Healthcare Magazine - February 2022

February 2022 | healthcareglobal.com

Hospitals:

Defending the NHS from cyber-attacks in 2022 READ NOW

Technology:

The study of genes is vital for accurate patient care READ NOW

THE WORLD’S LARGEST PHARMACEUTICAL COMPANY,

JOHNSON & JOHNSON From the Civil War to the boardroom: a history of the world’s biggest healthcare company, Johnson & Johnson.

Healthcare Inventions FIND OUT

FEATURING:

ALVOTECH

VARIAN MEDICAL SYSTEMS

CONTENTS

Our Regular Upfront Section: 8

Big Picture

10 The Brief 12 Timeline: The History of Johnson & Johnson 14 Trailblazer: Professor Sir Jonathan Van-Tam 16 5 Minutes With: Joost Bruggeman

32

Alvotech

Broadening access to biologic medicines

24

48

Defending the NHS from cyber-attacks in 2022

Lenovo: The move from laptop to digital healthcare

Hospitals

Digital Health

56

92

UHSFT

Supply Chain & Sustainability

72

102

The study of genes is vital for accurate patient care

ESG goals to build a more sustainable future

Accelerating its digital transformation post-COVID

Technology

80

Varian Medical Systems

Building a world without the fear of cancer

mdgroup: Improving diversity in clinical trials

Cardinal Health

114 Top 10

Healthcare Inventions

SHAPING THE FUTURE OF SUSTAINABLE BUSINESS

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The Healthcare Team EDITOR-IN-CHIEF

HELEN ADAMS EDITORIAL DIRECTOR

SCOTT BIRCH

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GEORGIA ALLEN DANIELA KIANICKOVÁ PRODUCTION MANAGERS

CREATIVE TEAM

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STACY NORMAN PRESIDENT & CEO

GLEN WHITE

FOREWORDS

Diversity and digital security in healthcare must improve The healthcare sector has huge new year’s resolutions: from securing a Covid vaccine for everyone who wants one, to preventing food shortages and ensuring clinical trials cover a range of participants from all races, genders, ages, incomes and abilities.

Welcome to the February issue of Healthcare Global!

“We also look closer at the importance of diversity in clinical trials”

HEALTHCARE GLOBAL MAGAZINE IS PUBLISHED BY

In this issue we review the history of the world’s largest pharmaceutical company, Johnson & Johnson and salute Prof Sir Jonathan Van-Tam, England's deputy chief medical officer.

We also look closer at the importance of diversity in clinical trials and catch up with Joost Bruggeman, CEO of secure messenger network Siilo. He explains how his app provides safety and security for healthcare professionals.

WHO chief Tedros Adhanom Ghebreyesus raised hopes across the world by stating he plans to vaccinate 70% of the world by July. But the pandemic has forced food production and distribution staff to work in a socially distanced environment, leading to food shortages. In 2022, 811mn people are still unjustifiably going hungry. Present food shortages around the world will create long-term health problems, even after the pandemic has been brought under control. Healthcare Global will be reporting on it.

HELEN ADAMS

helen.adams@bizclikmedia.com

© 2021 | ALL RIGHTS RESERVED

healthcareglobal.com

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BIG PICTURE

8

February 2022

GettyImages

‘Sorry we're out’ sign on empty supermarket shelves during coronavirus crisis London, England The level of global malnourishment rose over 2021 and the food supply chain continues to be hindered by the pandemic.

With up to 811mn people still going hungry in 2022, the long-term health effects of starvation include sometimes permanent cardiovascular and skeletal changes, as well as slowed cognition. healthcareglobal.com

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THE BRIEF “This is not a problem that is going to be solved individually.

The healthcare industry must work together”

BY THE NUMBERS Adverse drug reactions were ranked as the fourth leading cause of death in the U.S. by the FDA in 2018.

Tarquin Scadding-Hunt CEO, mdgroup 

READ MORE

“With our legacy of products, it just was a natural progression into the healthcare industry” Paul Burke

Senior Director, American OEM (North) at Lenovo  READ MORE

“Since the WannaCry global ransomware attack, there has been a widespread view that the NHS is vulnerable to other serious attacks” Sean Tickle

Head of CyberGuard Technologies Limited  READ MORE

10

February 2022

Defending the NHS from cyber-attacks in 2022 Behind the turmoil of the pandemic, upholding cyber security remains a priority for the healthcare industry and 2022 is a battlefield.

The study of genes is vital for accurate patient care Wolters Kluwer uses pharmacogenomics (how differences in genes influence drug responses) to study the cause of adverse drug reactions – which can be deadly.

 HEALTHPLIX B2B start-up HealthPlix Technologies is India's fastest growing SaaS platform for doctors.

The company announced a new milestone of 10,000 monthly active users (MAU) with 70% of them being power users of the platform.

Lenovo’s move from laptops to digital healthcare As Lenovo moves from laptops to digital healthcare, Paul Burke, senior director for Lenovo’s North American OEM business, explains to Healthcare Global why the Fortune Global 500 technology company has decided to move its technology to where it’s needed.

Lenovo is entering the digital healthcare space, with more than 3,000 organisations already using Lenovo technology solutions.

“I've been in the IT business for probably more than I'd like to admit, but I've been in the IT industry for quite a while”, says Burke.

“I joined Lenovo back in 2005, and it's been an exceptional journey. The company is very forward thinking. We come to market with really high quality products.”

Following the outbreak of COVID-19, Lenovo’s tablet products have sold extremely well, but customers asked for a medical grade monitor that could be optimised with Leonovo’s workstations and from there, things took off.

FIND OUT MORE

 BUPA Eco-Disruptive, a new programme from Bupa, awarded Spanish sustainable supply chain company, Circoolar, for its uniforms made from plastic bottles. eco-Disruptive aims to show Bupa’s intention to become more sustainable.  WHO WHO chief Tedros Adhanom Ghebreyesus hopes to vaccinate 70% of the world by July, but warned 'No country is out of the woods' yet. 5.4mn lives have been lost to COVID-19.  TEVA PHARMACEUTICALS Teva Pharmaceuticals and its affiliates have been found to be liable for accelerating the opioid epidemic, according to a New York jury. The state's attorney general Letitia James filed a lawsuit in 2019.

W I N N E R S FEB22

L O S E R S

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TIMELINE

1908 1886

1898

The founding Johnson brothers start a company

Creating healthcare items for soldiers in the Spanish-American war

Brothers Robert, James and Edward Mead Johnson had lived through the American Civil War (of which their older brothers served in) and saw firsthand the desperate need for antiseptic surgical supplies.

In 1886, with just 14 employees, the brothers got to work in producing sterile bandages and sutures.

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February 2022

The three-month-long Spanish-American War fought for control over islands in the Caribbean and the Pacific. It was an opportunity for Johnson & Johnson to help soldiers just like their older brothers, so the company manufactured dressing packets in a waterproof casing, which could fit in the pockets of soldiers.

Edith Von Kuster is hired, becoming Johnson & Johnson’s first female scientist At 23, Edith Von Kuster had just graduated from the University of Minnesota with a degree in chemistry. Johnson & Johnson’s Scientific Director, Fred Kilmer, offered her a job in R&D. Although it would be another 12 years before she could legally vote – Edith accepted the job.

THE HISTORY OF THE WORLD’S LARGEST PHARMACEUTICAL COMPANY,

After 130 years of hard work in the healthcare industry, Johnson & Johnson were recently honoured

by Time magazine, which named its COVID-19 vaccine as one of Time's Best Inventions of 2021.

Here’s a rundown of the historic company…

1936 Commemorating Johnson & Johnson’s employees Johnson & Johnson is headquartered in New Brunswick, New Jersey, USA. In 1936, 12 stained-glass windows were erected in the head office, each of them honouring J&J’s employees, including department supervisors and manufacturers. As the Great Depression raged, J&J showed its workers how valuable they were.

2021 A Business List headliner at J&J Last year, Fortune's 2021 ‘Most Powerful Women in Business’ crowned Jennifer Taubert, Executive Vice President and Worldwide Chairman, Pharmaceuticals at Johnson & Johnson.

The same year, Johnson & Johnson's COVID-19 vaccine was selected in the Time's Best Inventions of 2021 and the company was named as one of the Most Influential Companies List. healthcareglobal.com

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TRAILBLAZER

Professor Sir Jonathan Van-Tam: the Lincolnshire lad who loves football, analogies and public health announcements

Name: Prof Sir Jonathan Van-Tam Job Title: England's deputy chief medical officer Company: UK Government

Prof Jonathan Van-Tam said 60,000 deaths have been prevented in England as a result of the Covid vaccine programme

P

rof Sir Jonathan Van-Tam recently announced that he will be leaving his role as England's deputy chief medical officer in March.

Born in Lincolnshire to a family of Vietnamese descent, Van-Tam was educated at the prestigious Boston Grammar School, before going on to study medicine at the University of Nottingham.

Over the past two years, Van-Tam has featured in public health announcements alongside Prime Minister Boris Johnson, guiding the UK through the pandemic witha series of colourful analogies.

VAN-TAM’S TOP ANALOGIES: Comparing the pandemic to a ‘hosepipe’ In the pandemic’s early days, Van-Tam 14

February 2022

was asked about the delay between Covid infections and those seeking treatment in hospitals.

“This whole concept is a bit like a hosepipe in your garden. When you turn that tap off, water still comes out of the hosepipe for a few seconds before it dies down. If everyone in a certain area turns on their sprinkler at the same time, pressure will go down.”

Vaccine development ‘a train which has stopped in the station’ In November 2020, Brits were waiting anxiously to be called up for their first vaccine.

“This to me is like a train journey, it’s wet, it’s windy, it’s horrible. Two miles down the tracks, two lights appear and it’s the train and it’s a long way off and we’re at that point at the moment. That’s the efficacy result.”

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“ The vaccine is a complex product with a very fragile culture. It’s not a yoghurt that can be taken out of the fridge and put back in multiple times” PROF. SIR JONATHAN VAN-TAM ENGLAND'S DEPUTY CHIEF MEDICAL OFFICER, UK GOVERNMENT

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February 2022

Covid vaccines ‘not like a yoghurt’ Once the Pfizer vaccine was approved, discussions turned to its transportation, as the vaccine needs to be stored at a very cold temperature.

“This is a complex product with a very fragile culture. It’s not a yoghurt that can be taken out of the fridge and put back in multiple times.”

Covid ‘a goalkeeper that can be beaten’ Van-Tam used the 70th minute of a football match in an analogy for the UK’s current phase of the pandemic.

“It’s gone to penalties, the first player goes up and scores a goal. You haven’t won the cup yet, but it tells you that the goalkeeper can be beaten.”

What’s next for Van-Tam The University of Nottingham will welcome back Van-Tam as the university's next ProVice-Chancellor, for the faculty of Medicine and Health Sciences.

But to the delight of Van-Tam’s analogyfans, when questioned by an ITV journalist, Van-Tam didn’t rule out appearing on Strictly Come Dancing. healthcareglobal.com

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5 MINUTES WITH...

JOOST

BRUGGEMAN CEO AND CO-FOUNDER OF Since the early days of instant messaging, healthcare professionals have been exchanging clinical data through commercial messenger services, such as Whatsapp. However, these services are not secure. Siilo is used by around 400,000 healthcare professionals and is the largest secure messenger network in Europe.

Hi Joost! Can you please introduce yourself and your role?

“I’m Joost Bruggeman and I live in Amsterdam, The Netherlands, together with my wife, our three boys and our dog.

I am the CEO and co-founder of Siilo.”

Tell us about Siilo...

“We’ve created a digital tool that is safe for healthcare professionals to use.

All data exchanged is fully secured and end-to-end-encrypted.

“We’ve also developed the app in such a way that it supports everyday clinical collaboration: We’ve added features for case-based discussions. Also, after verifying their identity and medical registration, healthcare professionals have access to our entire database of medical professionals throughout Europe to connect, collaborate and educate.”

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February 2022

“It is helpful to recognise the continually expansive role that technology will play in the future of healthcare”

healthcareglobal.com

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5 MINUTES WITH...

Can you tell us about the importance of data security and patient confidentiality in healthcare?

“Data security and patient confidentiality are still hard problems to crack in healthcare. Much of that has to do with the complexity of the subject, coupled with the fact that most people simply don’t understand how data leaks happen.

“The ‘off-the-shelf’ messaging apps are simply not suitable for use within healthcare. They offer no guarantee of patient confidentiality, and worse still, they may compromise patient welfare.

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February 2022

“Reassuringly, in the 18-24 months since the pandemic first took hold, UK adoption of Siilo outpaced the global average by 113% and there are now more than 27,500 Siilo users across the UK’s healthcare sector, suggesting that a change in attitudes is underway.

“While digitalisation offers tremendous benefits to the healthcare sector, it is essential that tools and technologies are truly fit to meet the standards expected.

For communications technologies, this means applying absolute rigour to ensure patient confidentiality cannot be compromised.”

What do medical professionals need to understand about digital healthcare?

“It is helpful to recognise the continually expansive role that technology will play in the future of healthcare. Technology moves at a rapid pace, so it stands to reason that it frequently advances more quickly than the government and industry can create new standards to address it. However, it is in nobody’s interest to stymie the use of tools which offer huge benefits to the medical profession.” healthcareglobal.com

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HOSPITALS

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February 2022

HOSPITALS

DEFENDING THE NHS FROM IN 2022 2022 presents many challenges for healthcare – from quashing obesity to dualling with the pandemic – cyber security is another battle WRITTEN BY: HELEN ADAMS

I Sean Tickle, Head of CyberGuard Technologies

t’s no exaggeration that protecting healthcare organisations from cyberattacks can be a matter of life and death.

Sean Tickle, Head of CyberGuard Technologies, knows the extent of the challenge and what can be done to protect precious systems and data.

The WannaCry global ransomware attack, which affected 80 hospital trusts and 595 GP practices across England, was arguably the first major wake-up call to healthcare providers.

Although not specifically aimed at the NHS, it resulted in the cancellation of thousands of operations and appointments, reducing staff to using pen and paper or their own mobiles and laptops. healthcareglobal.com

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HOSPITALS

“ This disruption to patient care has made it clear how dependent the NHS is on information technology” WILLIAM SMART CIO, NHS

Critical medical devices and equipment – such as MRI scanners and blood test analysis devices – were also affected. Since then, there has been a widespread view that the NHS is vulnerable to other serious attacks. As the Chief Information Officer of the health and social care system, William Smart, said in a review of the incident.

“This disruption to patient care has made it even clearer how dependent the NHS is on information technology and, as a result, the need for security improvements to be made across the service… WannaCry has made clear the need for the NHS to step up efforts with cyber security so that every possible protection is taken to defend against a future attack.”

Rather than impose a ‘one-size-fits-all’ top-down solution, Smart said the answer lay in proportionate measures for individual trusts and organisations to implement. The review found that most trusts that were assessed needed to upgrade firewalls, improve network resilience and segmentation, improve device security through device replacement and automation of patch management, and improve anti-virus protection.

More recent high-profile attacks affecting the healthcare sector include: • In May 2021, Ireland’s Health and Safety Executive was hit with a malware attack by the hacking group Conti, which claimed to have stolen 700GB of patient data, disabling many computers and devices • An attack in New Zealand in May 2021, which disabled the information systems of five different hospitals • In September 2020, some 400 hospitals and healthcare facilities in the United States and UK lost access to patient records, resulting in delayed patient care and ambulances being rerouted, with the disruption lasting three weeks • In October 2021, the Hillel Yaffe Medical Centre in Hadera, Israel, where some patients had to be diverted to alternative facilities, according to local media healthcareglobal.com

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HOSPITALS

In addition, the FIN12 cybercriminal group deploying Ryuk ransomware was responsible for around 20% of all ransomware intrusions responded to by Mandiant2 in the past 12 months, with the healthcare sector being “disproportionately impacted”. According to a new study, 81% of UK healthcare organisations suffered a ransomware attack in the past year, with 64% saying they had to cancel face-to-face appointments because of an attack, while 65% believe that a cyberattack on their systems could lead to a loss of life. Worryingly, in the third quarter of 2021 there was a 30% increase in attacks on the healthcare sector, compared to the previous three-month period.

Against this threat landscape, healthcare organisations are especially vulnerable as there are many potential entry points for attacks. These include: • Old, unpatched systems (the entry point for the WannaCry attack) and poorly configured cloud storage • Remote workers vulnerable to identity theft, and firewall configurations that have been relaxed for staff working from home • External facing services (such as a VPN) through which organisations allow connections to remote devices What can be done to guard healthcare organisations against cyber attacks?

If they find they are unable to commit as much resource as needed to defend against cybercrime, NHS trusts and other healthcare organisations are advised to consider outsourcing a managed security service provider (MSSP).

A reputable MSSP can provide 24/7 security from full-time experts at a lower cost than in-house resources, providing a much faster threat response. But MSSPs 28

February 2022

offering services to healthcare organisations have to be able to create a bespoke security system that responds to the healthcare workflow and prioritises patient care.

Reducing the vulnerability of healthcare organisations to cyber-attacks must take a multi-angled approach, with the basics including: 1. Carry out staff awareness training on phishing, malicious email and social engineering

Microsoft Advanced Threat Protection boosts NHS cyber security

2. Regularly back-up files from a known safe state and ensure they are stored offline 3. Use a Security Information and Event Management (SIEM) system to increase log retention and availability 4. Use a EDR (Endpoint Detection & Response) solution with tamper protection to allow for containment and eradication of active threats 5. Create strong access controls and network segmentation for confidential patient and organisational data

6. Use multi-factor authentication for all remote access via the internet Putting trust into cyber security Birmingham Community Healthcare NHS Foundation Trust employs around 5,500 staff across more than 100 communitybased services in and around Birmingham.

The disparate nature of the workforce and IT infrastructure and a lack of in-depth cyber security knowledge internally made it difficult to effectively implement cyber healthcareglobal.com

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HOSPITALS

“ It was a challenge to tick all of the boxes regarding cyber security.

Now, we’re meeting the criteria” GERARD KILGALLON HEAD OF IT, BCHC

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February 2022

HOSPITALS

“ Reducing the vulnerability of healthcare organisations to cyber-attacks must take a multi-angled approach” SEAN TICKLE

HEAD OF CYBERGUARD, CYBERGUARD TECHNOLOGIES LIMITED

security measures. With responsibility for implementing cyber security down to each NHS trust, BCHC intended to recruit its own cyber specialists, but a nationwide skills shortage and high salaries meant that it was financially constrained in doing so.

After reaching out to NHS trusts in the region, CyberGuard was engaged by BCHC to assist it in strengthening cybersecurity.

The managed security service provider ran a proof of concept for a number of weeks, which enabled BCHC managers to see the security service in action and

rigorously test it in situ, before committing themselves. At the same time, a Critical Incident Response Service enabled the investigation of, reaction to and remediation of any threats at source.

Soon afterwards, CyberGuard expanded the scope of the Security Information and Event Management system, to transform communication with the Trust’s existing security products that were active but had not been monitored. This provided a clear picture of any threats and possible attack vectors. Next a CREST-approved internal and external penetration test on both the standard internet line and the Trust’s HSCN connectivity was carried out, which identified specific flaws and weaknesses.

“Previously, when completing the Trust’s DSPT (Data Security and Protection Toolkit) submission, it was a challenge to tick all of the boxes regarding cyber security,” said Gerard Kilgallon, BCHC’s Head of IT. “Now, the department works well within the spirit of the DSPT and I can confidently assert we’re meeting the criteria, thanks to our CyberGuard partnership. One of the main things for me is a team of highly skilled people at our disposal, a true extension to our team. We even have a WhatsApp group for making urgent contact in the event of an incident. It’s very reassuring at a time when the growth in cybercrime is prolific.” healthcareglobal.com

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February 2022

ALVOTECH

BROADENING

ACCESS TO

BIOLOGIC

MEDICINES WRITTEN BY: SEAN ASHCROFT

PRODUCED BY: TOM LIVERMORE

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ALVOTECH

From insulin to vaccines and cancer therapies, biologic medicines have a huge impact on healthcare, and it’s Alvotech’s mission to make such medicines more affordable and more widely available

M

ost businesses have a mission, but not all missions are equal. Alvotech’s mission is to improve patient lives through broadened access to biosimilars. The company was founded in Iceland in 2013 and it employs an integrated business model, from research and development (R&D) through production.

Alvotech is fully integrated and fully focused on biosimilars.

For the non-biochemists among us, let’s turn to an expert to learn what a biosimilar is: Gerhard Helmerich, Head of Global Supply Chain at Alvotech. “To understand biosimilars you first have to understand biologic medicines. These are generally large, complex molecules that are produced through biotechnology in a living system, such as a microorganism, plant or animal cell.” These medicines differ from smallmolecule drugs, which are chemically synthesised. Examples of small molecule drugs include typical ‘medicine cabinet’ treatments, such as aspirin and paracetamol.

“Biosimilars are more difficult to characterise than small molecule drugs,” says Helmerich, “because of inherent variations present in biological products.”

This natural variation is why it is not possible to create an exact copy, or a generic version, of a biologic, as is the case for smallmolecule drugs. But what can be created is a highly similar version of a licensed biologic

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February 2022

Example of an image caption healthcareglobal.com

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ALVOTECH

Broadening access to biologic medicines that save

with no clinically meaningful differences in terms of safety and effectiveness from the reference product. Biosimilar drugs have a pivotal role to play in public health, as they offer additional treatment options that are typically more affordable than their branded counterparts. This is positive news for key therapeutic areas such as autoimmune diseases and cancer, which already have approved biosimilars on the market. Little wonder, then, that the global biosimilar market was valued at US$30bn in 2020, and that it is expected to grow to approximately US$80bn over the next six years.

It’s one thing for Alvotech to aim to improve patient lives through broadened access to biosimilars, but how exactly can the company achieve this? “By making sound, strategic decisions,” explains Helmerich.

One such decision includes Alvotech’s commercial strategy. Early in its life, Alvotech was debating if it should seek a global partner or go with ‘local champions’.

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February 2022

“Ultimately, we chose a local approach,” says Helmerich. “Since that decision was made, we have partnered with top firms who are leaders in their markets. Being able to rely on the scale and expertise of our partners allows us to focus on what we do best development and manufacturing.”

Another important decision is Alvotech’s differentiated portfolio. “Each market is

GERHARD HELMERICH TITLE: HEAD OF GLOBAL SUPPLY CHAIN INDUSTRY: BIOSIMILAR MEDICINES LOCATION: ICELAND

unique and requires a different approach,” says Helmerich. “We believe a company can differentiate through its portfolio strategy.”

The third strategy has been to fully integrate, from R&D to manufacturing. To date, large pharmaceutical companies have dominated the biosimilar space in part because of their scale and capital. Alvotech is fully committed to biosimilars and has

EXECUTIVE BIO

Gerhard Helmerich is an accomplished supply chain executive with over 17 years of experience in the pharmaceutical industry directing global, crossfunctional teams, leading complex projects, and delivering high impact initiatives across commercial supply chain and various technical development functions. At Alvotech, Gerhard Helmerich leads Global Supply Chain, overseeing supply logistics for multiple commercial and development products. His mandate also includes site operations, warehouse activities, procurement of materials and devices, external supply operations, integrated business planning and life cycle management activities.

Gerhard Helmerich holds a PhD in Chemistry from the Technical University in Munich, Germany.

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Make the move to networked manufacturing Make theandmove toglobal Access a reliable harmonized supply chain for single-use products networked manufacturing With the continued adoption of single-use technologies, specifically in cGMP

Accessconsistent a reliable global manufacturing, product supply and and qualityharmonized are very important.

Our global network of single-use manufacturing sites has expanded and is supply chain for single-use harmonized to provide equivalent processes and procedures that products produce products of consistent quality, form, fit, and function.

With the continued adoption ofabout single-use technologies, specifically in cGMP Reach out to us today to learn the value of multisite qualification to manufacturing, consistent product supply and quality are very important. take advantage of the benefits of networked manufacturing.

Our global network of single-use manufacturing sites has expanded and is harmonized to provide equivalent processes and procedures that produce products of consistent quality, form, fit, and function.

more ReachLearn out to us todayat to thermofisher.com/flexiblecontainment learn about the value of multisite qualification to take advantage of the benefits of networked manufacturing.

Learn more at thermofisher.com/flexiblecontainment

For Research Use or Further Manufacturing. Not for diagnostic use or direct administration into humans or animals. © 2021 Thermo Fisher Scientific Inc. All rights reserved. All trademarks are the property of Thermo Fisher Scientific and its subsidiaries unless otherwise specified. EXT1755 1121

For Research Use or Further Manufacturing. Not for diagnostic use or direct administration into humans or animals. © 2021 Thermo Fisher Scientific Inc. All rights reserved. All trademarks are the property of Thermo Fisher Scientific and its subsidiaries unless otherwise specified. EXT1755 1121

Thermo Fisher: Supplying a Healthier, Cleaner, Safer World Thermo Fisher has transformed its supply chain to emerge more agile, resilient and collaborative from a period of acute industrywide disruption With a mission to “make the world healthier, cleaner and safer”, Thermo Fisher is a key supplier to the life sciences industry and a close collaborator with the field’s leading organisations.

Christine Callahan, Vice President of Global Supply Chain, Life Science Solutions, who joined Thermo Fisher amid the early waves of COVID-19, is spearheading a transformation of the firm’s supply chain.

“We are moving away from PO-based and transactional relationships to true partnerships, true collaboration with more transparency,” says Callahan.

Pharmaceutical innovator Alvotech is a key customer and close partner that epitomises this new mindset for Thermo Fisher, says Callahan: “Alvotech is a very key customer and partner for us, and we want to continue to earn their business and grow with them as they grow.”

During the turbulence caused not just by COVID-19, but by extreme weather and geopolitical uncertainty, “there have been some real challenges,” Callahan adds. “It has not been simple and straightforward, so we’ve been working extremely collaboratively with Alvotech.

I’m really proud of our teams’ commitment to them, and our urgency with solving their problems,” she says. “And given that they’re such a great partner, innovating and collaborating with someone so receptive and supportive helps the overall synergy in the solution.”

Lessons learned and innovation borne out of the pandemic have galvanised a more resilient and agile Thermo Fisher. It is an organisation that has been strengthened by solving problems during this period of acute demand, and which will emerge stronger for it. Callahan says it has been the “silver lining” of the past two years.

Thermo Fisher will continue to innovate to meet the growing demands of its partners.

“We’re undergoing a real paradigm shift in the thinking, and we’ve always been conscious of supply chain continuity and resiliency,” Callahan says. “In this space, you have to be caring about that in a growth environment, but most importantly, our end customers are patients and we need to be there for them. We can’t ever let our customers down.”

Learn more

ALVOTECH

invested in a scale that it believes will be necessary for the next ten years of its life cycle. These three strategies give Alvotech the focus, scale and speed needed to achieve its mission.

It’s been quite a journey for Alvotech since it was founded in Reykjavik, Iceland by current Chairman, Róbert Wessman.

Alvotech isn’t alone in its journey; Helmerich, too, has had an eventful and varied career.

He first studied food chemistry at the Technical University of Munich, later also completing a PhD in chemistry there.

“I have been overseeing the global supply chain at Alvotech for almost a year now,” says Helmerich. “I am responsible for supply logistics across multiple commercial and development products including site operations, warehouse activities, procurement, external supply operations, integrated business planning and life cycle management activities.”

Beyond Alvotech, he has 17 years of experience in the pharmaceutical industry, most recently at Novartis Pharma in Basel, Switzerland. Although Alvotech is based in Iceland, Helmerich himself is in Zürich, and travels frequently to the company’s headquarters in Reykjavik. “I enjoy it every time I go there,” he says. “It’s a beautiful country with wonderful people.”

Helmerich says that in the year he has been with Alvotech he’s witnessed “great leadership, energised teams and the passion of an entire organisation working towards the same mission”.

“I could feel how proud people are to work for Alvotech from day one,” he adds, continuing: “We are passionate people, working to bring more affordable and accessible biologic medicines to patients around the world, and this purpose drives our daily work. We have a strong 40

February 2022

ALVOTECH Alvotech has its HQ in Reykjavik, Iceland, a location that plays a key part in the company’s sustainability strategy, says Gerhard Helmerich, Head of Global Supply Chain at Alvotech.

“Environmental footprint is very important to us and being in Iceland means we have access to sustainable energy resources. Nearly all the energy produced in Iceland comes from renewable sources, either hydro, geothermal or wind.”

There are other benefits to being based in Iceland. The company’s founder, Róbert Wessman, is Icelandic, and he recognized the potential for locating a biopharmaceutical in his homeland.Iceland has a flourishing biotech industry and a strong talent pool of pharmaceutical specialists.

The facility is based in the University Science Park in Reykjavik, and there is close collaboration with the University of Iceland.

“Iceland is the cornerstone in our path to success,” says Gerhard Helmerich. “Being here helps attract talent to the company.”

It also helps that Iceland is right in the middle of global time zones, making it easier for Alvotech’s multinational team and partners to communicate.

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World’s First Virus Removal Filter Efficient global network enables reliable supply chain and excellent customer support

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ALVOTECH

“ Iceland is the cornerstone in our path to success,” says Gerhard Helmerich.

Being here helps attract talent to the company” GERHARD HELMERICH

HEAD OF GLOBAL SUPPLY CHAIN, ALVOTECH

emphasis on excellence, collaboration and ingenuity.”

Helmerich says he’s also been impressed by how progressive and diverse Alvotech is.

“We work in a very diverse environment.

It’s been great seeing how inclusive the culture is. These characteristics will get us through any challenging times. I strongly believe diversity generates stronger strategy and better risk management, debates and outcomes.”

It may have been a rewarding ten months for Helmerich, but it’s also been turbulent, as it has for most businesses in biotech and beyond. “We’ve faced supply chain problems, just as every other pharmaceutical company has,” says Helmerich.

“Manufacturing and distribution are perhaps the most obvious problems of the past two years, and most disruptions on materials and consumables have come with short notice.” He adds: “Although the past two years have not been easy, we’ve taken this as an opportunity to rethink our ways of working and to increase our supply chain resilience. Unexpected delivery shortages gave us a clear view on the areas we needed to focus on.”

Helmerich believes all problems end up being resolved in the same way - by people.

“Everything always comes down to people healthcareglobal.com

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Proud to partner with Alvotech Purolite is the world leader in resin-based separation, purification and extraction technology

Discover more at www.purolite.com

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February 2022

ALVOTECH

“ We have a strong supplier network and are ready and excited to transition to the commercial phase.”

GERHARD HELMERICH

HEAD OF GLOBAL SUPPLY CHAIN, ALVOTECH

in the end. We got through it because our people worked together to find the best way of collaborating with suppliers.”

Among its suppliers are Thermo Fisher, Purolite and Asahi Kasei Bioprocess.

“They have been supporting us since the start of our journey and are key suppliers to Alvotech,” says Helmerich. “Thermo Fisher supplies a variety of different materials and equipment, Purolite is one of our resin

suppliers and Asahi Kasei delivers different kinds of filters.”

“We are very thankful to have them on board, supporting our mission. All our partners go the extra mile to address the needs we have. They think out of the box, are very proactive and focused on continuous improvement.” As well as supportive suppliers, Helmerich says he has an outstanding supply chain team, “eager to solve problems and meet challenges”.

“I can say we are grateful for the pandemic experience because it’s allowed us to strengthen our relationships with many key partners, who of course have also been facing their own challenges. Extraordinary commitment and support from both sides is what made the difference.”

Although Alvotech has biosimilar candidates under development and regulatory review, so far it has none on the market. So, is its supply chain ready to swing into action when needed?

“Absolutely,” says Helmerich. “Throughout 2021 we finalised the blueprint for our supply chain organisation. We have a strong supplier network and are ready and excited to transition to the commercial phase.”

The company’s product pipeline contains several biosimilars aimed at treating a mix of autoimmune, oncology and inflammatory conditions. The most advanced asset in its pipeline is AVT02 - a proposed biosimilar for high-concentration adalimumab.

Adalimumab is an anti-TNF drug that is sold under the brand name Humira®. In November 2021, AVT02 was approved by the European Medicines Agency.

The company’s other disclosed biosimilar candidates include additional targets in immunology, ophthalmology, oncology and bone disease, specifically Stelara® (ustekinumab) and Simponi®/Simponi healthcareglobal.com

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ALVOTECH

“ I believe diversity generates stronger strategy and better risk management, debates, and outcomes” GERHARD HELMERICH

HEAD OF GLOBAL SUPPLY CHAIN, ALVOTECH

ARIA® (golimumab), Eylea® (aflibercept) and Prolia®/Xgeva® (denosumab). “We have commercialisation agreements with multiple regional partners and have plans to market our biosimilars in at least 90 countries,” says Helmerich.

So, what about the future? Where will the company be in five years’ time?

“Our vision is to build a leading global biopharmaceutical company,” says Helmerich. “By then we will hopefully have multiple products on the market through our partnerships and will be closer to bringing a robust pipeline of affordable biosimilars to patients around the world.”

Helmerich says Alvotech will continue to pursue its diverse pipeline of biosimilar programmes. “Our integrated platform and network of world-class partners will allow us to reach patients with more affordable biosimilars, while positively impacting the global healthcare ecosystem.” He says that when the company succeeds in increasing access to these important biologic medicines for patients “then all our efforts will have been worth it”.

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The move from laptop TO DIGITAL HEALTHCARE Lenovo is best known for its laptops, but a new venture is moving the company into digital healthcare. Senior Director Paul Burke explains why WRITTEN BY: HELAN ADAMS

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longside home-baked banana bread and online-schooling, digital healthcare is a part of the new normal.

As a Fortune Global 500 technology company, Lenovo’s 63,000 employees work to bring its technology to where it’s needed.

Formerly, this was mostly laptops, but the company is entering the digital healthcare space, with more than 3,000 organisations using Lenovo technology solutions.

The senior director for Lenovo’s North American OEM business, Paul Burke, has spent close to two decades at the company and is ready for this new venture.

“I've been in the IT business for probably more than I'd like to admit, but I've been in the IT industry for quite a while”, says Burke. “I joined Lenovo back in 2005, and I've been here ever since. It's been an exceptional journey.”

Lenovo is behind the best-selling laptop brand - headquartered in Quarry Bay, Hong Kong and founded in 1984, the company has a revenue of US$60bn.

DIGITAL HEALTH

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the digital identity company

Enabling digital transformation at the point of care Digital transformation in healthcare is being driven by the need to improve quality, reduce costs and enhance the patient and clinician experience. While rapid access to electronic systems is a key enabler, it must be balanced with security, information governance, clinical risk, and workflow management.

Fast, secure access to patient information At Imprivata, we have worked extensively with NHS Trusts to simplify processes to protect sensitive data and remove barriers to technology. Imprivata OneSign® Single Sign On (SSO) has revolutionised access to patient data at the point of care. It provides fast, secure No Click Access® that can save clinicians up to 45 minutes per shift – time that can be spent focused on the patient rather than technology.

Enthusiastic user adoption Our experience has shown that removing the frustration of slow logins increases clinical user-adoption significantly. In addition, Imprivata OneSign reduces the type of workarounds that can circumvent security (for example, use of shared logins) and compromise good governance.

Virtual SmartCard empowers remote working Our next development, Imprivata Virtual SmartCard streamlines access to the NHS Spine by replacing physical cards. The virtual smartcards can be created and deployed at scale, supporting remote working.

Digital ID is the bedrock of digital transformation As the healthcare sector moves increasingly towards digital maturity, many more systems, medical devices (for example, devices to record Observations and alert EWS), and shared mobile devices will be linked. Identity and access management solutions bring the disparate systems together, providing fast, simple access for busy clinicians.

Contact Andy Wilcox, Senior Portfolio Marketing & Enablement Manager at Imprivata: awilcox@imprivata.com to book a meeting to explore how we can help your organisation overcome the challenges to digital transformation.

LEARN MORE

DIGITAL HEALTH

“ Medical OEMs asked for a medical grade monitor that could be optimised with our workstations, to provide the best customer experience” PAUL BURKE

SENIOR DIRECTOR, LENOVO

“The company is very forward thinking”, says Burke proudly. “We come to market with really high quality products, we're exceptionally focused on the customer experience, and it's those types of interactions and conversations that just are super exciting.”

Lenovo OEM solutions works with some of the biggest brands in the world, to help them grow their products and solutions on the Lenovo technology foundation.

“We provide the compute for the foundational components for solutions that companies build, and ultimately bring to market”, explains Burke.

“In this particular conversation, we would be the hardware platforms that companies are building medical solutions around.” healthcareglobal.com

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DIGITAL HEALTH

“ The outbreak of COVID-19 led to a significant explosion with home health, and our tablet products have done extremely well” PAUL BURKE

SENIOR DIRECTOR, LENOVO

Lenovo’s advance into healthcare Now, Lenovo is working with LG Electronics, to advance new medical imaging solutions for the radiology community - something Burke is very excited about.

“Lenovo has been in the healthcare OEM space, providing hardware platforms to healthcare companies for a while now.

Whether it's our servers, our work stations, our desktops, or our tablets”, says Burke.

“We have been working in this space for a very long time, providing solutions like: • Electronic health records • Medical imaging and x-rays • Nursing stations • Medical carts for dispensing medications, or for nurses to go from room to room.

“Most recently with the outbreak of COVID-19, there's been a significant 52

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explosion with home health, and our tablet products have done extremely well in that sector. With that said, and as I mentioned, we're very focused on the voice of the customer. Our customers were constantly coming to us and asking us... Our medical OEMs, were coming to us and asking us for a medical grade monitor that could be optimised with our workstations, so that they could provide the absolute best experience to their customers.

LG - “Life’s Good” - was founded in 1958 and is headquartered in Seoul, South Korea, with a philosophy that focuses on ‘people, sincerity, and sticking to the fundamentals’ a perfect fit for Lenovo.

“LG was really a natural fit”, continues Burke. “When you think about LG's medical grade monitors, and when you marry those with our ThinkStation workstations, the optimisation between our two companies, the engineering collaboration that takes place between our two companies, it

really does provide medical OEMs with an unprecedented value, from a price performance perspective.

“If I take that one step further, the other reason why we gravitated towards LG very quickly was they have a comprehensive portfolio of products. For us to establish one relationship with a company that has the breadth and the depth of medical grade monitors, made it super easy fo us to engage with.

“The other thing that I would point out, and the other avenue that we always consider when we're developing relationships like this is... Of course, we want our products and LG's products to perform the best, right? That's foundational to building the relationship.

Of course, you want it to be the best price performance. Beyond that, the two company cultures and from a sales motion perspective, they have to align.”

Sometimes companies which have great technologies are brought together, but

Lenovo Since 1998, when Lenovo’s ThinkPads were once a part of IBM, they have been used on the International Space Station (ISS) Lenovo was originally known as ‘New Technology Developer’, Inc. in 1984, then ‘Legend’, before finally - and permanently - branded Lenovo in 2003 healthcareglobal.com

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DIGITAL HEALTH

“ The digitisation of healthcare is only going to continue to accelerate from here on” PAUL BURKE

SENIOR DIRECTOR, LENOVO

for one reason or another, their sales motions and their sales cultures don't see eye to eye. That's not the case with LG and Lenovo.

“We are on a very aggressive growth and customer acquisition plan”, adds Burke. “Myself and my North American OEM sales team are in a very similar trajectory. Bringing the two of us together, marrying our technologies, having similar visions as far as growth is concerned, it was just a natural fit for us to get together with LG.” Moving from laptops to healthcare Lenovo is known for its computers, less for its impact in digital healthcare. Where did this additional direction come from?

“Our legacy reaches back to the IBM days. The ThinkPad brand, and the Think brand at large is just very well known in the industry. It's kind of a natural extension if you will, because everything these days has gone digital.

“With our legacy of our products, with the high quality, the extremely reliable products and the high performance, it just was a natural progression into this digital age that we've all become a part of.”

With that in mind, what does the future hold for digital healthcare at Lenovo?

“You know, that's a fantastic question.

I would have to say, I think we're only just scratching the surface”, says Burke. “Of course, with the explosion of electronic health records, that has absolutely fueled the marketplace. Now when we start talking about home healthcare and other technologies, the digitisation of healthcare is only going to continue to accelerate from here on. I think that we've only just scratched the surface.” healthcareglobal.com

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UHSFT

Accelerating

ITS DIGITAL

TRANSFORMATION WRITTEN BY: CATHERINE GRAY

post-COVID

PRODUCED BY: JAMES BERRY

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UHSFT

Adrian Byrne, CIO, and Ashwin Pinto, Chief Clinical Information Officer, discuss the Trust’s digital strategy and how it supports patients

A

s one of the largest singlesite NHS Trust’s in the country, the University Hospital Southampton NHS Foundation Trust (UHSFT) has a number of different units at its sites dedicated to supporting different patients with specialist needs.

Included at the site is a children’s hospital with one of the very few paediatric cardiac surgery programmes in the country, a cancer hospital, neuro hospital, adult cardiac services, a major trauma centre and a women’s hospital.

“We are one of the biggest single-site hospitals in the country,” said Ashwin Pinto, Joint Chief Clinical Information Officer and Consultant in Clinical Neurology at UHSFT. He added: “We're unusual in that everything's been centralised on this site.”

As well as serving its patients, UHSFT is also a University teaching hospital.

This means it teaches future medical professionals as well as embarking on medical research.

Pinto outlined the research the Trust has done in recent years: “In the pandemic, we were either the second or third most active research hospital in the country in terms of recruiting people to COVID trials. We were one of the leaders in the COVID vaccine trials. We actually nationally led the COVBoost study that allowed us to recommend booster vaccinations.”

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UHSFT

Accelerating its digital transformation post-COVID

“ We are one of the biggest single-site hospitals in the country” ASHWIN PINTO

JOINT CHIEF CLINICAL INFORMATION OFFICER AND CONSULTANT IN CLINICAL NEUROLOGY, UHSFT

Responding to the COVID-19 pandemic The healthcare industry has been impacted unlike any other during the COVID-19 pandemic. Not only has the NHS had to deal with an overwhelming amount of patients in its care, but it has also had to become more digitised to respond to restrictions and changes imposed by the pandemic.

Although COVID brought its challenges for 60

February 2022

UHSFT, in terms of digitalisation and IT, it had a lot of solutions in place previously that supported them, as Pinto explained: “The IT team were well prepared. We had the right things in place at the right time.”

Continuing, he said: “We were lucky enough that we already had a plan in place.

We could see how we could change things, make simple changes that had far-reaching consequences for clinicians and particularly for patients.”

One solution which has helped the Trust, and has undoubtedly helped many

ASHWIN PINTO TITLE: JOINT CHIEF CLINICAL INFORMATION OFFICER AND CONSULTANT IN CLINICAL NEUROLOGY INDUSTRY: HEALTHCARE, TECHNOLOGY LOCATION: UNITED KINGDOM

organisations around the world transition to remote working where possible, was Microsoft Teams.

Having already recognised how this could streamline and facilitate more meetings, as well as helping connect up clinicians and other people to deliver services to the Trust, UHSFT “had already done a lot of the groundwork behind implementing this technology,” said Pinto.

“Although we had to deploy Teams at scale, we deployed at scale very fast as we had a little bit of understanding of what we

EXECUTIVE BIO

Dr Ashwin Pinto is Joint Chief Clinical Information Officer (CCIO) and consultant in clinical neurology at University Hospital Southampton NHS FT. Dr Pinto graduated from the first cohort of the NHS Digital Academy in 2019 and was appointed joint CCIO shortly after. Key digital interests include clinical data integration between primary and secondary care and the development of untethered personal health records (PHRs).

InterSystems: accelerating UHSFT’s digital transformation InterSystems’ David Hancock discusses how the company supports the University Hospital Southampton NHS Foundation Trust with its digital transformation.

With its HealthShare platform, InterSystems connects providers, patients, and payers through a unified care record and analytics, that span the care continuum.

HealthShare was named a KLAS Category Leader for 2019 and 2020, and also received an exceptional 91/100 approval rating based on customer feedback.

David Hancock, Healthcare Executive Advisor at InterSystems explained how he works to support the healthcare industry through InterSystems: “I work with our customers on how they’re able to successfully adopt integration and interoperability solutions into their operations as part of their digital transformation programmes.”

“InterSystems is a major supplier to the NHS around integration and interoperability as well as specific data platforms and electronic patient records,” he added.

As it can be used across many industries, InterSystems’ technology is highly adaptable.

To support the University Hospital Southampton NHS Foundation Trust (UHSFT) on its journey towards digital transformation, InterSystems supplies the Trust with its technology.

Adrian Byrne, Chief Information Officer at UHSFT commented on the partnership: “We’ve been working together for a long time and we migrated from other integration technology into the InterSystems suite.”

Outlining the partnership, Hancock said: “What we’ve been able to do as part of University Hospital Southampton’s digital strategy is to help it integrate its solutions. If you’re going to go with a number of different separate solutions, like UHSFT are, you need to integrate them together well.”

Adding to this, Hancock discussed the Trust’s unique strategy: “The University Hospital Southampton has a quite distinctive digital strategy because of how it’s going to be able to support the organisation. What Southampton has always done is work in a best-of breed kind of way. UHSFT, rather than buying a single solution, is doing something more incrementally to retain control over some of the things it does.”

@InterSystemsUKI linkedin.com/company/intersystems-UK

UHSFT

were deploying. We knew the advantages and what we could gain out of it because we'd actually done a lot of that appraisal before we deployed to the organisation,” he added.

Looking at more patient-focused technological initiatives, Pinto outlined how technology supported the Trust during COVID. During this time, it was imperative medical staff had real-time notification of when a patient received a COVID diagnosis so they could be appropriately isolated and treated.

“We had a system in place that meant in real-time, clinicians had access to positive results, they knew immediately on their device that a patient was positive. This was great for infection control, as the patients could be moved to a safe area and they could start their treatment,” he said.

“You couldn't really get a better example of being well-prepared, because we'd already started to think about this, and then we could just turn that into a project that had immediate benefit for patients,” Pinto added.

Looking at UHSFT’s digital journey so far Adrian Byrne, Chief Information Officer at UHSFT reflected on the impact of COVID in the context of his 18 years of work as CIO of the Trust: “I know people like to talk about the change under the pandemic and I say it's kind of obvious because of the impact of it.

We would never go from 100 people using a system to 5,000 people using a system in two months the way that we did.

“But if you look at the organisation transformation over 10 years, going from an organisation that used to prescribe on paper, that now electronically prescribes; from an organisation that didn't have a wireless network to one that has a complete wireless network. Those kinds of things are much more impactful in the longer run, I like to think,” he added. Despite the Trust’s 64

February 2022

willingness to invest in digital over the past years, Byrne did commend his team’s efforts to keep their spending on digital technologies as low as possible.

“If you look at our model hospital data, you will see that we're well into the lower quartile in terms of spending. In terms of the size and complexity of our organisation, we are low on the spending chart, but we've achieved quite a lot,” Byrne explained. UHSFT has adopted

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UHSFT

“ Communications technology is going to really take us on to a level where we can monitor patients from secondary care in a much better way than we have”

ADRIAN BYRNE TITLE: CIO INDUSTRY: HEALTHCARE, TECHNOLOGY LOCATION: UNITED KINGDOM “As Chief Information Officer at UHSFT Adrian oversees the strategy and operational digital services for a large University Teaching Hospital with more than 1,200 beds and £1Bn turnover. Adrian's experience includes project and IT management over more than 20 years. A keen supporter of open data platform approaches to health systems, he has worked with a multivendor integrated electronic medical record, and a cloud based connected personal health record called My Medical Record.

Adrian was also chair of the Health CIO network for six years until 2021, but is still on its advisory panel, where one of the key aims is to improve the professional standing of the Health CIO.”

ADRIAN BYRNE

many different digital strategies and technologies to support its operations ultimately improving patient services.

“One of the things that we do as an organisation is run a personal health record service called My Medical Record. We've got more than 100,000 patients on that now and it's growing around 5,000 a month,” said Byrne.

“It's a big thing for us. We're a leader in it, in terms of secondary care. You can see the impact of technology. Communications technology is going to really take us on to a level where we can monitor patients from secondary care in a much better way than we have, and in fact, do things that we could never even think of doing even five years ago.

The pace of change is rapid,” he added.

Pinto celebrated the work Byrne and his team have executed over the years: “What's really interesting is that Adrian's time at the Trust as the CIO has been coincident with this rapid, just extraordinary expansion in services over that time.”

EXECUTIVE BIO

CIO UHSFT

“ We were one of the leaders in the COVID vaccine trials” ASHWIN PINTO JOINT CHIEF CLINICAL INFORMATION OFFICER AND CONSULTANT IN CLINICAL NEUROLOGY, UHSFT

DID YOU KNOW? UHSFT’s 12,000 staff provide a range of secondary care services to our local population and specialist tertiary services for nearly 4 million people across the south of England and beyond. It achieved Foundation Trust status in 2011, which enables greater local accountability and greater financial freedom.

Adopting technology from partner companies To accelerate its digital journey, the Trust needs to invest in technology that will 68

February 2022

support operations as it becomes more digitised. Pinto explained that some technologies “will be able to do some really clever things with the data that we get from patients to risk-stratify patients and make sure they get the right follow-up.” However, he added that he doesn’t believe the technology is ready yet.

Another challenge with introducing new technologies into the NHS is the regulation around it.

“Any technology that is developed effectively has to be regulated in the same way that a new bit of monitoring equipment might have to be in the hospital or a new scanner and

UHSFT

so on. That's mighty complex in its own right,” said Pinto. Despite these challenges, UHSFT has partnered with InterSystems, an industryleading vendor for database management, rapid application development and integration.

With InterSystems, UHSFT utilises its HealthShare platform that sits at the centre of the Trust’s systems. By integrating its solutions, InterSystems has been a key partner in UHSFT’s digital transformation.

Continuing with UHSFT’s digital strategy to improve operations At the heart of all of the Trust’s initiatives is its patients. Pinto believes in order for

UHSFT’s digital strategy to be successful, it needs to consider both inpatients and outpatients. Discussing outpatients, Pinto said, “I'm a great believer that what we need to do is empower patients to have the information they need to help them manage their care, and if they're a long-term patient in the hospital, they can easily access that when they need it. That, without any question, is a real focus on personal health records and sharing data with patients; asking them where appropriate to rate their symptoms. It's called patient-reported outcome measures, which we then share with their clinical teams.” healthcareglobal.com

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UHSFT

“ We've achieved quite a lot” ADRIAN BYRNE CIO UHSFT

He also noted the significance of wearable technology in outpatients for monitoring and improving remote healthcare. The global wearables market is expected to record a value of US$116.88bn in 2025, rising at a CAGR of 17.12%, for the time period of 2021-2025.

“There's amazing work that goes on in heart failure in our hospital, which I would never have dreamt we would have been able to do that sort of level of monitoring at home. We're already there in certain areas, said Pinto.

Looking to the future, he said: “What we need to do is make that available to virtually everybody who attends the hospital as an outpatient.”

To continue to improve inpatient services, Pinto explained it is imperative the Trust’s inpatient record continues to become more digitised, he explained: “We've been very successful in digitising our inpatient record, but not to an extent that would allow us to gain some of the real advantages from it.”

“How does that benefit the patient? it will improve efficiency, so that right at the start of a patient's inpatient journey, we have a much better handle on their trajectory in the hospital and how long they're likely to be in for. Plus, we know what treatment they might need and we can plan our services in a much more proactive way, which is much better than how we used to collect data before,” he concluded.

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TECHNOLOGY

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TECHNOLOGY

THE STUDY OF GENES IS VITAL FOR ACCURATE PATIENT CARE Adverse drug reactions can be fatal. Dan Streetman from Wolters Kluwer explains how medicine for different racial groups can vastly improve patient care.

WRITTEN BY: HELEN ADAMS

A

dverse drug reactions were ranked as the fourth leading cause of death in the U.S. by the FDA in 2018, something which Dan Streetman wants to change.

Streetman has worked at Wolters Kluwer, an information software and services company for nearly 15 years, where he manages a team of clinical pharmacy specialists, who are responsible for building and maintaining data with respect to drug interactions and pharmacogenomics.

“Counting myself, there's a group of ten of us that write and maintain all of our content on the drug interaction and pharmacogenomic side of things”, says Streetman.

‘Pharmacogenomics’ is a term which refers to the science of trying to understand how differences in genes (or differences in gene expression) influence drug response. Within the industry, ‘pharmacogenomics’ is often shortened to ‘PGX’.

“This is one small aspect of the bigger effort to try to understand why two individuals respond differently to the same dose of the same medication, even though from all outside perspectives, those people may look exactly the same”, says Streetman.

“They still may experience quite different responses to the same thing, so this is a science that tries to understand some healthcareglobal.com

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TECHNOLOGY

“ From the healthcare perspective, I am focused on getting it right, which I think is everybody's goal” DANIEL STREETMAN

MANAGER IN CLINICAL EFFECTIVENESS, WOLTERS KLUWER HEALTH

of why that is, with the intent of hopefully being able to predict it, so that we don't have to do this by just trial and error.”

The importance of ‘pharmacogenomics’ in healthcare “If we look at medication response, I think a lot of people would be surprised to learn that anywhere between 40% to 70% of individuals have a problem with almost any medication for any purpose – and it is a huge percentage”, says Streetman. So it is not rare for a patient to have a problem with a drug that doesn’t work for them.

We see statistics all the time that drug related side effects are one of the leading causes of morbidity and mortality in the United States.

“When we start thinking about the role of genes, genetics, genomics in that problem, it is staggering. There are some studies that have looked and have found that

virtually everybody has at least one known genetic factor that's responsible for altered responses to some medications.”

Beyond race in the study of pharmacogenomics The study of pharmacogenomics has historically had a lot to do with race, which has made it a topic some are keen to avoid.

“Over the last couple years, we have seen any issue connected to race, as something that generates a lot of strong opinions on all different sides”, explains Streetman.“From the healthcare perspective, I have a hard time understanding why there's opposition to getting it right, which I think is everybody's goal. healthcareglobal.com

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TECHNOLOGY

Pharmacogenomics: The Right Drug, for the Right Patient, at the Right Dose

“Every day, we are relying less and less on race for medicine. We’re getting to know why different individuals respond differently to a medication at the level of genetic factors, not race. But there are other important factors that connect to this too, whether you're talking about self-identified race or someone's ancestry.”

Self–identified race is another topic many would shy away from, and for the healthcare industry, it presents challenges.

“My understanding of that is that it is up to the patient to identify, whether they identify with that particular population or not”, says Streetman. “I think concepts like that have become a very important in countries around the world where there's a lot of racial admixture. In the United States 2020 census, the proportion of people who identify as multiracial is more than 10% now. 10 years ago, that was just 2.9%. So that's more than a threefold increase in the percentage of patients who identify themselves as being multiracial.

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TECHNOLOGY

BETWEEN 40%-70% OF INDIVIDUALS HAVE A PROBLEM WITH MEDICATION EITHER THEY EXPERIENCE SIDE EFFECTS OR THE DRUG DOESN'T WORK ADVERSE DRUG REACTIONS WERE RANKED AS THE FOURTH LEADING CAUSE OF DEATH IN THE U.S.

That is yet another reason why using racial terms in healthcare decision making can be flawed because we can say ‘African descent’, or ‘African American’, or ‘Asian’, but if somebody has parents of different races, then where do they fit in? We can overcome the lack of specificity from relying on race by focusing more on the interplay of individuals’ genetics and medications.

“There's a drug that made a lot of headlines in the United States several years ago, the brand name is BiDil. It is a drug that's a combination of hydralazine and isosorbide, that is used for treatment of heart failure. But it made news because it was the first drug that the FDA ever approved for one specific racial group. It was only approved for patients who self-identified as being African American.

“When you're asking people to make important medical decisions, it sounds simple, but for many people, it's not.”

The use of AI in pharmacogenomics “The promise of AI in healthcare and in pharmacogenomics, in precision medicine more broadly, is enormous”, says Streetman.

“I think its exact role is still being felt-out – but I do think it has a lot of promise for pharmacogenomics in a couple of really important ways: One of the things that we suffer from now in pharmacogenomics, is that much of the information we have, much of the early studies that have been done healthcareglobal.com

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to investigate how different genes are related to drug response, have been mostly done on a relatively small number of populations. So I think there are a lot of individual segments of the global population that have not been well represented in studies so far.”

Where AI stands to benefit pharmacogenomics, is in its ability to deal with really complex issues.

“We've seen examples in the last several years where AI based algorithms have been able to give us better predictions of

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appropriate drug usage and dose”, says Streetman. “A lot of the early algorithms that were used to identify doses were based on one or two genes. Data was mostly from Caucasian populations and those algorithms did reasonably well for Caucasians, but they were much less robust, much less predictive for African Americans and for other groups.

“Since then, we've been able to identify a lot of other genetic predictors and genetic factors that contribute to differences in response that are much more important for

TECHNOLOGY

“ We've been able to identify a lot of genetic factors that contribute to differences in responses” DANIEL STREETMAN

MANAGER IN CLINICAL EFFECTIVENESS, WOLTERS KLUWER HEALTH

patients from Black populations. I think we're starting to see some of the benefits of this pay off.”

In the next decade, Wolters Kluwer will focus on continuing to build its pharmacogenomics database. “We've known about inheritable factors that contribute to differences in drug response for more than 50 years. For much of those early years, it was focused on what one gene describes. Now we have a much better understanding”, says Streetman. “I think we're in a much better position now, as far as understanding all the different factors that can contribute to these differences in how people respond, than we were five years ago or 10 years ago.”

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Photo Credit: ICON Group

Building a world WITHOUT FEAR OF CANCER WRITTEN BY: HELEN ADAMS PRODUCED BY: KRIS PALMER

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VARIAN

Managing Director Rebecca Cortiula explains how she’s taking Varian forward after being acquired by Siemens Healthineers

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lobal oncology company Varian, now part of Siemens Healthineers, is dedicated to creating a ‘world without fear of cancer’. Headquartered in Palo Alto California, USA, it has 10,000 employees globally.

Rebecca Cortiula is the Senior Managing Director for Varian Australasia, based in Sydney. She is responsible for improving access to radiation therapy for cancer patients in Australia and New Zealand.

Rebecca entered healthcare in 1992 as a hospital scientist at a blood bank. She says the environment has changed remarkably since.

“Some of the big changes I’ve seen are in automation and the reduction in manual and repetitive tasks within hospitals,” says Rebecca.

“I used to work in the laboratory system. The industry has moved from people in lab coats manually running tests to machines that can run multiple tasks within one system.”

Patients are also more engaged in their healthcare today. Access to large amounts of healthcare information means they can take a more active role.

“We’re ensuring that patient feedback is central to decisions around care,” explains Rebecca. “There is a multi-disciplinary component to that, where physicians with different areas of expertise have to come in.

They make decisions on the best treatment options for a patient, taking patient preferences into account along the way.”

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VARIAN

Remaining agile in such an environment is vital, so Rebecca is always looking to learn from new ideas and approaches. She undertook years of study prior to entering the workforce, first studying biochemical science at The University of Technology Sydney. Now Rebecca is studying a Master’s degree in Health Economics.

“My kids think I’m way too old to be at uni,” laughs Rebecca. “Continued learning and continuing to add value to the business and to customers – that is what motivates me. We are very fortunate in Australia that we’re able to access continued education. The landscape in healthcare is changing and a growth mindset is a major competitive advantage.”

“ Members of our team have endured hotel quarantine to ensure that there was no breakdown in service support for our patients” REBECCA CORTIULA

SENIOR MANAGING DIRECTOR, VARIAN

“It helps you be comfortable taking personal risks and striving for higher stretch goals. That generally leads to higher motivation and development, which means lower stress, lower anxiety, lower chances of depression and a higher performance overall. It helps you come up with new ideas and novel solutions for patient care.”

Rebecca is conscious to take care of her wellbeing while managing multiple priorities. “I try to make sure that I get fresh air and sunshine every day - even 15 minutes at lunchtime,” she says. “I do try to get a walk in each morning.

I'll listen to a podcast and gather some new perspectives. At bedtime, I’ve got to wind down and I do that by reading. The only screen time I have is my Kindle, then I can switch off and get a decent night's sleep.”

While the healthcare environment has evolved, some things remain frustratingly similar. Gender diversity is one area that needs greater attention. “I was looking at the latest gender gap report, and unfortunately we appear to have gone backwards. We won’t close the gap for another 125 years – which is a really scary statistic. I think it’s so 84

February 2022

REBECCA CORTIULA TITLE: SENIOR MANAGING DIRECTOR INDUSTRY: MEDICAL DEVICES LOCATION: AUSTRAILIA

EXECUTIVE BIO

Rebecca Cortiula is the Senior Managing Director at Varian Medical Systems, Australia. She has been working within Australian Healthcare for over 20 years. Before joining the medical technology industry, she worked as a Hospital Scientist as well as for the Australian Red Cross Blood Service.

Rebecca is a serving board member of the Medical Technology Association Australia and Chair of the Women in MedTech Committee.

She holds a BA from the University of Technology majoring in Immunohaematology; an Executive MBA from the AGSM and is an Order of Merit graduate from the Australian Institute of Company Directors.

Rebecca is passionate about healthcare and ensuring Australia has a sustainable healthcare system that can be accessed by all. Rebecca lives in Sydney, Australia with her husband and two children.

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important to understand bias and ensure all groups are treated equally, whether in our organization or in society in general.”

“If we can't have equity for 50% of our population, how are we ever going to move the dial on diversity overall and ensure we have equitable treatment for minority groups within our society? I’m Chair of the Medical Technology Associations Women in MedTech Committee. We focus on promoting the benefits of gender diversity within the workplace, providing tools and support to MedTech companies.”

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Building a world where cancer doesn’t hold the fear it does today By 2050, some experts think it will be possible to make cancer a manageable disease, similar to diabetes. “A cancer diagnosis will no longer hold the fear it does today - both for the patient and for their families. There’s a lot of emerging treatments that have the potential to deliver better treatment outcomes and improve both the convenience and the quality of life for cancer patients.

VARIAN

“ Location is no longer a major barrier to access.

E-Health is now an option for patients” REBECCA CORTIULA

SENIOR MANAGING DIRECTOR, VARIAN

“It requires a multidisciplinary approach: radiation therapy, surgery, pharmaceuticals, in-hospital care, outside of hospital care.

That continuation of care is really important for the patients and relies on the whole healthcare ecosystem working together and understanding where we fit into that continuum of care for the patient.”

Ensuring radiation therapy is part of this care continuum is central to Rebecca’s role, both from a financial and moral point of view. “Ultimately the responsibility is to ensure that we have a health care system that's sustainable and can continue to provide some of the best healthcare outcomes in the world for every dollar spent in Australia and New Zealand.”

“As a business, while we have a responsibility to deliver on financial metrics, we also have to deliver on customer satisfaction and employee engagement.”

Rebecca says this dedication to customer satisfaction stood out to her during the pandemic. “For me, I’ve learned just how far we are willing to go to ensure there is continuity of care,” says Rebecca.

“Many of the ANZ team have gone over and above during this pandemic - some of our team endured hotel quarantine to ensure there was no disruption to supporting our customers and patients. That was amazing!

“A lot of innovative ideas came through the team during this time. We’ve worked with the Australian Society of Medical Imaging and Radiation Therapy to create a registry of licensed radiation therapists, including Varian employees, to support departments. There was concern that teams would have to go into lockdown if there was a major outbreak in a hospital. To avoid a human resource crunch, this database was created to see if another radiation therapist would be needed to step in.” healthcareglobal.com

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VARIAN

Varian also worked with its partners to help the next generation of radiation therapists continue their education, ensuring there is not a knock-on effect to the supply of oncology professionals.

“There was a chance that university students were going to see a delay in their ability to graduate as radiation therapists because they weren’t able to complete some of their clinical training,” said Rebecca. “Our training team provided tutorials to over 120 students across four universities to make sure they would be able to graduate on time.”

Partnerships are pivotal to treatment continuity and access to care Rebecca says Varian knows it cannot achieve its ambition without the right partners.

Varian Australia works with the Peter MacCallum Cancer Centre, a leading cancer research, education and treatment hub in Australia. “We have a longstanding research and development partnership with them.

A couple of years ago, we moved to having a managed service with them,” explains Rebecca.

“Radiation therapy requires a lot of planning. Once it’s recommended as part of a cancer patient’s treatment, specialists work out the best way to deliver the highest possible dose to the tumor while avoiding healthy cells. This requires a lot of data. Our software and the work we did with Peter McCallum Center in Victoria allowed them to do all of that work remotely.”

“We took on some of the responsibility around their IT infrastructure and software, ensuring they’re up and running at all times, and that safety and security systems are in place. This allowed us to bring the remote planning solutions to them during the pandemic period, making sure the highest quality of care continued for their patients.”

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“ Recent cyber attacks have really highlighted the impact on patients and healthcare professionals” REBECCA CORTIULA

SENIOR MANAGING DIRECTOR, VARIAN

While remote care has obvious advantages, it has also made cyber security a priority for the business. “Recent cyberattacks have really highlighted the impact on treatment continuity,” says Rebecca.

“For us this is an extremely important topic. It’s a critical focus to protect the integrity of patient information. We are collaborating with our partners to ensure our patient information remains secure. We do regular upgrades to ensure the latest security measures are in place, we have systems that isolate customer segments, we have measures in place to prevent cyber leaping

between silos of information, and then we also have systems that minimize the downtime if a customer system is attacked to ensure we get them back online as quickly as possible.”

Varian provides cancer centres with software products for managing the patient's journey from diagnosis to survivorship. “This software contains lots of tools and features that allow clinicians to work remotely and collaborate between clinics and healthcare systems,” explains Rebecca.

“In the past, for rarer types of tumours, patients might have to travel greater distances to get to a centre with the healthcareglobal.com

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“ The landscape in healthcare is changing and a growth mindset is a major competitive advantage” REBECCA CORTIULA

SENIOR MANAGING DIRECTOR, VARIAN

expertise to manage that challenge. These remote solutions mean the information can be shared. Location is no longer a major barrier to access. What we discovered was that these remote solutions could be implemented in the pandemic as a way of managing the workflow. It does mean that

VARIAN

remote areas are not disadvantaged when it comes to accessing cancer treatment.

E-Health is now an option for patients.”

For those who still need to travel, Varian Australia works with the Sony Foundation, which provides young cancer patients with accommodation and support during their treatment. “Regional Australians do have, unfortunately, greater challenges

getting access to radiation therapy. So we've partnered with them to provide some funding for their accommodation, and we get to know their background and create a kind of care package for them with magazines and food from the local area. It just lets them know there are other people out there who care about what's happening.”

Support from Siemens will allow for a more comprehensive cancer care offering In April 2021, Siemens Healthineers completed their acquisition of Varian.

Cortiula believes the two companies can drive faster progress in cancer care together. “It means we can fast-track our vision for a world without fear of cancer,” said Cortiula. “It allows us to ensure the best outcomes can be reached by combining people, technology and data. Siemens has some of the best imaging technology available. I see this as an opportunity to really accelerate our product development.”

So, what does the future hold for the combined businesses? “Varian’s approach is still centered around intelligent cancer care and driving progress for cancer care for the next 30 years and beyond,” says Rebecca. “I see us accelerating our use of software automated processes and helping oncology professionals collaborate and develop more precise and holistic cancer treatments. We’ll see greater cooperation between research institutions oncology practices. Multidisciplinary teams working together with a whole of care approach, so that no matter where the patient is located, they can get access to the best possible quality care.”

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IMPROVING DIVERSITY IN

CLINICAL TRIALS

In our last issue, we looked briefly at diversity in clinical trials.

Here, Tarquin Scadding-Hunt, CEO of mdgroup, explains further what the healthcare industry must do to improve WRITTEN BY: HELEN ADAMS

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SUSTAINABILITY

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We help you to digitize human experiences in healthcare by meeting you where you are.

Sutherland is your partner in your quest to achieve the Quadruple Aim of improving patient experience, clinical experience, and health outcomes— all while lowering costs. We meet you at any point along your journey and accelerate your digital transformation.

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SUSTAINABILITY

S

ecuring diversity in clinical research – be that with race, gender, age, income, ability or location in mind - is a key issue in the healthcare industry to ensure everyone is well represented so we can have the best treatments and therapies available to us “We are all aware of some of the key challenges presented by a lack of diversity in clinical trials”, says Tarquin ScaddingHunt, CEO of mdgroup. “Incomplete data, uncertainty over treatment outcomes and disparities in healthcare, to name a few.”

Founded in Berkshire, England in 2002, mdgroup’s mission is to create more efficient clinical trials.

“This is not a problem that is going to be solved individually”, continues Scadding-Hunt.

“The healthcare industry must work together to figure out the best way forward.”

“ Without that data we cannot see progress or whether a treatment works for everyone” TARQUIN SCADDING-HUNT CEO, MDGROUP

Scadding-Hunt shares with Healthcare Global five key steps which can help to improve diversity in clinical trials.

Work with grassroots organisations “Big pharmaceutical companies and their partners must engage with grassroots organisations which are already tackling

“When clinical trials are inclusive of a variety of races, genders, ages, incomes, abilities and locations, findings are more representative” TARQUIN SCADDING-HUNT CEO, MDGROUP

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diversity and inclusion”, says Scadding-Hunt.

“While these organisations may be small and local, they often have the trust of the communities they serve and innovative ways to reach them.

“Dr Allison Matthews, CEO and founder of Community Expert Solutions, took part in the mdtalk podcast Raising awareness of clinical trials in diverse communities and emphasised the importance of building long-

term relationships. ‘Make sure that you have a continued presence in the community, don’t just come in and ask for what you need, and then leave. Be a resource for them and support their initiatives as oftentimes, they’re doing work in the community that goes unfunded and unsupported.’ As Dr Matthews says, these relationships will not develop overnight and it can be tempting to revert back to ‘tried and tested’ methods to engage trial participants.

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“ We have to build awareness on a community level to increase participation from both patients and healthy volunteers” TARQUIN SCADDING-HUNT CEO, MDGROUP

“However, these traditional methods have not yet solved the problem so it is time to get creative.”

Embrace digital health opportunities Technological advancements and the pressures of COVID-19 have seen a huge increase in decentralised clinical trials (DCTs) over the past couple of years.

DCTs can increase enrolment, retention and engagement among a more representative population by reducing participant burdens.

“For example, communities in rural locations, or those living in communities with typically low incomes, are less likely to enrol in clinical trials because they do not have the time or the means to travel to a research site”, said Scadding-Hunt. “They are also least likely to have access to a high standard of healthcare.

“Replacing site visits with home health visits for patients, allowing them to gather data themselves through wearable technology and check-ins via video conference instead of face-to-face can all help reduce or remove the burden of time and travel.

“The pandemic has seen these technologies adopted at a greater scale but we must not lose momentum now. We must also make sure advancements are rolled out equitably and consider how to reach communities where digital infrastructure is lacking.”

Representation throughout the research process “Increasing diversity is not just about trial participants, but also the healthcare industry as a whole”, said Scadding-Hunt.

“Co-founder of CliniSpan Health Rashaad Galloway was a panellist on the mdtalk diversity podcast. ‘One of the first things that needs to happen is the inclusion of people of colour in the research process – not only as participants but as administrators and facilitators’ Galloway said.

“We must continue to look at how we recruit researchers and healthcare professionals to ensure we are finding the best candidates from diverse populations.”

Collect data on ethnicity “We need to make sure all clinical trials are collecting data on ethnicity”, said ScaddingHunt. “In a review of 230 oncology clinical trials taking place between 2008–2018, only 145 included any information about the participant’s race. Of those that did, approximately 76% of the participants were white, 18% Black, 3% Asian, and 6% Hispanic.

“Without that data we cannot see progress or whether a treatment works for everyone.

“Between 2008 and 2013 around one in five newly approved drugs demonstrated differences in treatment response across ethnic groups. In some cases, this led to doctors prescribing drugs differently according to ethnicity.” healthcareglobal.com

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Use a wider range of sites for clinical trials Finally, making clinical trials accessible to all sites, of all sizes, is vital. Large academic institutions will always have a place, but smaller sites are going to be crucial.

“Certain communities are extremely close-knit,” says LaQuinta Jernigan, mdgroup Executive Vice President for The Americas. “They tend to stay within the

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same areas, go to the same physicians, and get their information from the same places – perhaps a church, or community centre.

These aren’t organisations that the clinical research industry speaks to. We have to build awareness on a community level with community hospitals with community sites to increase participation from both patients and healthy volunteers.”

“This might create more work and take training, as most of these sites have probably never participated in a clinical trial, but it will be worth it”, continues Scadding-Hunt.

“This is also an area where technological advancements can help by facilitating a collaborative approach to research.

“Sites across multiple locations – both large and small – can work together to

“ We must also make sure advancements are rolled out equitably and consider how to reach communities where digital infrastructure is lacking” TARQUIN SCADDING-HUNT CEO, MDGROUP

form networks of labs or imaging centres, from which data can be gathered and sent digitally, information reviewed remotely by healthcare practitioners, and results delivered electronically.

“These types of collaborative networks mean the burden of patient care does not fall to one central site or team.”

Final thoughts “When clinical trials are inclusive of a wide variety of races, genders, ages, incomes, abilities and locations, findings are more representative of the true patient population and lead to better clinical outcomes”, says Scadding-Hunt. “Diverse recruitment benefits not just individual patients, but scientific progress.

“More effective treatments have the potential to reduce the long-term burden on overstretched healthcare systems. The challenge ahead can feel overwhelming, but by working together as an industry and taking seemingly small steps we can make big progress.” healthcareglobal.com

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ESG GOALS TO BUILD A MORE SUSTAINABLE FUTURE WRITTEN BY: LEILA HAWKINS PRODUCED BY: GLEN WHITE

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CARDINAL HEALTH

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CARDINAL HEALTH

Michael Bellantis, Director for ESG and Sustainability at Cardinal Health, tells us about the organisation's commitment to reducing its emissions by 50% by the year 2030

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very day, I have the opportunity to work in an organisation that truly prioritises the health and well-being of its people and the environment. It’s incredibly rewarding," Michael Bellantis says when asked about his role as the Director of Environmental, Social and Corporate Governance (ESG) and Sustainability at Cardinal Health.

The company's mission is "to be healthcare's most trusted partner, by building upon our scale, our heritage, distribution products and solutions, while driving growth in evolving areas of healthcare, through customer insight, data and analytics, and focusing our resources on what matters most."

Headquartered in Dublin, Ohio, located in the United States’ Midwest, the company was first established as a grocery wholesaler in 1971. After more than 10 years of growth in food distribution, the company pivoted to pharmaceutical distribution in the early 1980s. Today Cardinal Health is not only a distributor of pharmaceuticals, but also a global manufacturer and distributor of medical and laboratory products and a provider of performance and data solutions for healthcare facilities.

"Cardinal Health plays a key role in the very complex healthcare industry,” Bellantis says. The healthcare sector is energy-

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Michael Bellantis, Director for ESG and Sustainability at Cardinal Health

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intensive and accounts for 4.4% of the world's greenhouse gas emissions, according to the nonprofit organisation Health Care Without Harm. To address environmental issues, Cardinal Health has established a set of sustainability guiding principles with four key pillars, Bellantis explains. "The first pillar is pollution prevention, focusing on minimising waste generated throughout our operations and maintaining high rates of reuse and recycling.

"The second is energy optimisation, to reduce impact on the environment, minimise our greenhouse gas emissions, and give preference to renewable energy sources. The third pillar is around designing projects or products to reduce consumption of natural resources. And the fourth is our employee and public outreach, to promote environmental awareness and engagement among employees, the public and our customers.

"ESG, specifically around climate action, is the right thing to do," Bellantis adds. "As a global company, we know that the long-term health of our communities, colleagues, customers and

“ I HAVE THE OPPORTUNITY TO WORK IN AN ORGANISATION THAT TRULY PRIORITISES THE HEALTH AND WELLBEING OF ITS PEOPLE AND THE ENVIRONMENT. IT’S INCREDIBLY REWARDING” MICHAEL BELLANTIS

DIRECTOR, ESG AND SUSTAINABILITY, CARDINAL HEALTH

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MICHAEL BELLANTIS TITLE: DIRECTOR, ESG AND SUSTAINABILITY INDUSTRY: HEALTHCARE LOCATION: USA

EXECUTIVE BIO

Michael Bellantis is Director, ESG and Sustainability at Cardinal Health with oversight for the company’s Environmental Sustainability, Energy Procurement, and Product Stewardship initiatives and furthering the organisation’s ESG strategy. Prior to joining Cardinal Health in 2018, Bellantis served in Environmental, Health, and Safety leadership roles at organizations within the Chemical and Steel industries.

Bellantis received a Master of Business Administration from Franklin University and a bachelor’s degree in Environmental Policy and Management from The Ohio State University.

CARDINAL HEALTH

ESG goals to build a more sustainable future

“ THESE TYPES OF OPPORTUNITIES DRIVE INNOVATION… [AND] IT’S EXCITING THAT THESE CONVERSATIONS ARE TAKING PLACE IN THE AREA OF SUSTAINABILITY” MICHAEL BELLANTIS

DIRECTOR, ESG AND SUSTAINABILITY, CARDINAL HEALTH

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partners depends on a commitment to environmental sustainability.

“We've established several ESG-related goals including a commitment to reducing enterprise Scope 1 and Scope 2 greenhouse gas emissions by 50% by the fiscal year 2030, using fiscal year 2019 as the baseline.

"We've established these goals with the intention of alignment with science-based targets to help mitigate the impacts of climate change," he says.

The reduction applies to scope 1, or direct greenhouse emissions, from the fuel burned in facilities and the vehicles the company owns or operates, and scope 2 emissions, from the consumption of electricity, heat and cooling that the company purchases. "My objective is to steer the organisation in a manner

that we can achieve these goals, while simultaneously continuing to grow, innovate and meet commitments to stakeholders as a business," Bellantis explains.

"It's about working together and establishing those trusted relationships in a multi-tiered organisation, which allows us to drive performance. Building working relationships and establishing trust with stakeholders enables everyone to meet around the table and march in the same direction towards these goals."

To monitor its greenhouse gas emissions, Cardinal Health uses a software solution and system that “enables us to track trends and look at areas where we can improve," Bellantis says.

Bellantis says that a significant challenge - across all industries - is tackling scope 3

emissions. These indirect emissions occur in a company’s value chain and include such things as greenhouse gas emissions from the suppliers and vendors that deliver raw materials, external manufacturing facilities, and last-mile partners who drive products to healthcare providers. These are more difficult to measure than Scope 1 and 2 emissions, Bellantis explains, but they represent an important impact on the environment. "Our opportunity is to screen these scope 3 emissions in a way that allows us to track and reduce them."

Bellantis is optimistic, he says. "These types of opportunities drive innovation, and Cardinal Health has demonstrated that it's a very innovative company, able to tackle complex issues. It’s exciting that these conversations are taking place in the area healthcareglobal.com

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“ WE'VE ESTABLISHED THESE GOALS WITH THE INTENTION OF ALIGNMENT WITH SCIENCE-BASED TARGETS TO HELP MITIGATE THE IMPACTS OF CLIMATE CHANGE” MICHAEL BELLANTIS

DIRECTOR, ESG AND SUSTAINABILITY, CARDINAL HEALTH

of sustainability. Ultimately, reducing our environmental impact makes our operations both more resilient and more efficient."

Cardinal Health has several other important environmental projects underway, including its Total Waste Management Initiative, an enterprise-focused solution focused on the elimination, as well as the reduction and/or reuse of waste and waste by-products.

Locally to its headquarters in Central Ohio, Cardinal Health recently executed a power purchase agreement (PPA) in partnership through Smart Columbus Energy, an initiative of Smart Columbus, a public-private partnership that leads the city’s efforts to transition to clean energy. The PPA will enable the company to source 100% renewable energy from next year onwards for Cardinal Health’s headquarters and for its premier central-Ohio distribution centres. "This will be Ohio-based, renewable energy. It's a terrific opportunity for us to support the development of renewable energies in the community many of our employees call home."

The company also further works with Smart Columbus in its dedicated innovation efforts in piloting certain technology, transport, and environmental developments.

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“ IT'S REALLY AN EXCITING TIME AT CARDINAL HEALTH… OUR ESG PRIORITIES ARE MORE IMPORTANT THAN EVER” MICHAEL BELLANTIS

DIRECTOR, ESG AND SUSTAINABILITY, CARDINAL HEALTH

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It was this organisation that facilitated the PPA deal, thanks to its knowledge of local utility firms.

In addition to its sustainability goals, Cardinal Health is similarly focused on the social and governance aspects of ESG; notably, in building a diverse, equitable and inclusive workforce with goals to increase leadership representation of women and racial and ethnic populations among its workforce by 2030.

To integrate all of its corporate citizenship initiatives throughout the company, Cardinal Health’s ESG Steering Committee, chaired by the EVP and Chief Corporate Affairs Officer, is tasked with: coordinating and prioritising recommendations and requests about ESG issues; making recommendations to management on ESG projects and investments, with a focus on business benefit, cost-effectiveness and sustainability; assessing recommendations and requests for ESG information or initiatives from stakeholders and interest groups; and developing consistent internal and external communications about ESG matters.

"It's really an exciting time at Cardinal Health," Bellantis says. "Our ESG priorities are more important than ever.

We’re pleased to be making a positive difference and very much looking forward to continuing the work.”

You can learn more about all of the company’s corporate citizenship efforts in its latest Corporate Citizenship Report.

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TOP 10

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TOP 10

HEALTHCARE INVENTIONS Healthcare inventions advanced over the 20th century and the 2020s are a more comfortable place with them around.

Here are our Top 10 healthcare inventions.

WRITTEN BY: HELEN ADAMS

T

he Coronavirus pandemic is expected to inspire young people and create a generation of aspiring doctors, paramedics and epidemiologists, ready to provide care, with the desire to accurately diagnose diseases and prepare the planet for the next pandemic.

Here’s our Top 10 healthcare inventions medical professionals from the past invented to make life more comfortable – or longer – for the rest of us.

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10 Soap

The soap industry was not harmed during the pandemic – keeping hands clean, soft and smelling sweet against the harshness of antibacterial liquid.

The ancient Sumerians of Mesopotamia (modern day Iraq) used a mix of ashes and water as soap in 3000 BC.

09

Anna Coleman Ladd’s masks The American sculptor used groundbreaking plastic surgery techniques to create facial masks for men whose faces had been scarred in the First World War. She made casts and then crafted attachments of the damaged part of the face using painted copper and human hair, with the attachments affixed by glasses, allowing the soldiers to reintegrate with society.

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TOP 10

08 Imodium

Dr. Janssen launched Imodium in 1973, to help those suffering from diarrhoea. The over the counter treatment is familiar with globetrotters, but tragically, it is not available to everyone.

Diarrhoea is the second biggest killer of children under the age of five – and clean water is the cure.

07 X-ray

In 1895, German physicist Wilhelm Conrad Röntgen accidentally discovered the X-ray. After more research and development, Röntgen discovered that the X-rays could probe flesh, but not bones.

The X-ray created a window into the human body which used bones as a map, to help healthcare professionals discover what is going on inside. healthcareglobal.com

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DISCOVER WHO MADE THE CUT. Top 100 Companies in Procurement Read Now

A BizClik Media Group Brand

Creating Digital Communities

TOP 10

05 Tampons

06

In 1931, the tampon was ‘alternative medicine’, but inventor Earle Haas was adamant that it would sell. Tampax founder Gertrude Tendrich saw its potential and helped women live more comfortably during their periods – from enjoying exercise more freely and having more confidence, its availability supported women as more ladies entered the workforce.

Defibrillator A defibrillator provides electric shocks to the heart of a patient experiencing cardiac arrest – when the heart ceases to function.

In 1930, Electrical Engineer William Kouwenhoven manufactured the external defibrillator. Then in 1947, cardiac surgeon Claude Beck first successfully used the debrillabulator in heart surgery. healthcareglobal.com

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04

Blood transfusion In 1818, British obstetrician James Blundell first performed a human blood transfusion, but the essential blood groups were not discovered until 1901, by Karl Landsteiner.

In the 1940s, the general public was first invited to donate their blood to help complete strangers in a medical emergency.

03 Condoms

Prior to the invention of modern condoms – linen, animal intestines and paper were used to prevent pregnancy and the transfer of sexually transmitted diseases. They failed – but the latex condoms used today (with 30bn sold annually) are helping to reduce HIV rates, decrease unplanned pregnancies and keep lovers safe and comfortable.

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02

TOP 10

Organ donation

On the back of the science behind blood transfusions, organ donation was pioneered in 1954,

by Dr Joseph E Murray.

Richard Herrick was dying and his brother Ronald agreed to a trailblazing operation to donate his kidney. The first successful organ transplant gave Richard eight more years of life.

Murray received a Nobel Prize "for discoveries concerning organ and cell transplantation in the treatment of human disease."

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TOP 10

The Origin of Vaccines

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February 2022

TOP 10

Vaccines Like the X-ray, the vaccine was discovered by chance. Doctor Edward Jenner invited his gardener’s son, James, for the first vaccine experiment: Jenner scratched the boy’s arm and applied a sample of cowpox, from another cowpox patient, onto the scratches. James became ill for a few days and recovered. Jenner then tested smallpox against the boy and James did not develop the disease. Jenner had created the first vaccine.

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Healthcare

Health knows no bounds Philips connects data, technology and people – seamlessly.

Every day, healthcare moves forward. And it appears nothing can stop the progress of human health. Yet even the most advanced healthcare networks can be more integrated. Systems need to be able to talk to each other. Data needs to be available when and where decisions need to be made. At Philips, we help create seamless solutions that connect people, technology and data across the care continuum.

From first-time-right diagnosis to hospitals that go where the patient goes, we’re breaking the boundaries standing in the way of progress. There’s no limit to what we can do together. Because today health knows no bounds, and neither should healthcare.

See how Philips is removing the bounds of care at: www.philips.com/nobounds There’s always a way to make life better.