” the CEO mentioned.

Maintaining Atop Developments in the Field of Medicine To maintain its personnel in contact with cuttingedge developments in hospital operations, University of La Sabana Medical Center regularly hosts seminars, congresses and other meetings.

A rehabilitation and trauma congress is in the

“Synergy with suppliers and associates leads to growth in support, technology and other fields” – Juan Guillermo Ortiz, General Manager for University of La Sabana Medical Center

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CLINICA UNIVERSIDAD DE LA SABANA

Community outreach

works, scheduled to happen during mid-2016.

Being an academic hospital, La Sabana also strives to certify all of its offered postgraduate studies, such as the Physical Medicine and Rehabilitation specialty, taught in the college’s Medicine Faculty, as well as its Physical Therapy undergraduate program, held at the institution’s Rehabilitation and Nursing Faculty.

“We sustain our growth in the educational areas of medicine for high complexity specialties.

We want to contribute to the formation of health professionals helping patients and achieving success in the research area,” Ortiz expressed.

L AT I N A M E R I C A

Avant-garde Technology for High Complexity Diseases For La Sabana, medical innovation is not stopping at research, but rather includes the latest tech developments in the medicine field, constant infrastructure upgrades and updates, implementation of robotics and automation as well as any improvement in the rehabilitation field.

Being in control and up to date in these areas are also a key factor keeping La Sabana among Colombia and Latin America’s leading hospitals and rehabilitation facilities.

“The medical center’s rehab unit is currently the best equipped in Colombia, our hydrotherapy and electrotherapy units are one-of-its-kind in our country, and we are introducing robotics into rehabilitation,” the doctor remarked.

The hospitals’ improvements include replacing old medical equipment in the radiology area.

Some investments for 2016 will be destined to acquire a new CT and MRI machines as well as imaging equipment.

In late 2015 the new emergency unit will be ready to open; huge efforts in the marketing and PR fields are being performed to enhance this event and the hospital’s new corporate identity.

Company Information NAME

Clinica Universidad de La Sabana INDUSTRY

Healthcare services, medical research HEADQUARTERS

Chia, Cundinamarca, Colombia FOUNDED

1997 EMPLOYEES

750 REVENUE

USD $150 million WEBSITE

clinicaunisabana.edu.co

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EXCELLENCE in m

high complexity disease public healthcare servic El Cruce High Complexity Hospital’s labor and working model fulfills the commitment to bring healthcare for every individual

Written by: Mateo Rafael Tablado, Associate Editor Produced by: Lucy Verde, Director of Projects at WDM Group Interviewee: Juan Marini, Medical Director at El Cruce High Complexity Hospital 54 August 2015

medical attention for es in ARGENTINA’S ces

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H O S P I TA L D E A LTA C O M P L E J I D A D E N R E D E L C R U C E

E A memorial plaque honoring late President Nestor Kirchner

l Cruce - Nestor Carlos Kirchner Hospital is located in the city of Florencio Varela, a vicinity southeast of the Greater Buenos Aires area. El Cruce serves also patients referred from seven health institutions in nearing municipalities Berazategui, Quilmes and Almirante Brown, all of them located between the cities of Buenos Aires and La Plata. Currently, patients nationwide are referred to this high complexity hospital for special treatments unavailable in some provinces.

The hospital’s resident specialists are on rotation within the area’s health network hospital, providing a complete coverage of this zone’s population.

Hospital hallway at daylight

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Planning for El Cruce-NHK started on 2006, and the 242,000-plus sq.ft facility opened in 2008, after receiving more than $20 million in subsidy.

The hospital has 171 beds, and more than half of them are used for intensive care patients (both adults and pediatric care), cardiovascular recovery and for the coronary care unit.

El Cruce is accredited with international memberships from global organizations such as ISQUA and has been certified for 16 ISO global standards. El Cruce also became the first Argentine hospital outside the country’s capital where multi-organ and other transplants are performed.

E - NESTOR CARLOS KIRCHNER Specialized media has named El Cruce among the top five hospitals in Latin America. The facility’s avant-garde equipment and the human factor’s outreach to the community via seminars and events are outstanding traits for the hospital.

“We’ve reached an important number of transplants with the same positive results as in the best hospitals, globally. Such achievements are the result of our team of professionals’ commitment,” explained Dr. Juan Marini, Medical Director for El Cruce High Complexity Hospital.

Marini has wide experience in the public health system: he was once named health advisor to the National Congress, he has performed in high management roles in different hospitals, and his previous tenure as Health Minister for the Buenos Aires Province provides a much needed knowledge of the area’s health necessities.

L AT I N A M E R I C A

Key People

Juan Marini Medical Director Dr. Marini attended the medicine school at the El Salvador University, an important Jesuits college in Buenos Aires. He specialized in cardiology and internal medicine at Universidad de Buenos Aires (UBA), and hospital management afterwards.

He has worked in the public sector as Health Minister for the Buenos Aires Province, Consultant for the Health Commission at the Nation’s Honorable Congress and during the 1990s he managed different hospitals. Marini is part of El Cruce since the project’s inception.

The nation’s vice-president visits El Cruce Hospital w w w. h o s p i t a l e l c r u c e . o r g

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C O M PA N Y N A M E

Clinic simulation center

“I’ve worked for El Cruce before construction began in 2006, along with the hospital’s Executive Director, Dr. Arnaldo Medina,” Doctor Marini shared.

A Patient-Focused Network Gamma chamber

Since the hospital was planned, the healthcare model to follow was no afterthought, not only at El Cruce, but also in the network’s other hospitals: providing healthcare services under written, measurable procedures and standards, with a priority on the patient’s well-being, supported by the latest digital information technology, which easily enables the rest of the network to share and retrieve a patient’s EHR. This system allows for the network’s patients to be rapidly referred 58

August 2015

SECTOR

Surgery room

to specialists at El Cruce, avoiding the hassle of travelling all the way to the capital; and once on the recovery path, patients are sent back to their local health center for follow-up consultation.

“The hospital has experienced notable growth, it is probably the best-equipped facility in Argentina’s public health services, an unprecedented achievement in our country’s health sector,” Marini stated.

High Profile in Training, Research and Development Constant upgrades and tech acquisitions at El Cruce demand continuous training programs.

“Being acknowledged as a national reference center for high complexity diseases results in offering health services tailored to the population’s needs” – Dr. Juan Marini, Medical Director for El Cruce High Complexity Hospital

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Hospital El Cruce-Nestor Kirchner Marathon

L AT I N A M E R I C A

A Realistic Simulation Center and a surgery lab are among the hospital’s latest additions.

Dummies are used to provide trainees of the necessary knowledge to treat cardiac arrests, administer CPR and other conditions. The best about the hospital’s training facilities is that health professionals from the network’s hospitals in neighboring municipalities are also welcome to attend training sessions at El Cruce High Complexity Hospital.

Scientific and Management seminars

“We have somehow partnered with all these sectors for subjects such as assistance, training and also for research,” the medical director summarized.

Resonator

High Complexity and Becoming a Nationwide Reference Center Practice at El Cruce, and research activities conducted at the hospital, have resulted in the institution becoming a nationwide reference center, receiving patients from other provinces.

The hospital has become a reference for cardiology, cardiovascular procedures, neurosurgery, complex liver and pancreatic procedures, and ophthalmology both for adult and pediatric patients.

The Multi-Organ Transplants stands out, as El Cruce is a donor hospital and is currently creating

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H O S P I TA L D E A LTA C O M P L E J I D A D E N R E D E L C R U C E

Simulation chambers

its tissue bank, besides being a reference center for low occurrence ailments.

The most-performed procedures at El Cruce are: Hemodynamics

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• • • • •

Cardiac transplants Cornea transplants Kidney transplants Liver transplants Hematopoietic stem cell transplantation

E - NESTOR CARLOS KIRCHNER “Growth has been progressive; today we talk about transplants, but we had already performed more than a thousand cardiac surgeries before the first heart transplant,” Marini explained.

Important Partners: the Local University and Health Agencies Soon after El Cruce Hospital opened in 2008, Arturo Jauretche National University (UNAJ) also opened in Florencio Varela. The hospital and the college partnered, with El Cruce becoming a practice field for the university’s specialty and post-graduate students. And future plans include the opening of the university’s medicine faculty.

L AT I N A M E R I C A

“The hospital relies on doctors and health professionals that share with us their previous experience at important health centers in Argentina and abroad” – Dr. Juan Marini, Medical Director for El Cruce High Complexity Hospital

El Cruce’s main sources for funding come from the city hall at each of the municipalities’ whose population is benefitted by the hospital, and from both the national and the Buenos Aires Province’s health ministries. The institution’s upcoming projects receive support from the Science and Technology Ministry, with a credit line from FONTAR (Argentine Tech Fund).

“There seems to be a joint effort, we somehow need of each other. This also brings growth to every medical center,” El Cruce’s medical director stressed.

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H O S P I TA L D E A LTA C O M P L E J I D A D E N R E D E L C R U C E The Future: 2017 and Beyond

The first El Cruce patience to arrive

Besides ongoing projects under development, such as the hospital’s expansion and the opening of the medicine faculty at UNAJ, El Cruce Hospital’s development is part of a planned strategy covering from 2013 to 2017.

in helicopter

Probably the most important project is the construction of the Center for Translational Medicine Excellence (CEMET), the venture’s purpose is to take biotechnology research achievements immediately into medical practice.

E - NESTOR CARLOS KIRCHNER The new long-stay facility opens on August 2015, and not long after the new five-story building is to be completed. The new building will house learning and simulation laboratories, reference centers and 120 new beds for longstay patients, 30 beds for outpatient services and six more for emergencies. Plans pending for 2015 include the already approved pre-project for the Cancer Center, as well as preparing for Joint Commission International compliance evaluations. “We planned a hospital for high complexity specialties, and in the way we came across a research program and partnering with a local college,� Dr. Marini summarized.

L AT I N A M E R I C A

Company Information NAME

Hospital de Alta Complejidad en Red El Cruce - Nestor Carlos Kirchner INDUSTRY

Hgih complexity Healthcare (diagnostics and treatment) HEADQUARTERS

Florencio Varela, Buenos Aires, Argentina FOUNDED

2008 EMPLOYEES

1,100 REVENUE + USD $75 million WEB SITE

www.hospitalelcruce.org

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Written by: Hector Bolaños Varela – Executive Director Produced by: Lucy Verde, Director of Projects for WDM

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A FA M E L A

T

he AsociaciĂłn de Fabricantes de Medicamentos de Libre Acceso (AFAMELA) is a not-for-profit association that since its foundation in 1985 has promoted the development of Responsible Self-Medication as a safe, effective and accessible way to foster Self-Care and Responsible Self-Medication and to contribute to the well-being of the Mexican population and to public health.

Promoting self-medication

In order to achieve these objectives, members of AFAMELA manufacture nonprescription medicines in accordance to the highest quality standards. Also, these companies are committed to developed truthful and not misleading advertising and promotional campaigns with the objective to inform consumers about the different alternatives to meet their health needs. Besides, this Association aims to expand the current number and variety of nonprescription medicines available so that Mexican consumers could make informed decisions while being able to play a more active role in their healthcare.

Currently, AFAMELA groups 18 local and international companies having different market experience, economic resources and working philosophy. Also, the sales of these companies’ nonprescription medicines account for 60% of the nonprescription market, therefore making AFAMELA a truly representative association of this market.

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August 2015

L AT I N A M E R I C A

One of the main aspects that identify this Association is that since its foundation AFAMELA has actively participated in the World SelfMedication Industry (WSMI) a Non Government Organization (NGO) in Official Relations with the World Health Organization (WHO). Thanks to this involment, AFAMELA has been properly informed about the main trends in Self-Care and Responsible Self-Medication around the world as well as being informed about the activities carried out by the leading nonprescription associations in all continents. This information is shared to all members of the Association as a means to help them develop their business plans. As an entity representative of the nonprescription market, AFAMELA represents their members before the government authorities to promote their initiatives or defend their interests.

Key People

Juan Antonio Guerrero Mouret President He started his professional career in 1989 in Grupo PEPSICO where he held different sales and marketing positions with the aim to support several distribution and sales channels projects in the Latin American region where he implemented novelty distribution and sales systems in Colombia, Venezuela, Chile and Argentina.

In 1997 he was invited to work in the pharmaceutical industry as Trade Marketing Manager in Janssen-Cilag, where he also had sales and marketing responsibilities.

In 2002, he was hired by Ferrig Pharmaceuticals as Commercial Director, and in 2004 he joined Laboratorios Sanfer where he actually works as Corporate Commercial Director being responsibly of the Consumer (OTC), Farma, Oncology, Generics and Veterinary Divisions, managing a direct sales representatives force of 870 individuals.

AFAMELA Workshops

He is also a counsellor for the Asociaci贸n Nacional de Ejecutivos de Ventas de la Industria Farmac茅utica.

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L AT I N A M E R I C A

Company Information

Members: • Bayer de Mexico, S.A., de C.V. • Boehringher Ingelheim Promeco, S.A., de C.V. • Productos Científicos, S.A., de C.V. • Catalent Solutions • Glaxosmithkline Mexico, S.A., de C.V. • Healthcare Paramount • Johnson & Johnson Mexico, S.A., de C.V. • Compañia Internacional de Comercio, SAPI de C.V. • Merck, S.A., de C.V. • Novartis Farmaceutica, S.A., de C.V. • Pfizer, S.A., de C.V. • Laboratorios PISA, S.A., de C.V. • Compañía Procter & Gamble Mexico, S. de R.L., de C.V. • Reckitt Benckiser, S.A., de C.V. • Representaciones e Investigaciones Medicas, S.A., de C.V. • Laboratorios Sanfer, S.A., de C.V. • Sanofi Aventis de Mexico, S.A., de C.V. • Laboratorios Senosiain, S.A., de C.V.

NAME OF THE A S S O C I AT I O N

Asociacion de Fabricantes de Medicamentos de Libre Acceso INDUSTRY

Pharmaceuticals HEADQUARTERS

Mexico FOUNDED

April, 1985 WEBSITE

www.afamela.org

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PAML

- Pathology Associates Medical Laboratories

With a focus in diagnostics with national corporate headquarters in Washington, PAML is a recognized leader delivering healthcare solutions.

Written by: Stephanie C. Ocano Produced by: Tom Venturo

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PA M L

PAML Lab

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August 2015

H E A LT H C A R E

PAML General Administration

Our goal is to do anything and everything to help you as a provider to succeed in delivering the highest quality of care.

This is the ideology behind PAML (Pathology Associates Medical Laboratories) – a medical reference laboratory serving physicians, hospitals and allied health professionals. Ranked among the top clinical reference laboratories in the nation and considered an industry leader in joint venture partnerships, PAML is dedicated to personalized service, rapid turnaround time and innovative information management systems.

We recently spoke with Dr. Francisco R. Velázquez, President and Chief Executive Officer at PAML, to further understand the history of the company and his methodology to become a driving force in the healthcare solutions industry.

From West to East – A History of Going Nationwide Founded in 1957 in the town of Spokane, Washington, PAML was initially focused on serving the Pacific Northwest region. From Montana to Idaho, the company soon discovered that its reach could extend much farther. Over the years, w w w. p a m l . c o m

75

BreathTek® UBT for H. pylori

You Suspected H. pylori.

BreathTek UBT Confirmed.

To be sure of your diagnosis AND confirm treatment success, choose BreathTek UBT • Antibiotic resistance is approaching 25%, increasing the need for eradication confirmation1-3 • ACG* calls the UBT method “the most reliable nonendoscopic test…“ to confirm H. pylori eradication4 • BreathTek UBT offers excellent sensitivity (96%) and specificity (96%) to confirm eradication in adult patients5 • False negative test results may be caused by: − Ingestion of proton pump inhibitors (PPIs) within 2 weeks prior to performing the BreathTek UBT. If a negative result is obtained from a patient ingesting a PPI within 2 weeks prior to the BreathTek UBT, it may be a false-negative result and the test should be repeated 2 weeks after discontinuing the PPI treatment. A positive result for a patient on a PPI could be considered positive and be acted upon − Ingestion of antimicrobials or bismuth preparations within 2 weeks prior to performing the BreathTek UBT − Premature POST-DOSE breath collection time for a patient with a marginally positive BreathTek UBT result − Post-treatment assessment with the BreathTek UBT less than 4 weeks after completion of treatment for the eradication of H. pylori • False positive test results may be caused by urease associated with other gastric spiral organisms observed in humans, such as Helicobacter heilmannii or achlorhydria.

H. pylori can’t hide from BreathTek UBT… Approved as an aid in the initial diagnosis and post-treatment monitoring of H. pylori infection in adults and children ages 3 to 17 years Please see BRIEF SUMMARY on adjacent page.

Click here to learn more or visit BreathTek.com. *ACG, American College of Gastroenterology.

April 2015

05US15EBP0019

Brief Summary about BreathTek UBT Intended Use The BreathTek® UBT for H. pylori Kit (BreathTek UBT Kit) is intended for use in the qualitative detection of urease associated with H. pylori in the human stomach and is indicated as an aid in the initial diagnosis and post-treatment monitoring of H. pylori infection in adult patients and pediatric patients 3 to 17 years old. The test may be used for monitoring treatment if used at least 4 weeks following completion of therapy. For these purposes, the system utilizes an Infrared Spectrophotometer for the measurement of the ratio of 13CO2 to 12CO2 in breath samples, in clinical laboratories or point-of-care settings. The Pediatric Urea Hydrolysis Rate Calculation Application (pUHR-CA), provided as a web-based calculation program, is required to obtain pediatric test results.

The BreathTek UBT Kit is for administration by a health care professional, as ordered by a licensed health care practitioner.

Warnings and Precautions • For in vitro diagnostic use only. The Pranactin®-Citric solution is taken orally as part of the diagnostic procedure and contains Phenylalanine (one of the protein components of Aspartame), 84 mg per dosage unit, and should be used with caution in diabetic patients. (For reference, 12 ounces of typical diet cola soft drinks contain approximately 80 mg of Phenylalanine.)

• A negative result does not rule out the possibility of H. pylori infection. False negative results do occur with this procedure.

If clinical signs are suggestive of H. pylori infection, retest with a new sample or an alternate method.

• False negative test results may be caused by: — Ingestion of proton pump inhibitors (PPIs) within 2 weeks prior to performing the BreathTek UBT. If a negative result is obtained from a patient ingesting a PPI within 2 weeks prior to the BreathTek UBT, it may be a false-negative result and the test should be repeated 2 weeks after discontinuing the PPI treatment. A positive result for a patient on a PPI could be considered positive and be acted upon.

— Ingestion of antimicrobials, or bismuth preparations within 2 weeks prior to performing the BreathTek UBT — Premature POST-DOSE breath collection time for a patient with a marginally positive BreathTek UBT result — Post-treatment assessment with the BreathTek UBT less than 4 weeks after completion of treatment for the eradication of H. pylori.

• False positive test results may be caused by urease associated with other gastric spiral organisms observed in humans such as Helicobacter heilmannii or achlorhydria.

• If particulate matter is visible in the reconstituted Pranactin-Citric solution after thorough mixing, the solution should not be used.

• Patients who are hypersensitive to mannitol, citric acid or Aspartame should avoid taking the drug solution as this drug solution contains these ingredients. Use with caution in patients with difficulty swallowing or who may be at high risk of aspiration due to medical or physical conditions.

• No information is available on use of the Pranactin-Citric solution during pregnancy.

• For pediatric test results, the Urea Hydrolysis Rate (UHR) results must be calculated. The Delta over Baseline (DOB) results are only used to calculate the UHR metrics to determine H. pylori infection in pediatric patients. DOB results cannot be used to determine the infection status of pediatric patients. Use the web-based pUHR-CA (https://BreathTekKids.com) to calculate the UHR. • Safety and effectiveness has not been established in children below the age of 3 years.

Adverse Events During post-approval use of the BreathTek UBT in adults, the following adverse events have been identified: anaphylactic reaction, hypersensitivity, rash, burning sensation in the stomach, tingling in the skin, vomiting and diarrhea. Because these reactions are reported voluntarily from a population of uncertain size, it is not always possible to establish a causal relationship to drug exposure.

In two clinical studies conducted in 176 (analyzed) pediatric patients ages 3 to 17 years to determine the initial diagnosis and post treatment monitoring of H. pylori, the following adverse events experienced by ≥1% of these patients were: vomiting (5.1%), oropharyngeal pain (4.5% to include throat irritation, sore throat, throat burning), nausea (2.3%), restlessness (2.3%), stomach ache/belly pain (1.1%), and diarrhea (1.1%). Most of the adverse events were experienced by patients within minutes to hours of ingestion of the Pranactin-Citric solution.

In another clinical study comparing the UBiT®-IR300 and POCone® in pediatric patients ages 3 to 17 years, the following adverse events were observed among the 99 subjects enrolled: 2 incidences of headache, and 1 incidence each of cough, dry mouth and acute upper respiratory infection.

May 2014

05US14EBP1200

References: 1. Vakil N, Megraud F. Eradication therapy for Helicobacter pylori. Gastroenterology. 2007;133(3):985-1001. 2. Vakil N, Fendrick AM. How to test for Helicobacter pylori in 2005. Cleve Clin J Med. 2005;72(suppl 2):S8-S13. 3. Chu Y-T, Wang Y-H, Wu J-J, Lei H-Y. Invasion and multiplication of Helicobacter pylori in gastric epithelial cells and implications for antibiotic resistance. Infect Immun. 2010;78(10):4157-4165. 4. Chey WD, Wong BCY; Practice Parameters Committee of the American College of Gastroenterology. American College of Gastroenterology guideline on the management of Helicobacter pylori infection. Am J Gastroenterol. 2007;102(8):1808-1825. 5. Package Insert for BreathTek UBT. Otsuka America Pharmaceutical, Inc; 2014.

©2015 Otsuka America Pharmaceutical, Inc.

April 2015

05US15EBP0019

PA M L PAML grew to encompass a wider geographical presence, additionally realigning its focus to diagnostics.

“About three years ago, we launched a professional services corporation,” said Dr. Velázquez.

“We developed a portfolio of complementary skills that are useful not only to us as a company but more importantly bring valuable services to those that we work with.”

Referring to PAML as a healthcare solutions company, Dr. Velázquez went on to explain that his primary goal was to do the best work possible, leaving his clients and partners with the solutions and a roadmap to providing better care.

“Our goal is to go in and help you and leave as quickly as we can,” said Dr. Velázquez.

Successful Direction How does a company remain competitive, especially within the

H E A LT H C A R E

healthcare industry? According to Dr. Velázquez, the answer is simple: pay attention.

“We pay attention to new developments,” clarified Dr. Velázquez. “And not just in the healthcare industry, but in others as well.”

“It’s important for us to understand what the world around us is doing because ultimately most of the trends that we see in other industries will come to healthcare,” he continued.

PAML also connects with higher level academic institutions to understand where innovation is headed. By spending time with entrepreneurs and those investing venture capital dollars in new technologies, PAML successfully keeps its “finger on the pulse.”

Innovative Solutions PAML is striving to close the gap in

“It’s important for us to understand what the world around us is doing because ultimately most of the trends that we see in other industries will come to healthcare” – Dr. Francisco R. Velázquez, President and Chief Executive Officer w w w. p a m l . c o m

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Sarstedt - solutions for the clinical lab Sarstedt offers modular technology for efficient sample preparation. With options for bulk loading, identification, decapping, sorting, aliquoting, and recapping - we provide the automation you need now plus the ability to add more later. And because we are also a global manufacturer of premium consumables, we can provide the total solution for all of your requirements.

Sarstedt is a proud business partner of Pathology Associates Medical Laboratories.

800-257-5101 . customerservice@sarstedt.us . www.sarstedt.com

PA M L the continuum of care between the time that individuals are consumers and the time that they are patients.

“Right now, both worlds don’t connect and we’re looking to connect those better,” said Dr. Velázquez.

With more consumers looking for ways to proactively manage their health, many have turned to the internet for help in accessing medical resources to help them make smart decisions. In response to this, late last year PAML unveiled its website for Cinch™, the company’s new consumerbased product line that empowers individuals to reveal their health through easy access to laboratory testing and information.

“Our Cinch product line is a step above what is currently being offered in the market for directto-consumer laboratory testing,” said Shawn Whitcomb, PAML’s Chief Information Officer in a press release. “We are delivering the same superiority in laboratory testing that patients receive from their physician, but with much more convenience and flexibility, and often at a lower cost than a traditional physician visit.”

H E A LT H C A R E

Additionally, PAML recently launched another brand titled AION (meaning “life” or “longevity” in Greek) which aims to assist physicians practicing personalized medicine by delivering evidencebased testing utilizing robust diagnostic technology to detect risk factors and biomarkers associated with aging.

Through clinical relevance and uniformity of testing, AION aids physicians in their efforts to monitor patients and manage treatment programs over time. AION also provides nationwide concierge phlebotomy services to healthcare providers that do not have in-house drawing personnel, as well as an online portal delivering enhanced reports.

“We’ve segmented the areas of wellness we serve into traditional and clinical wellness, wellness for consumers, wellness for the ageing population and we’re now entering into corporate wellness for employees,” said Dr. Velázquez.

Why Choose PAML? “In short, we’re a true partner,” said Dr. Velázquez. “Our goal is for you to w w w. p a m l . c o m

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PA M L

BD Vacutainer®

The World’s Most Trusted Brand of Specimen Collection Products

QUANTA Lite®

Calprotectin Differentiate between IBS and IBD with a non-invasive marker of intestinal inflammation.

1

BD Vacutainer® Push Button Blood Collection Set and BD Vacutainer® Blood Collection Tubes

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INOVA Diagnostics, Inc., San Diego, CA 92131 858-586-9900 www.inovadx.com References: 1. QUANTA Lite Calprotectin directional insert.

2. Bunn, S. et al. Fecal calprotectin: validation as a noninvasive measure of bowel inflammation in childhood inflammatory bowel disease. J Pediatric Gastroenterology Nutrition 2001;33:14-22.

QUANTA Lite is a trademark of Inova Diagnostics, Inc. © 2015 Inova Diagnostics, Inc. All rights reserved.

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H E A LT H C A R E

Company Information INDUSTRY

PAML HEADQUARTERS

Healthcare FOUNDED

1957 EMPLOYEES

1000

succeed. We’re focused on quality and service in terms of providing for those that work with us.”

As a value-driven organization, PAML looks to enhance the skills and abilities of its clients all while remaining community-centric.

Mindful of its presence in the community, PAML is constantly looking to locally brand joint ventures for the benefit of its partners and the community as a whole.

“Our goal is to do upwards of 90 percent of the volume generated in a particular region locally,” explained Dr. Velázquez. “That way we can increase the efficiency of our local partners, provide them with a revenue stream they didn’t previously have, and maintain the continuity of information for the region of delivered care.”

REVENUE

$250 M PRODUCTS/ SERVICES

www.paml.com

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Elekta

Elekta Treats Patients of the Present and Future The human care company Elekta pioneers new technology and innovations to treat cancer and brain disorders Written by: Eric Harding Produced by: Rob Benson

85

E L E K TA

Perfexion088 - used with permission of Elekta

S

ince it was established in Australia in 2004 as a direct subsidiary of its corporate headquarters in Sweden, Elekta Australasia has served the radiation oncology, medical oncology and neuroscience communities throughout Australia and New Zealand with world-class clinical solutions and services.

The company has worked with several prestigious hospitals in Australia, including the Princess Alexandra Hospital in Brisbane.

Among Elekta’s missions are maintaining customer satisfaction.

“Our prime focus is establishing 86

August 2015

high customer satisfaction and meeting customer expectations, and expectations are high in Australia,” said Managing Director Shaun Seery.

Technology and Innovations Elekta pioneered the 4D CT technique, an imaging workflow that enables doctors to acquire images of moving targets in the body.

Accordingly, 4D CT is particularly useful for treating lung cancer, in which tumors can change position with patient breathing.

Another innovation is the 160leaf multileaf collimator (MLC), Agility™, a beam-shaping device

H E A LT H C A R E G L O B A L

Leksell Gamma Knife - used with permission of Elekta

that is the fastest in the industry. Combined with a High Dose Rate mode, clinicians can use the linear accelerator to treat patients faster and with greater therapeutic effect.

“If you can be more confident where you’re going to deliver the dose, you can deliver a higher dose to the tumor,” said Seery. “With that you’ll be able to hypofractionate for some indications, which would reduce the number of treatments the patient will have to come for.”

According to Seery, the best practice is eliminating the number of required treatments.

Instead of having 30-35 treatments, the goal is to bring it down to 10-15.

The company prides itself on updating its technology and innovations, but being on the cutting edges comes with the challenge of

“Our prime focus is establishing high customer satisfaction and meeting customer expectations, and expectations are high in Australia” – Elekta Managing Director Shaun Seery.

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FAST TREATMENT. FOCUSED DOSE. REVOLUTIONARY TECHNOLOGY.

LEARN HOW BRAINLAB IS SHIFTING THE PARADIGM IN THE TREATMENT OF MULTIPLE METASTASES AT BRAINLAB.COM/BRAINMETS.

©2014 Brainlab EL_AD_EN_ElementsAdBrainMets_July2014_Rev1 ® Registered trademark of Brainlab AG in Germany and/or the US.

E L E K TA

H E A LT H C A R E G L O B A L

ensuring patient safety.

“We’re regulated, so since we’re treating a patient directly, any type of new innovation needs to be made sure that it’s safe,” said Seery.

“Everybody has regulatory bodies that look into these things, so it slows down our ability to bring the product to market. But they are necessary, and it’s something you have to work with to make sure the technology is safe.”

Elekta is in the process of installing one of its most complex and advanced pieces of equipment at Princess Alexandra Hospital, which is expected to be up and running later this year. Leksell Gamma Knife® Perfexion™ radiosurgery system will treat neurological disorders, specifically brain disorders, and brain cancer in a single treatment using precisely targeted pencil beams

SUPPLIER PROFILE

Xray volume imagingused with permission of Elekta

BRAINLAB

Brainlab, headquartered in Munich, develops, manufactures and markets software-driven medical technology, enabling access to advanced, less invasive patient treatments.

Core products center on information-guided surgery, radiosurgery, precision radiation therapy, digital operating room integration, and information and knowledge exchange. Brainlab technology powers treatments in radiosurgery and radiotherapy as well as numerous surgical fields including neurosurgery, orthopedic, ENT, CMF, spine and trauma.

Privately held since its formation in 1989, Brainlab has over 9000 systems installed in about 100 countries. Brainlab employs over 1200 people in 18 offices worldwide, including 300 research & development engineers, who form a crucial part of the product development team.

Website: www.brainlab.com

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E L E K TA of radiation.

According to Shaun Seery, this machine will be the second one in Australia, and the first one in any Australian public hospital.

However, Seery believes there are even more new innovations on the horizon. One new technology he said is a high field MRI-guided radiation therapy system (MR Linac), which combines an imaging system with a linear accelerator to deliver therapy.

Seery said Elekta has received a

Australian Institute of Radiography

T

he Australian Institute of Radiography is the peak body representing radiographers, radiation therapists and sonographers in Australia. We are the national professional organisation for the promotion and advancement of the Medical Imaging and Radiation Science profession.

Just a few benefits of membership...

Work collaboratively with the radiography professional body and be involved in technological and professional advances.

Make your views heard -join us and other partners in lobbying on issues that matter most.

Communicate better with patients and the public about health awareness and services.

Engage with industry and stay on the cutting-edge of technological developments.

science art humanity

Contribute alongside the AIR to discussions with government, regulatory bodies, employers and others associations.

Participate at AIR events and keep your CPD credits up.

AIRadiography

www.air.asn.au

lot of interest from some institutes in Australia, but, for now there are seven sites that are a part of the research consortium.

“It will be a huge gamechanger when it comes out in the marketplace, because you’ll be able to image soft tissue in real time as you treat,” said Seery. “It will be good not only for increasing the dose you can safely give, but also for treating areas you wouldn’t traditionally think to treat with radiation.”

H E A LT H C A R E G L O B A L

In addition, Seery said Elekta is looking forward to the arrival of Health Care Analytics, which he believes will make a big difference for knowledge-based software usage and product integration.

“With our innovations, you’ll see utilization of radiation therapy continue to rise mainly due to its non-invasive properties,” he observed. “Getting people back to their normal routines faster is a very important goal.”

background respond better to a certain kind of treatment. That’s what we are looking at in the future, and using the knowledge gained from our software will enable that.”

Seery describes the practice as personalised health care. Elekta achieves this by using MOSAIQ®, which is a complete patient information management system that centralizes radiation oncology, particle therapy, and medical oncology patient data into a single user interface that can be accessible New Way of Treatment to multi-disciplinary teams across The oncology information system multiple locations. software and the depth of data that “Instead of looking at a person’s you get out of it and convert into sex and age to determine treatment knowledge is a field Elekta wants to we will look at many factors and further explore. these could include where they “If you have a large amount of were born, their cultural and racial information about patients and how background and the food they grew they’re treated, and if you follow those up eating. From this information patients for an extended period, you’ll we could make a better informed obviously get a lot of data into how decision on their treatment plan,” successful treatments were, and what said Seery. the side effects were”.

“You will see trends beyond what Employee Training you would conventionally see,” said When a new support person joins Seery. “For example, you would Elekta, Seery said they go through see a particular group of people several different training modules, from a particular racial or cultural including having employees w w w. e l e k t a . c o m . a u

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E L E K TA

Elekta Synergy - used with permission of Elekta

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H E A LT H C A R E G L O B A L

relocated to Elekta’s offices in either North America or Europe to complete the training.

“We invest extensively on internal training,” Seery said. “It’s important our staff can deliver the best service possible to our customers which in turn impacts the patients. It’s one of the keys to what we do.”

Company Information INDUSTRY

Healthcare HEADQUARTERS

Sharing of Ideas Elekta hosts an annual user meeting which bring customers together in an attempt to share knowledge in a scientific, clinical-based form.

Elekta believes the sharing of knowledge is to everyone’s benefits and opens up the forum to encourage customers to submit scientific papers as well as having international invited speakers talk about their latest finding and practices.

This year’s meeting will be held in Adelaide from October 24-26.

“This is a great opportunity for our customers to share experiences on what they’re working on as well as for Elekta to demonstrate to the same cohort our new releases and products” said Seery. “The event is a sharing of the mind, and we engage in a lot of social activities to encourage networking.

“Networking and the exchange of information is vital to continue providing the radiation oncology market with innovative and intelligent solutions.”

168 Walker St North Sydney NSW, Australia, 2060 FOUNDED

1972

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Princess Alexandra Hospital

Nationally recognised for excellence, expertise and prestige Achieving Magnet Designation for the third time, Princess Alexandra Hospital revolves around nursing excellence, patient outcomes and quality of care.

Written by: Stephanie C. Ocano Produced by: Rob Benson

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C O M PA N Y N A M E

O

n the eastern coast of Queensland, Australia sits a distinguished, state-ofthe-art, medical research precinct: Princess Alexandra Hospital.

Spanning all the way back to 1883, Princess Alexandra Hospital has had a rich history. Now, with a staff of more than 6,500, it takes a vision and a team to execute it to achieve a level of paramount success.

Building a vision of excellence 96

August 2015

In 2001, former Executive Director of Nursing Services Joy Vickerstaff had a vision to utilize the Magnet framework to unite nursing services within Princess Alexandra Hospital.

With the intent to improve the nursing culture and focus on patient safety, the vision was instigated following a staff cultural survey conducted by Best Practice Australia.

While the survey identified that the current nursing services had a “poor� workforce culture, Vickerstaff

SECTOR

was not dismayed and pushed forward her vision for success. The cultural shift began from the onset of embarking on the journey and has resulted in a true cultural transformation.

Achieving Magnet Designation In 2004, Princess Alexandra Hospital was the first hospital in the southern hemisphere to achieve Magnet recognition.

Achieving Magnet Designation is the highest international distinction a healthcare organisation can receive for nursing excellence and quality of care that is delivered (ANCC, 2013, p.1). It provides

“To progress the development of a mentorship structure, Princess Alexandra Hospital’s Centre of Nursing Excellence has taken on an added responsibility” – Sandra Moss

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imagine

...advanced technology with the patient in mind

4513 371 1128 02:13

With Elekta, it’s reality.

Neuroscience

Oncology

Treatment Planning & Information Software

Brachytherapy

Human care makes the future possible More at elekta.com.au

Every day, more than 100,000 patients worldwide are diagnosed, treated or receive follow-up with the help of a solution from Elekta. Through innovation and collaboration, we are advancing patient care.

P R I N C E S S A L E X A N D R A H O S P I TA L a benchmark framework to create an optimal healthcare work environment that achieves extraordinary workplace culture, delivers the highest standards of care and, most importantly, achieves exemplary patient outcomes (ANCC, 2013, p.1).

Princess Alexandra Hospital strives to align to the best practice framework as it has decades of research demonstrating that Magnet facilities have better nursing culture, better patient satisfaction and better patient outcomes.

On June 18, 2014, the Magnet Commission announced that Princess Alexandra Hospital had once again achieved excellence in its nursing services, making it the first healthcare organization in Australia and outside of the United States to receive a third Magnet Designation.

Sandy Moss - Nursing Director, Centre of Nursing Excellence

SUPPLIER PROFILE ELEKTA Elekta is a human care company pioneering significant innovations and clinical solutions for treating cancer and brain disorders. The company develops advanced tools and treatment planning systems for radiation therapy and radiosurgery, and workflow enhancing software systems across the cancer care spectrum. Through its products and services, Elekta aims to improve, prolong and save patient lives.

Website: www.elekta.com

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C O M PA N Y N A M E

In addition, the nursing services were awarded four exemplars for demonstrating the highest standards of nursing practice internationally and serving the best practice for others within the industry.

• Processes and structures to develop, expand and/or advance nursing research.

“Achieving Magnet Designation makes you feel an incredible sense of pride in the organisation, nursing staff and all of the teams for their hard work and contribution to The exemplars received were for: patients and their families,” said • Nursing leaders’ guidance through Sandra Moss, Nursing Director of periods of planned and unplanned the Centre of Nursing Excellence, in change, a recent interview.

• Recognition of the value of Princess Alexandra Hospital nurses by the The Centre of Nursing community, Excellence • High levels of nursing engagement, In 2012, the Centre of Nursing and Excellence was established at 100

August 2015

SECTOR

Magnet 2014 Assorted Executive Group

Princess Alexandra Hospital and has since taken a lead role in Queensland in a number of patient care initiatives as a highly productive unit that has state, health service and organisational responsibilities.

In June of this year, the centre coordinated a National Nursing Excellence Symposium that featured international presenters, including Leaders from the American Nurses Credentialing Center; and Ms. Amanda Gore, award-winning keynote speaker, best-selling author, emotional intelligence, communication and performance expert.

Moss oversees a team of incredibly motivated staff that is responsible for coordinating Magnet Designation at Princess Alexandra Hospital.

“To coordinate Magnet requires a focus on workplace culture and patient safety. Therefore, the team is also responsible for administering activities that showcase nursing achievements and dissemination of new knowledge to others at local, state and international levels,” said Moss.

“At the local level, we coordinate monthly Magnet Champion forums—a peer review process for frontline nursing staff to present

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Toni Ballantyne & Sam Holman - patient records

P R I N C E S S A L E X A N D R A H O S P I TA L quality initiatives, research and innovation that is leading the way,” she added. “These forums are the highest attended meetings in the organization.”

Mentoring others on the Magnet journey As a Magnet designated facility, Princess Alexandra Hospital has a professional obligation to mentor other facilities interested in pursuing excellence in nursing.

To date, Princess Alexandra Hospital has formally mentored, Sir Charles Gairdner Hospital in Western Australia and St. Vincent’s Hospital Sydney—all of which are elite hospitals that have since been successful in achieving Magnet Designation.

“Undertaking the journey to Magnet is challenging and requires structures, processes and eligibility requirements to be in place,” explained Moss. “The ANCC recommends that hospitals that commence the Magnet journey to establish a collaborative mentorship arrangement with a hospital that has been designated to understand former lessons learnt and to obtain support.”

In 2015, the Chief Nursing and Midwifery Officer for Queensland Department of Health sought support from the Princess Alexandra Hospital’s Executive Director of Nursing Services () and

Dr Stephen Ayre Executive Director, PAH-QEII Health Network

Dr Richard Ashby Chief Executive, Metro South Health

“Our most important measure of what our service means for patients is through the feedback that we receive in the patient satisfaction survey and our patient outcomes” – Sandra Moss m e t r o s o u t h . h e a l t h . q l d . g o v. a u / p r i n c e s s - a l e x a n d r a - h o s p i t a l

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P R I N C E S S A L E X A N D R A H O S P I TA L

Metro South Health Executive Director of Nursing and Midwifery (Veronica Casey) to embark on a joint project initiative to mentor healthcare facilities throughout Queensland Health who plan to commence the Magnet journey.

“To progress the development of a mentorship structure, Princess Alexandra Hospital’s Centre of Nursing Excellence has taken on an added responsibility,” said Moss.

A distinct hospital built on 104

August 2015

excellence When asked what sets Princess Alexandra Hospital apart from others in the area, Moss had four things to note: 1. True transformation leadership from the top.

2. Culture of staff.

3. Unwavering commitment to quality of patient care and outcomes.

4. Teamwork and collaboration between all disciplines that is second to none.

H E A LT H C A R E G L O B A L

“Magnet facilities are required to outperform the benchmarks for patient safety outcome indicators such as hospital acquired pressure injuries,” said Moss. “In Q1 [last year], Princess Alexandra Hospital achieved the lowest PIP (pressure injury prevalence) results ever recorded and continued to outperform the benchmark.”

“In 2011, the Nursing Executive endorsed and led the development of a process that would capture patient experience and expectation data,” continued Moss. “Princess Alexandra Hospital became the first facility in Queensland Health to conduct quarterly patient satisfaction surveying for all inpatients and ambulatory patients to provide timely reports to clinicians. Since 2011, feedback has been received from over 6,968 patients and families.”

A culture of ambition Since 2001, Princess Alexandra Hospital has moved from a “poor culture” to one of ambition.

Seventy-three per cent of nursing staff believe Princess Alexandra Hospital is truly a great place to work, according to the 2014 Nursing Cultural Survey, and 79 per cent of nursing staff would recommend the hospital to their friends and family.

“Awards are great for recognising achievements,” concluded Moss, “but our most important measure of what our service means for patients is through the feedback that we receive in the patient satisfaction survey and our patient outcomes.”

Company Information INDUSTRY

Healthcare Global HEADQUARTERS

237 Ipswich Rd Woolloongabba, QLD, Australia, 4102 FOUNDED

1883 EMPLOYEES

65K PRODUCTS/ SERVICES

Hospitals

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PPC Moulding Services (LJ Wallace Pty Ltd)

Pursuing Growth

Managing Director Grahame Aston discusses new technologies, a focus on people, and leading his team to success in the medical device subcontract industry Written by: Sasha Orman Produced by: Rob Benson

107

P P C M O U L D I N G S E R V I C E S ( L J WA L L A C E P T Y LT D )

PPC MS Factory Floor

T

he PPC Group acquired Moulding Services in 2007.

Then the company was small but successful. Today that success is exponential: PPC Moulding Services has grown from 18 to 250 employees, seeing year on year growth and potential ahead as it consolidates itself as a leading player in the medical device market.

Filling potential by finding a niche A critical element of PPC Moulding Services’ success in recent years has been its focus on an development in the medical device 108

August 2015

manufacturing. The prior industry knowledge of Managing Director Grahame Aston and the quick assembly of a strong management core has allowed PPC Moulding Services to push forward and rapidly improve its service in the sector.

“We’ve focused on things that aren’t easy to do—things that not everybody out there does—and we’ve been able to exceed the expectations of those challenges, identifying new technologies and new opportunities” says Aston. “We travel the world to ensure we are up to date with the latest technologies available in injection molding and

H E A LT H C A R E

PPC MS Clean Room

we’ve been able to keep up with the trends and go beyond them.”

These trends include everything from automation in manufacturing to new temperaturecontrolled techniques that allow PPC to work with more exotic materials, working closely with partners like Arburg in Germany for the latest machinery to realize its visions. “By looking at these new technologies,” says Aston, “we’ve been able to extend ourselves into new markets and using more exotic materials that actually see benefits for our own customers.”

A joining of quality and skill One major trait that sets PPC Moulding Services apart from the competition is its range of talent.

“We’ve been to assemble a tremendous range

“It gives our customers a lot of confidence that we’ve got a focus on quality… if the parts you’re making are going out with issues, you’re not helping yourself and you’re not helping your customers” – Grahame Aston, Managing Director

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CREATING TOMORROW’S SOLUTIONS

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P P C M O U L D I N G S E R V I C E S ( L J WA L L A C E P T Y LT D ) of skill sets in house,” says Aston, pointing out a strong depth of knowledge between the company’s executive team and workers who are skilled in everything from machine tool making to robotics.

The company also believes in exercising the wisdom to know when outside sources are required to ensure that customers receive the best work possible. “We’ve never walked away from a challenge that a customer has presented us with—but we never claim to know something that we don’t,” Aston points out. “We have the ability to research and to partner with the

right people that can easily help bring the skill sets that we may not have on board.”

PPC also has the certifications to back its commitment to quality, gaining ISO9001 and ISO13485 accreditation. “That’s given our customers in the medical industry the confidence that we’ve got the right quality policies and procedures—that we understand the importance of traceability and that every product that goes out the door meets these specifications,” says Aston. “It gives our customers a lot of confidence that we’ve got a focus on quality. At the end of the day, if

Grahame Aston, Managing Director w w w. l j w a l l a c e . c o m . a u

111

COMPOUNDS, APN DELIVERING EXCEEDING EXPECTATIONS APN is a leading Australian manufacturer and distributor of Engineering Plastics, Styrenic, Polyolefin and PVC compounds.

Co-injected, soft touch Thermolast M elastomer onto Polypropylene.

APN has established global alliances with leading polymer manufacturers including Samsung SDI, DuPont Performance Polymers and Kraiburg TPE. This along with the versatility of Australia's leading custom PVC compounding facility offers manufacturers in the medical industry a market advantage.

Our excellent service and personalized approach is supported by a broad range of polymer compounds that comply with medical approvals including; USP IV, ISO10993, Drug Master File, BPA and phthalate free requirements. They also offer REACH and RoHS compliant materials.

APN is well positioned to meet the dynamics of an ever changing manufacturing market.

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Ph: +61 2 9756 6339 Fax: +61 2 9756 6345 Email: info@apncompounding.com Web: www.apncompounding.com Ph: +61 3 9768 2644 Fax: +61 3 9768 3120 Email: admin@apnplastics.com Web: www.apnplastics.com

P P C M O U L D I N G S E R V I C E S ( L J WA L L A C E P T Y LT D ) the parts you’re making are going out with issues, you’re not helping yourself and you’re not helping your customers.”

According to Aston, many PPC customers have acknowledged this commitment to quality with consistent recognition as a top supplier. “It’s satisfying to get these awards and to be able to share them with our internal team knowing that what we’re doing in-house is actually reaching and benefitting our customers,” he says.

Focusing on people “You’re only as good as the last

job that you do,” says Aston. “If you excel at that, then you get an opportunity on the next project when that arises.”

With this principle in mind, PPC Moulding Services makes people a high priority. This starts with a strong philosophy of people management, from the hiring process to training, and an emphasis on developing the right mix of people across all functions.

“We’re continuing to invest into the training of our staff in the business, and that’s not just training courses within Australia—we’ve sent many of our moulding technicians to Arburg

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P P C M O U L D I N G S E R V I C E S ( L J WA L L A C E P T Y LT D )

Chloe Aston, Payroll Administration and Quality Officer

in Germany for continued training, to ensure we get the best results and understand everything that our machines have to offer,” says Aston.

“It’s a challenging thing to keep up with, but we are very focused on making sure that everybody maintains that continued level of 114

August 2015

training. We’re also expanding our executive team, and we’re looking for people with the right skill sets who are going to enhance not only our business but the support and backup we offer our customers.”

But providing good service is about more than having good

H E A LT H C A R E

people in-house. As PPC understands, it’s also about understanding each job as it comes—and that originates with listening well to the clients you serve to ensure that everyone is working together toward the best end product possible.

“We do have a focus on making sure that we listen to our customer, and that everyone within the business is the right person and can provide the required solutions for our customers,” says Aston. “Without supporting our customers there’s no business to have. But if they’re totally happy with the service we offer, there’s no reason why our growth shouldn’t continue.”

Looking into the future PPC is certainly on the right trajectory for continued growth. “We see our future as a strong future,” says Aston. “We’re looking at globalizing our footprint—we’re looking at different markets around the world where we can satisfy not only our current customers, but also potentially new customers.”

In addition to this global growth, PPC is also pursuing further growth on the home front. “We see that our business in Australia will continue to grow—we’ve had good growth this year, we’ve expanded our workforce this year and we see that as continuing as well,” notes Aston. “We’re certainly budgeting for future growth. With the projects and opportunities we’re still seeing on a weekly basis, we’re confident that this growth is certainly achievable.”

Company Information INDUSTRY

Injection Moulding and Medical Device Manufacture HEADQUARTERS

25 Miowera Rd Villawood, New South Wales Australia, 2163 FOUNDED

2007 EMPLOYEES

250 REVENUE

60 million PRODUCTS/ SERVICES

Injection Moulding and Medical Device Manufacture

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A.H. Beard

A.H. Beard Puts Family First

A family-owned company since 1899, A.H. Beard prides its longevity, innovation and a family-like working environment Written by: Eric Harding Produced by: Rob Benson

self in quality, t.

A.H. BEARD

Garry and Allyn Beard

What started off as a bet between two brothers nearly 100 years ago has transformed into one of the most prestigious, successful and well-respected bedding companies throughout Australia.

A fourth generation family business since it was established back in 1899, and now moving to it’s fifth generation, A.H. Beard has been Australia and New Zealand’s premier manufacturer of quality mattresses and bedding since 1899.

After the original factory burned to the ground in 1926, Albert Henry Beard chose to continue making beds, while his brother made a bet that he couldn’t produce seven beds 118 August 2015

in a week.

“It became a challenge between our grandfather and his brother,” said Allyn Beard, director at A.H. Beard and grandson of Albert Henry Beard. “It’s really ironic because now we make between 6,000 and 10,000 beds in a week during peak production. So the business has grown both in volume and average unit value quite dramatically over the years.”

Family values The active involvement of the Beard family with its retail customers facilitates great communication, and because

M A N U FA C T U R I N G

John Howard visit 2013

of that, they’re better equipped to understand the needs of the consumer. As a company that has been a proud licensee of the Australia Made logo for many years, people know what they’re getting when purchasing a bed from A.H. Beard.

“It’s about longevity,” Beard said.

“When you deal with somebody for a long period of time, you get to understand what they look for in a product and what pushes their buttons. Every retail customer is different, so we are able to customise our offering to maximise our relationship with each retail customer. We become more

meaningful to them than the other guys, who are selling the same product in every shop in town.”

But nearly just as important as a relationship with their customers is the rapport built up with their suppliers. Due to A.H. Beard’s long-term existence in the industry, it has been able to build a strong association with its suppliers going back many, many years.

This strong relationship has helped A.H. Beard stay a step ahead in innovation.

“We rely on them to bring new products and new materials that assist in making our products better, more competitive and more w w w. a h b e a r d . c o m

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Specialized in the manufacturing of Mattress Textiles, Bekaert Textiles is active worldwide with sales and dedicated production sites in 9 separate locations. Bekaert Textiles is recognized as the quality, service and innovation leader in its industry with its headquarters located in Waregem (Belgium).

Our products cover tens of thousands of new beds and mattresses every day, from New York to Sydney, from Helsinki to Cape Town. The company and its high-quality products benefit from increasing demand for comfort and growing environmental awareness. To complement our product line, in Australia we are active in the upholstery, window coverings and health care fabrics for the local and export market.

Bekaert Textiles - Australia 195 Abbotts Road Dandenong South, VIC 3175 Australia T +61 3 9799 1202 F +61 3 97991019

BEKAERTTEXTILES.COM

A.H. BEARD marketable,” said Beard. “Hopefully if we’re a meaningful partner to them, they’ll come to us first, and that’s what usually happens”.

“We have accessibility, so if they discover something that will be beneficial to our business, they’ll call and speak to us directly. That allows us to be an innovator in the market.”

Production When it comes to the actual beds, A.H. Beard prides itself on having a wide variety. Not every mattress is right for every person, but that’s the beauty of the company—it aims to provide different products for

SUPPLIER PROFILE

M A N U FA C T U R I N G

different consumers.

Each individual has a different set of needs in order to reach maximum comfort and get the best night’s sleep possible.

“Beds are quite objective,” said Beard. “What’s right for one person could be wrong for the next. There is no one bed that will satisfy everybody. There are different weight distributions for different people, and you’ve got different habitual sleeping positions, plus, not to mention, customers with different medical requirements.”

Whether it’s a King Koil, Domino, Nature’s Rest, Health Rest, or

BEKAERT TEXTILES GROUP

Employees: Global ≥ 1,600 - Australia 110 Established: Belgium 1892 - Australia 1955 The Bekaert family started the company in Flanders, Belgium in 1892, specializing in the manufacture of mattress textiles. Bekaert Textiles, still has its headquarters in the Flanders.

Bekaert Textiles recently became part of “Franz Haniel & Cie. GmbH” a traditional – steeped German family-equity company, founded in 1756, who will support our ambitious global growth plans. Global growth is assisted through population growth in the emerging regions and in the more mature markets, the company and its high-quality products benefit from an increasing demand for comfort enhancing performance textiles and the growing environmental awareness. The rising standard of living in these regions is a particularly important driver of growth.

Management: Decorative Fabrics, (Mark Lennox), Deco Sales Manager / Mattress ticking fabrics Manager (Bart Dehaerne), National Sales Mangers / General (Luc Deleu), Managing Director

Website: bekaerttextiles.com

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Gracetech Textiles Australia in partnership with

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Founded in 1963, Schaerf Woodworking Industry is a long established Australian family owned and operated business. We are the leading supplier of legs, castors, glides and accessories to the bedding industry.

We manufacture a range of world-class products to satisfy the complete needs of bedding and furniture manufacturers. Every product in our portfolio is carefully designed, engineered and manufactured to exacting standards. Our dynamic team is passionate and knowledgeable about our products and the industry, providing high levels of service throughout Australia.

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Call: +61 3 9879 5312

A.H. BEARD iComfort, there are a wide range of foam and innerspring systems and constructions that appeal to every situation. Beard shared his own personal experience of having undergone a spinal fusion operation, and said that his preference was a mattress with talalay latex inside, however he acknowledged that what’s right for him could be wrong for the next person.

Part of providing the right mattress to the customer is being aware of advances in technology.

“We’re always trying to bring new trends and new technology to the market first,” Beard said. “There’s also quite a diverse range of price as well, just as there is in cars. Just like there are different cars for different segments of the market, there are different beds for different segments of the bedding market as well.”

The company has implemented its Six Week Sleep Challenge, which is about educating people who may be sleep deprived or are not getting quite as good a night’s sleep as they could be. Those who participate can log in on their smartphone or computer, and input their sleep details from each night.

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Every week, A.H. Beard checks in on their progress and gives them new sleeping tips. Participants are currently in the third round of the sleep challenge, with the next round coming in October.

“There’s a vast shortage of knowledge about sleep, but people’s awareness of the importance of sleep is growing,” Beard said. “We believe sleep is equally important as diet and exercise. If you’re not getting quality sleep, it will obviously affect your well-being, as well as your performance at work and in sports. It can also lead to weight gain and obesity.”

The sleep challenge isn’t just for people who purchase beds from A.H. Beard. Anyone can sign up, and it’s completely free. Beard said the company has had tremendous feedback from those who have participated, as they’ve played a role in improving their sleep and their lives. The next step for the Six Week Sleep Challenge is moving on to China.

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A.H. BEARD as an Australian company since Aussies are often challenged by imports coming in from China at cheaper prices. A.H. Beard is one of the unique Australian companies that actually exports manufactured products to China, which makes him especially proud of what they’re doing.

“Our workforce is proud to put their name on a product and ship it to China,” Beard said, “and it’s great to go over there and see your product with the Australian Made logo proudly displayed”.

“The Australian bedding market is

a very mature market. There aren’t too many countries in the world that Australia can export products to, because they are bulky and come in various different sizes. You can certainly manufacture beds a lot cheaper in lower-cost countries.”

According to Beard, one of the unique dynamics today is with the Chinese becoming more successful and more affluent, they’ve developed a preference for buying imported products—including beds. Fortunately for A.H. Beard, Australian Made products are not

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only viewed as very good quality, but also very natural as well. The country is often associated with nature, which has been found to be relevant when choosing a bed.

“There’s a small, but growing market for Chinese willing to consider or hopefully investing in Australian-made products,” Beard said.

Company Information INDUSTRY

Healthcare HEADQUARTERS

Staying on top of the industry A.H. Beard isn’t among the industry’s leaders in innovation by accident. Beard said he and his team essentially travel the world looking for new innovations, often attending trade shows in the United States, Europe and Asia in an attempt to stay one step ahead.

“One of the realities when you’re in a market the size of Australia is somebody comes up with something new or revolutionary in another part of the world, and quite often, Australia is not on top of their list as a target market,” said Beard.

“If we just waited here for it to get to us, it would take a long time and someone else might find it before us.”

With a corporate vision shared by the family, which includes his brother Garry, Allyn Beard believes the company is based upon having a long-term plan for the business that can continue to excel the same way it has since 1899.

“We’ve been fortunate to attract very highcaliber people to our organisation, as with any organisation it is only as good as the people who work within it,” Beard said. “We see it as a strong business that still has great potential.”

Padstow, NSW, Australia FOUNDED

1899 EMPLOYEES

200-500 PRODUCTS/ SERVICES

For more than 100 years Australia’s A.H. Beard has been the premier supplier of best-in-class luxury mattresses throughout the world. Expertly upholstered in luxurious knits and organic, wool with full outer tufting, A.H. Beard is the ultimate luxury mattress. Premium gel-infused memory foam, latex and the advanced “Reflex” innerspring system deliver luxurious comfort and near-total freedom from motion transfer disturbance.

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Santa Paula Hospital:

HUMANIZED

SERVICE

ith more than 35 specialties, the institute is a benchmark in he cardiology, neurology, orthopedic and oncology sectors Written by: Flรกvia Brancato | Produced by: Karla Sohn 127

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ncompassing approximately 161,000 square feet, Santa Paula Hospital is considered a center of excellence for the south end of São Paulo. Throughout dozens of specialties, offered by a robust clinical body, the hospital’s diverse sectors features services and specialties infrastructure in the cardiology, neurology and orthopedic sectors, in addition to the oncology institute that alone occupies more than 54,000 square feet.

Boasting 200 beds, nine operating rooms and more than 50 beds for intensive care, Santa Paula serves more than 100,000 patients annually in its ER. It also performs around 8,000 surgeries every year. Its bold management trains and employs over 700 people and outsources another 250, without mentioning the doctors.

Santa Paula Hospital facade

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Hospitalization room

Recognized for its modern facilities and by the steady investment in the latest technologies and humanized service, Santa Paula hospital, above all, has the institutional mission of focusing its efforts on thorough assistance to patients and their family and friends.

“What defined a good hospital in the 80s were the doctors, and in the 90s modern equipment.

In the first decade of the 21st century, besides good doctors and latest technology, the hospital needed to have good hospitality as well. Now, in addition to all those elements, it is necessary to offer a humanized service and that is the greatest differential today,” summarizes the president of Santa Paula hospital, Dr. George Schahin.

“Throughout the year we offer presentations, technical and behavioral training, both physically present and online” – President of Santa Paula hospital, Dr. George Schahin

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S A N TA PA U L A H O S P I TA L Oncology Institute Santa Paula (OISP) Created with the goal of offering the most advanced cancer treatments, the institute was specially projected to ensure efficiency, safety and comfort of its patients. Besides the radiotherapy unit, there are two floors dedicated to chemotherapy, with an exclusive pharmacy that handles medication within the most rigorous safety standards. The hospital also has ample offices, rooms of multidisciplinary purposes, an amphitheater and a gathering place.

According to Dr. Schahin, the partnership between Santa Paula and the Sírio Libanês Hospital (SLH) Oncology Institute is noteworthy. “In 2012 we established a partnership where Sírio Libanês took over the technical management of our Oncology Institute. In this partnership, SLH is responsible for all oncology services and they follow the same protocols adopted in the Oncology Center units of their own hospital.”

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Oncology Institute Santa Paula entrance

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The hospital is a benchmark for other institutes dedicated to cancer treatment around the world and it was conceived to gather in the same place oncologists, hematologists, radiotherapists and specialized surgery teams to treat different types of cancer, thus stimulating team effort.

Development and professional qualification Santa Paula Hospital invests as much in professional development as it does in its employees.

“Throughout the year we offer presentations, technical and behavioral training, both physically present and online. Through CETAP’s portal, employees are able to access the training programs easily, fast and at their convenience,” explains the president. Still talking about development and constant updates incentives, annual college scholarships are offered. With the objective to bring employees closer to the hospital’s management level, one day every month ‘Breakfast with Management’ takes place. There are also programs to introduce new

Oncology Institute Santa Paula auditorium

Oncology Institute Santa Paula waiting room

“In 2012 we established a partnership where Sírio Libanês took over the technical management of our Oncology Institute” – President of Santa Paula hospital, Dr. George Schahin w w w. h o s p i t a l s a n t a p a u l a . c o m . b r

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Nurse Station

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projects and ideas, such as one where doctors are invited to actively participate in elaborating quality service protocols, which has already earned Santa Paula level 3 ONA certification and it is on its way to become recertified by JCI. Last but not least, recently the employees’ “rest area” got an upgrade, and Dr. Schahin adds, “We have a variety of life quality programs: Backbone sustainability and strength; Diabetic yes, but not sick; I will quit smoking; Happy with life, Woman in the spotlight, Body harmony, Workout in the workplace and Fitness place.”

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“Cuide-se, Viva a Vida Melhor” project - “Take care of yourself, Live Life Better”

Quality and sustainability programs development Through an intense program aimed at ensuring a high quality and safety level in all support processes, Santa Paula Hospital guarantees efficiency in services with duty to tend to patients’ needs from the social, ethical and moral points of view. For that, the institution partakes in important national and international programs aimed at quality and safety, such as the National Accreditation Organization (NAO) the Institute for Healthcare Improvement (IHI) and the JIC Joint Commission.

When it comes to environmental responsibility, upon CO2 emissions, energy and gas consumption detailed studies, “we planted more than w w w. h o s p i t a l s a n t a p a u l a . c o m . b r

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Stratafix is a product ETHICON - Johnson&Johnson

Commed and Hospital Santa Paula Aways up with the innovations of the medical hospital market.

(55)11 5081-8282

www.commed.com.br

Authorized Distributor Johnson&Johnson.

“We planted more than 1,500 trees of 50 different species to level out part of CO2 emitted by the hospital” – President of Santa Paula hospital, Dr. George Schahin

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CERTIFICAÇÃO

BPF

BOAS PRÁTICAS DE DISTRIBUIÇÃO E ARMAZENAGEM DE PRODUTOS PARA SAÚDE

Oncology Institute Santa Paula lob

1,500 trees of 50 different species to level out part of CO2 emitted by the hospital,” explains Dr. Schahin, in reference to Santa Paula’s sustainable grove located in the Porto Feliz region.

Additionally, “for nine years we have an internal program, ‘Less is More’, which contemplates conscientiously saving water and energy,” he finishes.

Another very important action—in partnership with Ouro Fino, a certified company that has a National Sanitation seal—has been the replacement of all pet water bottles consumed at the hospital Tetra Park packages. As pioneer

BRAZIL

Company Information NAME

Santa Paula Hospital INDUSTRY

Healthcare HEADQUARTERS

São Paulo, SP - Brazil E S TA B L I S H E D

1958 EMPLOYEES

850 direct

bby

ANNUAL REVENUE

in this concept, the institution was able to lower its expenses due to lower costs, in addition to reducing disposable plastic usage.

Finally, through a partnership established with Latin America’s largest diagnoses group, Diagnósticos da América DASA, the Santa Paula Hospital represented by Delboni Auriemo brand, started offering to its clients state-of-the-art technology and competency in laboratory and imaging exams. Among the services offered are Magnetic resonance imaging (MRI), CAT scan, Anatomic pathology, Echocardiogram, Cardiac stress test and many more.

USD 95 million MANAGEMENT

President: Dr. George Schahin

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