Healthcare Global magazine - December 2015

EDITOR’S COMMENT

W I T H T H E E N D O F 2015 coming upon us, it’s

time to take a look back at the year that was.

The great Chinese philosopher Confucius once said, “There are three methods to gaining wisdom.

The first is reflection, which is the highest. The second is limitation, which is the easiest. The third is experience, which is the bitterest.”

I love this quote because it highlights the importance of reflection. Without looking back at where you were, it’s impossible to truly understand where you are. It’s all about the journey!

Remember the panic expressed around the world when the Ebola outbreak was headline news earlier this year? While it may not be front-page news of every media outlet today in December, we can’t just move on and forget it never happened. Thousands of people are still struggling in its aftermath.

Although the nation has been Ebola-free since September, communities in Liberia are planting trees as a way to honor over 4,800 people who recently died from the epidemic. The remains of Ebola victims are still very contagious, forcing some corpses to be placed in unmarked graves.

So in this final edition of Healthcare Global for 2015, we’ll take a look back at the success strategies from some of the industry’s top companies, examine the best of the best from our top-10 lists throughout the past 12 months, and reflect on the top stories we featured from this year.

So sit back, relax and enjoy this issue as you celebrate the New Year!

Eric Harding Healthcare Global Editor eric.harding@businessreviewaustralia.com

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CONTENTS

A YEAR IN REVIEW The top healthcare stories, trends and themes from the past year

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LEADERSHIP The Best Company Reports from 2015

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24

TOP 10 Successful trends from the top healthcare companies this year 4

December 2015

36

64

Hutt Valley DHB

Hospital Alem達o Oswaldo Cruz

Company Profiles AUSTRALIA 36 Hutt Valley DHB

BRAZIL

50

50 BASF 64 Hospital Alem達o Oswaldo Cruz BASF

76 Kley Hertz

98 76 ABIMED

88 Hospital S達o Rafael Kley Hertz

Hospital S達o Rafael

88

98 ABIMED: The Brazilian Association for the High Technology Healthcare Products Industry

LATIN AMERICA 106 Stryker LATAM

HEALTHCARE 118 Zulekha Hospital

A YEAR IN REVIEW

2015: A Year in

The top healthcare stories, trends and theme Writ ten by: Eric Harding

AS we count down the days until 2016, let’s take a look back at some of the biggest stories and trends from the healthcare industry in 2015.

Review

es from the past year

Ebola outbreak In late 2014, the CDC confirmed the first laboratory-confirmed case of Ebola to be diagnosed in the U.S. in a man who traveled to Dallas from Liberia. Although the man didn’t show symptoms when leaving Liberia, he developed them approximately four days after arriving back in the U.S. After receiving medical care at Texas Presbyterian Hospital of Dallas soon after developing symptoms of Ebola, the medical facility isolated the patient and sent specimens to the CDC and a Texas laboratory for testing. Soon after, local public health officials identified all close contacts of the index patient for daily monitoring for 21 days following the exposure.

The patient then passed away on Oct. 8, 2014, while all those who were in contact with the patient completed the 21-day monitoring period by Nov. 7.

In March 2015, four Americans who may have been exposed to the deadly Ebola virus in West 7

A YEAR IN REVIEW

In March 2015, four Americans who may have been exposed to the deadly Ebola virus in West Africa arrived back in the U.S. and were observed at the University of Nebraska Medical Center Africa arrived back in the U.S. and were observed at the University of Nebraska Medical Center.

The individuals arrived and were being housed on the University of Nebraska Medical Center campus in Omaha, according to Reuters, where medical personnel monitored them for 21 days for any Ebola symptoms A U.S. healthcare worker who tested positive for Ebola while in Sierra Leone arrived at the National Institutes of Health in Maryland in serious condition, the NIH said.

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The people under observation in Nebraska were among at least 10 Americans flown to the United States by non-commercial air transport whom may have been exposed to the unidentified Ebola patient in Sierra Leone or had a similar exposure to the virus as the patient.

While the virus has killed thousands of people in Sierra Leone, Liberia and Guinea, only a handful of cases have been seen in the United States, Spain and Britain — almost all contracted in West Africa.

2015 A YEAR IN REVIEW

More than 11,000 people have died of Ebola since the world’s worst outbreak of the disease, including 815 health workers, and health care systems in West Africa struggled to recover from the impact.

According to the World Health Organization (WHO), health systems that collapsed must be rebuilt urgently to provide basic services and confront other diseases.

Recovery plans in Guinea, Liberia and Sierra Leone cost around US$2.3 billion.

“If we want to ensure that this crisis doesn’t happen again, we need all together to come up with this money,” Dr. Ruediger Krech said at a news briefing. “We must reverse the trend in global health where we wait for the fire to flare up, run to put it out but then forget to fireproof the building.”

A senior official from the organization stated that donors need confidence in good governance to provide more funds.

“Some of these countries have problems with their governance, problems in terms of where money flows, so a lot of monies flow elsewhere. This needs to be addressed so that the international

‘If we want to ensure that this crisis doesn’t happen again, we need all together to come up with this money. We must reverse the trend in global health where we wait for the fire to flare up, run to put it out but then forget to fireproof the building’ – Dr. Ruediger Krech community also has trust and builds up trust that monies they are giving to those countries will be well spent,” said Krech.

“The devastating numbers of nurses who have lost their lives shows there is clearly an essential need for significant strengthening of safety policies and the provision of adequate protective equipment and appropriate training,” David Benton, the head of the International Council of Nurses, said in a statement.

Although Liberia was declared Ebola-free in May 2015, Guinea and 9

A YEAR IN REVIEW Sierra Leone reported 35 new Ebola cases around the same time.

Social Media in healthcare The social media industry has vastly been expanding during recent years.

Facebook, which began with five million users in 2005, today has more than 845 million participants and that trend doesn’t seem to show signs of slowing down.

While retail and hospitality industries quickly saw the potential in sharing, liking and following, the healthcare sector was one that was slow to adapt.

However, that is slowly changing.

According to a survey by PwC’s Health Research Institute (HRI), hospitals, insurers and pharma manufacturers can benefit greatly from jumping onto the social media bandwagon. HRI found that one-third of consumers are using social media for healthrelated matters. That’s 1,060 adults in the U.S. alone that can be reached.

The virtual aspect of social media enhances communications by creating an open, often anonymous space for engaging and exchanging information.

“People like to access and connect with other people’s stories, even if they’re unwilling to share 10

December 2015

More than 11,000 people have died o 815 health workers, and health care s their own,” said Ellen Beckjord, assistant professor at the University of Pittsburgh Medical Center.

But which platforms are the most instrumental to use during this shift in health care? According to HRI, they are Facebook, Youtube and Twitter.

A full nine days before Ebola was even recognized by the World Health Organizations as an epidemic there was something else. HealthMap, a software that mines government websites, social networks and local news reports,

2015 A YEAR IN REVIEW

‘People like to access and connect with other people’s stories, even if they’re unwilling to share their own’ – Ellen Beckjord, assistant professor at the University of Pittsburgh Medical Center.

of Ebola since the world’s worst outbreak of the disease, including systems in West Africa struggled to recover from the impact identified a “mystery hemorrhagic fever” that was going around.

This raised the question: What potential do the vast amounts of data shared through social media hold in identifying outbreaks and controlling the disease?

A San Diego State University professor recently authored a study that shows the connection between predicting potential outbreaks (specifically pertussis and influenza) and social media and data from mobile phones.

Given the popularity of social media, infectious disease surveillance systems that use data-sharing technologies to accurately track social media data could potentially inform early warning systems and outbreak response, and facilitate communication between healthcare providers and local, national and international health authorities.

There are four main reasons why your medical practice should leverage social media using sites such as Twitter, and Facebook, which can 11

A YEAR IN REVIEW be a big benefit to your practice.

1. Cost-effective communication with patients 2. Share accurate medical data 3. Network with other health care professionals 4. Good publicity for your medical practice Being on social media is especially useful when it comes to building an online presence. Social media also helps medical practices gain referrals. Patients are most likely to choose a practice that they have seen good reviews of and that they have been able to research through search engines. If you have a strong and positive social media presence, you help your practice to stand out from the rest.

Emergence of telemedicine Telemedicine is one of the biggest digital health trends we’ve seen in 2015.

While a several reasons for this, these are the four most prominent: 1. Faster internet connections and

Health Research Institute (HRI), hospitals, insurers and pharma manufacturers can benefit greatly from jumping onto the social media bandwagon 12

December 2015

2015 A YEAR IN REVIEW

better software will provide a better video chat experience than before.

2. With mobile devices, patients can consult a doctor from anywhere 3. The adoption of electronic health records makes it easier for doctors to access patient records 4. Patients are comfortable with asynchronous messaging, which can be more time-efficient for doctors From the provider’s perspective, telemedicine has the potential to save money and make better use of time.

And from a patient’s perspective, telemedicine means shorter wait times and ease of access.

While the youth would seem most likely to use technology for health care, telemedicine could also have a major impact on the older generation as they are more likely to have difficulty traveling to see a doctor in person.

In the last few years, more and more patients have increasingly looked to retail pharmacies in their neighborhoods for routine health care services because it’s more convenient than visiting their doctor.

The logical next step is that they won’t have to leave their homes at all. This is where telemedicine comes in.

Thanks to startups like Doctors

on Demand, Medicast and Twine Health, consumers are already being allowed direct access to doctors through their smartphones. In the future, providers may partner with platforms such as these to connect their doctors with patients.

Telemedicine has the capability to not only become an investment opportunity, but a trend that can improve the doctorpatient relationship as well.

The promise of telemedicine has been heard before, but it looks as though this year that promise is set to be realized. Consumers are excited to receive the service and providers finally have both the financial incentive and technological capability to make it a reality.

3D Printing becomes the latest craze The world is being taken over by 3D printing. A major global provider of 3D printed orthopedic implants, U.S.-based company 4WEB Medical, has teamed up with its Australian partner LifeHealthcare to perform its first Aussie patient specific implant surgery last month in the Queensland city of Brisbane.

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A YEAR IN REVIEW

Telemedicine is one of the biggest digital health trends we’ve seen in 2015 14

December 2015

2015 A YEAR IN REVIEW

‘The ability to customize the truss implant to match the unique anatomy of an individual patient is a significant advancement in orthopedics’ – Matt Muscio, COO of LifeHealthcare Structural engineering has been used on the construction of buildings, roads and bridges for hundreds of years. Now, 4WEB is utilizing these concepts such as truss design to create innovative patient-specific implants.

“The ability to customize the truss implant to match the unique anatomy of an individual patient is a significant advancement in orthopedics,” said Matt Muscio, COO of LifeHealthcare.

“Current porous metal technologies rely on bone attachment, which has shown some drawbacks over time.

“The open architecture truss implant technology provides robust scaffolding for structural support while allowing for osseous incorporation.”

The largest offering of 3D-printed osteotomy implants on the market, the Osteotomy Truss System is a comprehensive solution for a surgeon’s osteotomy needs.

The system also brings an FDAapproved solution closer to

a design that is designed for specific needs of the patient.

The 4WEB spine truss systems are different than other fusion implants on the market mostly due to the structural mechanics of the implants are designed to distribute loads across the entire endplate and throughout the entire device.

These implants could reduce stress risers and subsidence-related complications, and eventually stimulate a cellular response through a mechanical transduction of strain.

The design and fabrication process includes surgeon participation in a meeting with 4WEB engineers to confer the patient’s current condition and suggested surgical plan. The surgeon is then able to plan bone incisions using 3D software reconstructions of the patient’s anatomy received from a CT scan.

At this rate, the possibilities appear endless.

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Top Company Report Themes from 2015 Successful trends from the top healthcare companies this year Written by: Eric Harding

LEADERSHIP AS WE GET set to ring in the new year, let’s take a look back at the strategies implemented by some of the world’s most successful healthcare companies in 2015.

Marken leads supply chain logistics through the right combination of employees To remain a world leader in supply chain logistics for 35 years, it takes determination, experience, the right team, and continuous innovation — all of which Marken has plenty of.

Through integrating depot and logistics services into solutions that extend the reach of clinical trials to even the most remote regions of the world, Marken has bridged the distance between the patient and essential resources of life science companies.

Being in the business of operating facilities and companies for over 35 years, Marken CEO Wes Wheeler knows more than just a thing or two about successfully running an organization. With GlaxoSmithKline and Exxon Mobile on his impressive resume, Wheeler was initially attracted to join Marken because of its positive reputation, global 17

LEADERSHIP

Marken has bridged the distance between the patient and essential resources of life science companies positioning and efforts for expansion.

With over 50,000 temperaturecontrolled shipments each month, and a staff of 600+ individuals across the globe, how does one company answer the needs of a global population while consistently advancing in a hyper-competitive market?

Step 1: Pursue innovation Step 2: Operate with excellence Step 3: Continue to Surpass and Improve Step 4: Plan for future growth As the supply chain industry continues to evolve — becoming 18

December 2015

more direct-to-patient — Marken will be there to set the standards of excellence. With 10 established depots worldwide and plans to expand portfolio services, is there really anything this company can’t do?

Kaleida Health invests in improved healthcare With a mission to advance the health of the community, Kaleida Health’s compassionate healthcare professionals are committed to providing the best possible outcomes and experience for

T O P C O M PA N Y R E P O R T T H E M E S F R O M 2 0 1 5

more than one million sick or injured patients each year.

As the largest healthcare provider in Western New York, Kaleida Health serves the area’s eight counties through its hospitals, two long-term care facilities, over 80 outpatient clinics and home health care through the Visiting Nursing Association of Western New York, Inc. For over 120 years, Women & Children’s Hospital of Buffalo has been the regional center for comprehensive, specialized pediatric and women’s health services.

In an effort to streamline patient care, expand services and treat more patients in an ambulatory setting, Kaleida Health embarked on the journey of building the new John R. Oishei Children’s Hospital on the Buffalo Niagara Medical Campus.

The John R. Oishei Children’s Hospital will attract the best and the brightest doctors, will support a growing community and will be a beacon of hope for women and children in Western New York and beyond.

“We want this to say, ‘Bring your children here; we can take care of them,’” said Director of Construction Management Mickey Mariacher. “This hospital will benefit hundreds of thousands of people for many years to come.”

Kaleida Health has begun building the new John R. Oishei Children’s Hospital on the Buffalo Niagara Medical Campus

“This hospital will benefit hundreds of thousands of people for many years to come” – Director of Construction Management Mickey Mariacher on the John R. Oishei Children’s Hospital 19

MARKETING Teva Pharmaceuticals Mexico attempts to revolutionize the generic drug sector Since 2004, the merging of SICOR and Teva brought together two top-level generic drug producers, combining Teva’s success at marketing oral ingested products with Sicor’s leadership in injections.

Also, the synergy between SICOR’s pharmaceuticals and biogeneric drug production increased the line of offered products for the company.

After the acquisition of the IVAX Corporation, which conducts research, development, production and marketing for branded generics and veterinary products in the U.S. and abroad, the company brought along its strong presence in Latin America, Central and Eastern Europe, as well as other business endeavors in North America and the rest of Europe.

In 2011, Teva bought Theramex, an European company run by Merck KGaA specialized in women’s health, which broadened Teva’s reach into gynecological products available in more than 50 countries.

Innovation and striving for improvement in the generic drugs field is now part of Teva’s DNA. 20

December 2015

During the last few years, Teva launched new treatments for diseases such as Parkinson’s and multiplesclerosis; and the optimization of a formula for the treatment of osteoporosis is its current goal. One of the company’s most important concerns is product quality.

Also, TP Mexico offers treatment and therapy for most common diseases, as its generics catalogue includes more than 220 entries in 185 assorted pharmaceuticals presented in different formulations.

Generic drugs produced at Teva’s two facilities in Mexico along with their commercialization brought more than $100 million in revenue. Starting in 2015, the company began seeking a 10 percent yearly growth, mainly from new product manufacturing in their Lerma plant, near Toluca, capital of the State of Mexico.

Philips Cono Sur spreads the home team advantage along the continent Philips Healthcare’s Latin American operation couldn’t count on a better headquarters site than Argentina. The company set foot in these shores in 1935 and quickly became a fix among

Philips Cono Sur is the first to bring latest-technology medical devices into public and private hospitals and medical centers in Latin America top 10 top of mind surveys regarding brand awareness, a feat rarely achieved outside of the Netherlands.

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

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

degenerative diseases and sleep disorders such as asthma, diabetes and apnea — among others — are being treated by easy-to-use monitoring devices with still-tobe-developed remote systems for diagnosis and consultancy.

Philips’ global philosophy of contributing to well-being and a healthier lifestyle is reinforced by a global phenomenon: people becoming older and retiring in the short-tomedium term will out-number the 21

LEADERSHIP

A.H. Beard has been Australia and New Zealand’s premier manufacturer of quality mattresses and bedding since 1899 population who is currently in a productive stage of their lives, and therefore financially supporting public healthcare systems.

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

The company’s efforts and development of new, more advanced devices and techniques are focused in avoiding surgery rooms, traumatic 22

December 2015

experiences and long hospital stays.

It also uses technology to recur to for an outpatient procedure through needles and catheters to unclog any artery and have the patient in and out of the hospital in less than 24 hours.

This strategy is supported by the company’s “hospital to home” policy, by manufacturing easy to use devices for home monitoring A.H. Beard experiences success through longevity A fourth generation family business

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“It’s about longevity. When you deal with somebody for a long period of time, you get to understand what they look for in a product and what pushes their buttons” – A.H. Beard Director Allyn Beard since it was established back in 1899, A.H. Beard has been Australia and New Zealand’s premier manufacturer of quality mattresses and bedding ever since.

The active involvement of the Beard family with its retail customers facilitates great communication, and because of that, it’s better equipped to understand the needs of the consumer.

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

“It’s about longevity,” said A.H. Beard Director Allyn Beard. “When you deal with somebody for a long period of time, you get to understand what they look for in a product and what pushes their buttons.

“Every retail customer is different, so we are able to customize our offering to maximize our relationship

with each retail customer. We become more meaningful to them than the other guys, who are selling the same product in every shop in town.”

Nearly just as important as a relationship with their customers is the rapport built up with their suppliers. This strong relationship has helped A.H. Beard stay a step ahead in innovation.

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

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

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TOP 10

Trends

Successful trends from the top

Written by: ERIC HARDING

for 2015

healthcare companies this year

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TOP 10

10

Top drug guaranteed to save lives Keytruda by Merck

Merck received FDA approval for its immune-oncology drug Keytruda (pembrolizumab). The drug costs about US$12,500 per month for treatment, and targets advanced melanoma that accounts for most of the deaths from skin cancer cases. Keytruda also has potential in other cancers with studies underway in lung and kidney cancer.

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December 2015

TRENDS FOR 2015

09

Most innovative healthcare startup BioBots

Using blue light technology, high resolution printing and dozens of biomaterials, BioBots is the future of regenerative medicine. The high-res, 3D bioprinter recreate the 3D structure of a tissue using a fabrication technique. The startup is committed to building a low cost bioprinter that is accessible to a large number of scientists, physicians and biologists to achieve the recreation of an artificial organ.

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TOP 10

08

Most efficient piece of hospital technology Electronic Health Records

Electronic health records, otherwise known as EHRs, have become more and more prominent in the healthcare industry during recent years, especially as the industry places a bigger emphasis on preventative care and population health. Hospitals that have simple, easy-to-use EHR systems are much more successful in their physician recruitment efforts. “[EHRs are] a platform for communication,” said Dr. Linda Efferen, chief medical officer at South Nassau Communities Hospital in Oceanside, N.Y. “As a patient moves from one location in the healthcare continuum to another, we have another way to track patient information across the continuum of care.”

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December 2015

TRENDS FOR 2015

07

Top tip to improve patient satisfaction Benchmark outside healthcare

One of the biggest obstacles to improving the patient experience is the industry’s insular nature. In other words, healthcare providers and institutions compare themselves to each other — to the hospital in the next town, the surgeon in the next O.R. — and benchmark their customer service accordingly. So, it’s time to benchmark healthcare customer service against the best in service-intensive industries, because that’s what your patients and their loved ones will do. Every patient’s interaction with healthcare is judged based on expectations set by the best players in hospitality industry, the financial services industry, and other areas where expert players have made a science of customer service.

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TOP 10

06

Top emerging trend in alternative medicine medicinal marijuana

In a 2001 review published in American Journal of Hospice & Palliative Care, the authors reviewed the existing literature. They found that various symptoms caused by ALS have the potential to be alleviated by the use of cannabis. There is also mounting evidence that cannabis can actually help fight various types of cancer as well as treat a myriad of other conditions like narcolepsy and eating disorders.

While not every strain of cannabis has the same effect, more and more patients are seeing success in cancer reduction in a short period of time by using cannabis.

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December 2015

TRENDS FOR 2015

05

Top ancient medical practices still being used Aspirin

Acetylsalicyclic acid may be one of the world’s oldest medicines, being first referenced on a Sumerian stone tablet from 2000 B.C. Found in the bark of willow, myrtle and poplar trees, aspirin appears in pre-scientific medicine in cultures all around the world as an analgesic and anti-inflammatory, and was first shaped into purified pill form by German mega-pharmacist Bayer.

The first tablet form of aspirin appeared in 1900, creating an ease of use that quickly expanded the drug’s recognition among professionals. Medical reports highlighted the significant use of salicylic compounds, coupled with the fact that this new drug was considerably safer and comparably less toxic.

In 1915, aspirin became available to the public without a prescription, making it arguably the first modern, synthetic, over-the-counter, mass-market medicine and a household name around the world.

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TOP 10

04

World’s largest pharmaceutical company Novartis (US$247.36 billion)

Novartis is a global healthcare company based in Switzerland that provides solutions to address the evolving needs of patients worldwide. Created in 1996 through a merger of Ciba-Geigy and Sandoz, Novartis and its predecessor companies trace roots back more than 250 years, with a rich history of developing innovative products. From beginnings in the production of synthetic fabric dyes, the companies that eventually became Novartis branched out into producing chemicals and ultimately pharmaceuticals.

The company’s global pharmaceuticals portfolio includes more than 50 key marketed products, many of which are innovative leaders in their therapeutic areas. In 2014 alone, Novartis received a total of 13 approvals in the United States, Europe and Japan. More than 119,000 people of 150 nationalities work at Novartis, all driving the mission of caring and curing forward.

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TRENDS FOR 2015

03

Most expensive medical procedure Intestine transplant ($1,206,000)

Although it is possible for a living donor to donate an intestine segment, most intestine transplants involve a whole organ from a deceased donor.

In addition, most intestine transplants are performed in conjunction with a liver transplant. Involving both the largest and the longest organ within the body, an intestinal transplant is again another last resort procedure that is only performed on patients with life threatening conditions, leaving no other option. A complex procedure that requires a highly skilled transplant team, the entire surgery can last anywhere from four to twelve hours.

In some cases patients will receive both liver and intestine transplants concurrently, making this medical procedure the most shocking, complex, time consuming and expensive medical procedure in the United States.w

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TOP 10

02

Most funded startup Intarcia Therapeutics (US$906 million)

Intarcia Therapeutics, Inc. develops treatments to optimize therapeutic benefits and reduce adverse effects for chronic and life-threatening diseases.

The company also focuses on evaluating a series of human peptides for the treatment of obesity through its technology platform.

Intarcia’s lead product candidate, ITCA 650 (continuous subcutaneous delivery of exenatide), is currently in phase 3 development for the treatment of type 2 diabetes. Three phase 3 studies have been successfully completed, and one is ongoing.

Intarcia expects to file for regulatory approval of ITCA 650 in the U.S. in 2016.

Intarcia Therapeutics has a strategic partnership with Quintiles, Inc. and Servier. The company was formerly known as BioMedicines, Inc. and changed its name to Intarcia Therapeutics, Inc. in September 2004. The company was incorporated in 1995 and is headquartered in Boston, Massachusetts.

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December 2015

TRENDS FOR 2015

01

Top woman in healthcare TOP 10 role Dr. Elizabeth Nabel

Elizabeth Nabel, MD, has served as president of Harvard-affiliated Brigham and Women’s Health Care (BWHC) since 2010. A cardiologist and distinguished biomedical researcher, Nabel is professor of medicine at Harvard Medical School.

Building on her lifelong commitment to improving health through science, in 2015 Nabel was appointed chief health and medical advisor to the National Football League. In this newly created advisory role, Nabel provides strategic input to the NFL’s medical, health and scientific efforts; participates as an ex-officio member on each of the NFL’s medical advisory committees; and identifies areas for the NFL to enhance player safety, care and treatment.

A native of St. Paul, Minnesota, Nabel attended Weill Cornell Medical College and completed her internal medicine and cardiology training at Brigham and Women’s Hospital.

Dr. Elizabeth Nabel, President of Brigham and Women’s Hospital (BWH), discusses BWH’s international mission, including the globalization of research collaboration, residency training, and patient care.

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Hutt Valley District Health Board (DHB) New heights in medical technology Executive Director Russell Simpson discusses new innovations and expansions for Hutt Valley District Health Board Written by: Sasha Orman Produced by: Bryan Giles

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C O M PA N Y N A M E

A new MRI was installed in 2014

A

t the start of 2001, New Zealand’s healthcare landscape changed significantly with the passing of the New Zealand Public Health and Disability Act 2000 and the establishment of district health boards to serve the country’s regions and cities. Located 20 minutes from Wellington, the Hutt 38

December 2015

Valley District Health Board (Hutt Valley DHB) meets the needs of roughly 145,000 citizens of Hutt City, Upper Hutt, Petone, Wainuiomata and Eastbourne.

With a focus on technology and structural improvements, Hutt Valley DHB is dedicated to providing a better quality of healthcare for its community with each passing year.

SECTOR

Shorter stays and better service through technology An important part of quality health care is swift and efficient service, ensuring that patients are able to return to their everyday lives as quickly as possible. As populations grow, meeting that demand with prompt response times grows more difficult.

In 2011, Hutt Valley DHB began laying the groundwork for a sophisticated digital Operation Centre at Hutt Hospital that would use dashboards and tracking

– Russell Simpson Hutt Valley DHB executive director allied health, scientific and technical

w w w. h u t t v a l l e y d h b . o r g . n z

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Cisco Connected Health

H U T T VA L L E Y D I S T R I C T H E A LT H B O A R D ( D H B ) systems to help achieve new levels of patient service.

“The idea for the centre was born from a group of staff visiting a local manufacturing business which was using new technology for tracking the flow of production,” explains Russell Simpson, executive director allied health, scientific and technical for Hutt Valley DHB. From these small beginnings, a whole team of staff from computer analyst programmers and clinical leads to executive management came up with the concept of an Operations Centre. Subsequent visits to Bay of Plenty and Counties Manukau DHBs further refined the concept of how this technology could work in a hospital setting, and

the Hutt Valley team implemented a system which saw the DHB move away from a mainly paper-based tracking system to an electronic one.

Hutt Hospital’s new Operation Centre system, which was officially launched in February of 2013 in the hospital’s new emergency department and theatre wing, enables heightened organisational visibility to better attend to the individual needs of patients.

“The hospital’s activity is coordinated and functions like a ‘central brain’ that helps staff to take a whole-of-hospital approach to planning, monitoring and resourcing,” says Simpson.

Through the use of radio frequency identification devices

New CEO Dr Ashley Bloomfield - the first time that Hutt Valley DHB has been led by a doctor.

w w w. h u t t v a l l e y d h b . o r g . n z

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H U T T VA L L E Y D I S T R I C T H E A LT H B O A R D ( D H B )

“Planning collaboratively will allow for the creation of both an individual and collective view of options and ways to optimise the use of resources” – Russell Simpson Hutt Valley DHB executive director allied health, scientific and technical

(RFIDs) and interconnected LCD screens, staff are able to stay up to date on patient flow across theatres, clinical support services and hospital wards. The centre’s dashboard system helps hospital staff track patient triage through the emergency department and staff can view important information such as laboratory results.

An added benefit is secure access for staff working remotely; this allows them to have the information contained on the LCD screens at their fingertips.

The process has already seen significant results, helping Hutt Valley DHB rise up in its

Hutt Valley DHB is based at Hutt Hospital, 20 minutes from Wellington 42

December 2015

H E A LT H C A R E

efforts to meet health targets set through the New Zealand Ministry of Health.

“In May 2015, Hutt Valley DHB’s performance against the target of shorter stays for patients in emergency departments had increased by five per cent, and the DHB had achieved the national target of 95 per cent,” says Simpson. “This means 95 per cent of patients were admitted, discharged, or transferred

from the emergency department within six hours. The target is a measure of the efficiency of flow of acute, or urgent, patients through public hospitals and home again.”

Further innovative developments To further augment its successful Operation Centre program, Hutt Valley DHB has integrated the

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H U T T VA L L E Y D I S T R I C T H E A LT H B O A R D ( D H B )

Laboratory staff at work

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H E A LT H C A R E

use of electronic whiteboards, which have been fitted in all of the hospital’s wards. The whiteboards help hospital staff track patient status and yield data points like estimated date of discharge, the care the patient requires from staff in different departments and the length of their stay.

“Developments like this are of immense value to hospital staff, says Simpson. “These enable staff to share information quickly and match staffing to clinical demand, ultimately improving patient safety.”

He adds that the Operations Centre has helped Hutt Valley

DHB effectively combine three key activities—operational planning, resourcing, and daily monitoring / response coordination—to better achieve the following four goals: · Ensure the hospital can allocate staff with the right skills in the right place for safe patient care across the hospital · Help the whole hospital to meet its targets · Help staff to respond more quickly and efficiently to changes in demand and manage variance · Enable the hospital to forecast predicted demand for significant community events

Centralised sterile supplies department

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Hutt Hospital’s Emergency Department was part of the redevelopment and extension project in 2012

H U T T VA L L E Y D I S T R I C T H E A LT H B O A R D ( D H B ) Simpson says he is still realising the extent of staff’s achievement and the amazing contribution they have made towards the development.

“Health professionals’ from hospitals both here and overseas visit to our facility to look at the technological advances we have implemented – that’s when the enormity of what we have done here hits home for me.”

plus a brand new 6,600 squaremeter building. Along with a new ED containing high-tech features like satellite imaging and ambulatory care, highlights of the project include:

Building out for efficiency and safety In addition to its ambitious Operation Centre program, Hutt Valley DHB has improved its infrastructure through physical expansion. In 2012 Hutt Hospital completed the construction of an emergency department and theatre redevelopment and extension project. The $80 million project consisted of two parts: a 3,000 square-meter refurbishment to the existing hospital structure,

· A theatre suite with eight operating theatres · A centralised sterile supplies department · An expanded specialised facility for pre- and post-operative support · An extensive carpark for staff and visitors · A specific area for children called “the tree hutt” in the emergency department and “the tree top” in theatre.

Prior to this build out, Hutt Hospital’s suite of four theatres struggled to meet the district’s health targets and its growing demand for surgical services.

With this new expansion, says

“Health professionals from hospitals both here and overseas visit to our facility to look at the technological advances we have implemented – that’s when the enormity of what we have done here hits home for me” – Russell Simpson, Hutt Valley DHB executive director allied health, scientific and technical

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H U T T VA L L E Y D I S T R I C T H E A LT H B O A R D ( D H B )

Patients and staff alike now experience a modern, spacious specialised environment, purpose-fit for the latest developments in health care.

Simpson, patients and staff alike can experience a modern, spacious environment, purpose-fit for the latest developments in health care. With protected areas and 48

December 2015

backup utilities built to withstand outages and fires, the newly built infrastructure also brought Hutt Hospital’s emergency department and theatre suite in line with new

H E A LT H C A R E

and more stringent earthquake requirements that came into effect following the 2011 Christchurch earthquake.

In store for the future of Hutt Valley Hutt Valley DHB has undergone many exciting changes in the last few years, but there is still more to come. The district welcomed Dr. Ashley Bloomfield on board as CEO in October, marking the first time that Hutt Valley DHB will be led by a doctor. With a background in both medicine and public health, Bloomfield will be well equipped for the challenges of meeting targets and improving the state of wellness in the Hutt Valley.

Hutt Valley DHB will continue to be involved in major collaborations in the near future. Simpson explains that the district is working on hospital service capacity planning with its DHB neighbours, Wairarapa and Capital & Coast DHBs, which are also based within the greater Wellington region.

In order to devise a more comprehensive health system, the three DHBs will plan on a regional level to help develop a more sustainable model for high quality health care by 2030.

“Planning collaboratively will allow for the creation of both an individual and collective view of options and ways to optimise the use of resources,” he says. “It also allows sharing of tools and processes used for individual DHB planning.”

Both on its own and as an integral part of the larger district health board network, Hutt Valley DHB is well on its way to creating a healthier New Zealand.

Company Information INDUSTRY

Construction/Hospitals HEADQUARTERS

Hutt Valley DHB Pilmuir House Hutt Hospital Campus Lower Hutt Wellington,New Zealand FOUNDED

2001 EMPLOYEES

2,400 BUDGET

$480 million

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150 years

BASF:

INNOVATIONS AND NEW SOL

BASF’s pharma business unit invests in new technology to offer solutions to the pharmaceutical and nutritional supplement mark Written by: Flávia Brancato | Produced by: Karla Sohn

LUTIONS

added value ket

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BASF

F

ocused on innovation, BASF is recognized in the industry for the excellence of its products and expertise throughout the value chain, from drug development in the laboratory to market release. To further stimulate product performance and expand its activities for customer needs, the company has launched a new way to interact with the market, based on four platforms of the line of excipients. Each of these platforms has unique characteristics aimed at serving its clients in a customized way: • Immediate and Modified Release: functional excipients for use with multiple doses and various release profiles • Solubility: products and technologies that help solve the most complex challenges for drugs with lower solubility • Skin Care: ingredients for use in pharmaceutical topical dosage forms • Soft Gelatin Capsules: active pharmaceutical ingredients and a wide variety of excipients for the development of modern drugs 52

December 2015

Extruder - Hot Melt Extrusion equ

presented in this pharmaceutical form These platforms offer added value solutions by combining BASF’s experience, manufacturing excellence, applied technology, and strength in R&D in the chemical industry. “ The platforms are presented as solutions to circumvent the challenges of the industry and create an easy link between

uipment

customer requirements and functional BASF solutions based on our chemical expertise,” said Fernanda Furlan, Business Manager of BASF’s Pharma business unit for South America.

PVP chain In terms of growth, Furlan confirmed the investment plans in the market for Polyvinylpyrrolidone (PVP), where the company is responsible

for creating the product and considered to be the market leader. “BASF plans to invest up to 56 million euros in expanding its PVP value chain over the next four years,” said Furlan.

PVP is a polymer used in various industries such as pharmaceutical, personal care, home and construction, primarily due to its flexibility in applications and various chemical properties. “With w w w. b a s f . c o m . b r

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BASF

Soluplus 54

Novembro 2015

BRAZIL

this investment, we are actively participating in the strong growth of the PVP market, especially within the pharmaceutical industry,� she added.

Through the renewing of existing plants in Ludwigshafen, Germany and Geismar, Louisiana and the introduction of PVP technology in the BASF site in Shanghai, China, the company will increase its global capacity of PVP production by up to 6,000 tons. Most of BASF PVP production is earmarked for the pharmaceutical industry.

Kollicoat IR Brilliant Blue

Laboratories Expanding the global innovation network of BASF for the food and pharmaceutical industries in South America, the company began its first Nutrition and Health Applications Centre in the continent in May 2014, providing more opportunities and expanding BASF Pharma capacity. “Through this structure, we do not depend on the German lab as much and now we can offer local support a lot faster and more solid.

In the past some projects had to

BASF

be abandoned due to the lack of a regional center,” said Furlan.

The investment of over 1 million euros in Jacareí, São Paulo state, includes specialized technology, providing the pharmaceutical industry active ingredients such as ibuprofen and Omega-3, as well as excipients for a wide variety of pharmaceutical applications.

According to Furlan, “Today more than 80 percent of BASF’s pharmaceutical development projects involve direct cooperation with our customers, adapted to specific characteristics and needs of their formulations. The laboratory will strengthen our customer service the South American market.”

In addition to accelerating the launch of new products to the market, the new center also has

the function of helping to find innovative and effective solutions for the customers’ challenges in the region, such as solubility, coating, optimizing and reduction of variability productivity.

With cutting-edge equipment for pill manufacturing, as well as quick and easy transfer to industrial scale, the laboratory uses extrusion technology by fusion (Hot-MeltExtrusion), recognized for its potential to increase bioavailability of pharmaceutical actives with lower solubility.

“The laboratory is designed to stimulate innovation, as an open area with latest technology equipment at hand that allows the use of different simultaneous technologies. This elevates the productivity of our industries, as

“Today more than 80 percent of BASF’s pharmaceutical development projects involve direct cooperation with our customers, adapted to specific characteristics and needs of their formulations.”

– Fernanda Furlan, Business Manager of BASF’s Pharma business unit for South America

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Hot Melt Extrusion technology

well as increasing convenience and patient compliance to treatment.

With the use of new excipients and new technologies such as HotMelt-Extrusion, we can reconsider pharmaceutical assets that were discarded in the past due to the low solubility and then reformulate our products, hence increase the drug life cycle,” said Fernanda.

“What we at BASF believe is that we can do this together with our customers. The new laboratory helps us find innovative and

effective solutions to meet the challenges of the pharmaceutical industry in South America. We believe that we can challenge our reality and do better,” explained the manager.

Portfolio Seeking to find solutions to improve people’s quality of life and well being, the Pharma business unit of BASF offers a broad portfolio of excipients and active pharmaceuticals. w w w. b a s f . c o m . b r

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Immediate release platform and Modified Featured products of this platform are: Kollicoat®: a highly flexible polymer line and productivity for pill coating, it is the best solution for the pharmaceutical active protection, taste masking, immediate release, enteric and controlled active ingredient.

Kollicoat® IR: In addition to its outstanding performance as a coating polymer for immediate

Kollicoat IR Brilliant Blue

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December 2015

release, it is also an excellent binder, specially developed for formulations sensitive to oxidation, since it is a peroxide free excipient.

Kollidon®: PVP polymer can be used in a number of applications due to its versatile features. It is water soluble, but can also absorb large quantities of liquid. It does not irritate the skin and it is not a health hazard. It is temperature resistant, has stable pH, it is non-ionic and is colorless.

Solubility Platform The low solubility of active ingredients is one of the biggest challenges that pharmaceutical companies face in the development new drugs. BASF offers several solutions to address these problems. The main products of this platform are: Soluplus®: Specifically developed to solubilize pharmaceutical active APIs and low in solubility, it has high flow and excellent extruding in forming solid solutions, especially in hot extrusion processes.

Kollidon VA 64®: Initially

Chemspecs congratulates BASF for their 150 years

BASF Distributor - Pharma Line on Brazil www.chemspecs.com.br 55 11 3392-1455 chemspecs.br

developed as a binder for wet granulation, direct compression and coating, this polymer has hydro and lipophilic characteristics and adequate physical properties. It has been widely used in extrusion processes by hot melt extrusion.

Kolliphor®: BASF’s solubilizing line, it consists of Kolliphor RH40, EL, ELP, HS, P 188, P 338, P407 and PS. It is an excellent alternative for active ingredients solubilizing in several different ways such as oral pills and injectable liquids.

Skin Care Platform Excipients and solutions for topical drugs allow customers to create ideal applications for the skin.

The solubilizing excipients and skin penetration enhancers help in the effectiveness of the active ingredients to reach the location of action. The main products are: Kollicream OD®: displays excellent and important properties for semi-solid formulations, such as improved application of the drug, solubility of lipophilic w w w. b a s f . c o m . b r

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BASF active ingredients and increased cutaneous permeation of the active principles, regardless of the formulation pH. Kolliphor P407®: extremely efficient solubilizing, it was initially developed for use in solid drugs but it also has an excellent performance in topical medications as solubilizing and active-tense.

Platform Soft Gelatin Capsules Easily ingested and attractive and

translucent appearance, the soft gelatin capsules have become popular. BASF’s portfolio helps customers achieve the best possible outcome in all technical information necessary to formulate a soft capsule, is in its filling or coating.

Kollicoat Protect®: the highly flexible polymer Kollicoat IR® is mixed with polyvinyl alcohol in the manufacture of this product. Its flexibility properties, protection from moisture and high solubility is ideal for coating soft gelatin capsules.

Kollisolv PEG 300®: this solubilizing traditionally employed in soft gelatin capsules formulations of excipients is marketed by BASF for all challenges encountered in the development of gel capsules.

Active ingredients With a strong international presence, BASF is tailored to meet local needs reliably. Thanks to the manufacturing sites located in various parts of the world, the company can deliver highquality products when and where customers need. The main active ingredients of BASF’s portfolio are:

Fernanda Furlan

BRAZIL

Manufacture of pills - immediate and modified release

“That’s exactly our focus. The platforms are presented as solutions to circumvent the challenges of the industry” – Fernanda Furlan, Business Manager of BASF’s Pharma business unit for South America

Omega-3: BASF is the world leader in pharmaceutical grade omega-3 and a pioneer in innovative methods for purification of fatty acids. The broad portfolio covers high to super high concentrations of omega-3 fatty acids for use in medicines, nutritional supplements and clinical nutrition.

Ibuprofen: for over 20 years, BASF has been an ibuprofen manufacturer in a plant audited by the FDA and cGMP certified in Bishop, Texas, USA. It belongs to the class of non-steroidal anti-inflammatory (NSAID) with analgesic activity, anti-inflammatory and antipyretic (antipyretic). w w w. b a s f . c o m . b r

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Soluplus

Quality Standards and Employees Operating with the highest existing quality standards, BASF’s manufacturing facilities are ISO 9001 certified and meet the standards of Good Manufacturing Practices (GMP) and are regularly inspected by national and international authorities, including the FDA. The new European chemicals legislation, Registration, Evaluation, 62

December 2015

Authorization and Restriction of Chemicals (REACH), brings even greater demands for companies to provide information regarding product management and safety of the substance. To help customers comply with REACH certification, BASF has grouped its capabilities in EU chemicals legislation, offering tailored packages. “Our success and that of our customers is based on research and innovation. At BASF that

BRAZIL

Company Information

“Our success and that of our customers is based on research and innovation. At BASF that means more than just new products.

It also includes optimized processes”

INDUSTRY

Chemical HEADQUARTERS

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

1865 EMPLOYEES

1113,000 globally

– Fernanda Furlan, Business Manager of BASF’s Pharma business unit for South America

PRODUCTS / SERVICES

means more than just new products. It also includes optimized processes,” said Furlan.

More than 10,000 specialists worldwide support and contribute their expertise in the areas of manufacturing and R&D in all raw materials marketed by BASF. In addition, interdisciplinary and international cooperation, including with external partners such as universities and industry research centers, helps ensure the leading position.

“We do not sell products, we provide solutions,” concluded Furlan.

BASF’s product portfolio offers everything from chemicals, plastics, performance products and crop protection, to oil and gas MANAGEMENT

President of BASF, Latin America: Ralph Schweens

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ONE HOSPITALS

The hospital i

Hospital Alemรฃo Oswaldo Cruz:

E OF THE LARGEST S IN LATIN AMERICA

is a benchmark in high complexity services through strong investments in technology, expansion of specialty centers and professional training Written by: Flรกvia Brancato | Produced by: Karla Sohn 65

H O S P I TA L A L E M Ăƒ O O S WA L D O C R U Z

F

Credit Lalo de Almeida

ounded on September 26, 1897, Hospital AlemĂŁo Oswaldo Cruz continues to make history by sticking to its acquired know-how and yet still focusing on modern advancements. It offers its customers one of the best medical assistance services in the country with excellence, high standards, precision and quality.

Considered one of the largest hospital centers in Latin America, Hospital AlemĂŁo Oswaldo Cruz is a benchmark in high complexity services, focused on oncology, cardiology, neurology, orthopedics and digestive diseases.

In addition to investing heavily in scientific development, teaching and research, the organization concentrates its efforts on comprehensive, excellent care, individualized for the patient.

Facade

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Surgery Center

Growth and Modernization “With a development based on its three pillars of activity—private health, education and research and social responsibility—in addition to the steady investments in technology and a strong expansion of its healthcare production, the perspective is of an upward movement in the coming years,” said Paulo Vasconcellos Bastian, executive superintendent of the Hospital Alemão Oswaldo Cruz.

An example of continued growth is the inauguration of the modern Surgical Center Hospital. Located on the second floor of the new tower E, opened in December 2012, the center

Credit Lalo de Almeida

S

“To gain new spaces in the market, we have expanded the new reference centers by investing in the latest generation equipment, in a larger physical space, and in our employees’ training” – Paulo Vasconcellos Bastian, executive superintendent of the Hospital Alemão Oswaldo Cruz

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H O S P I TA L A L E M Ã O O S WA L D O C R U Z has nine modern operating rooms equipped with the latest technology, including 3D technology, the first of its kind in Latin America.

Another outstanding innovation is the Picture Archiving Communication System (PACS), which enables medical staff to pull images obtained via testing in the diagnostic center of the hospital and view them on any monitor in the hospital.

Credit Lalo de Almeida

Investment in Medical Specialties Centers Focusing on complex medical specialties, the hospital expanded its business in 2014 in strategic areas. “To gain new spaces in the market, we have expanded the new reference centers by investing in the latest generation equipment, in a larger physical space, and in our employees’ training,” said Bastian.

“Over the past four years, we invested more than USD 88 million. In 2015, the budget is USD 17.6 million,” said the superintendent.

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To support all of this development, the hospital has a strategic plan for the next five years, primarily focused on centers of reference specialties.

The hospital opened both the new Obesity and Diabetes Center and a new ICU in 2014. An expansion of the Cardiology Center, as well as the new Oncology Center, is scheduled to open later this year. For 2016, patients can look forward to the launch the new Neurology Center.

Bastian announced plans in other directions as well. “We plan to expand the area of education and research, increase the partnership with the government’s Ministry of Health, and investment in at the modernization of equipment and facilities.”

Structure and technology Occupying an area of over 96,000 square meters, the complex has 327 hospital beds, 21 operating rooms, 44 ICU beds, and a 24-hour emergency room. It also offers one of the most qualified and renowned medical staffs in the country, ensuring that patients have access to the highest

“Over the past four years, we invested more than USD 88 million. In 2015, the budget is USD 17.6 million”

Key People

Paulo Vaconcellos Bastian Executive Superintendent Marcelo Lacerda Chairman of the Board Edgar Garbage Vice President of the Board Fátima Silvana Furtado Gerolin Assistant Superintendent Mauro Medeiros Borges Medical Superintendent Cleusa Enck Human Development and Institutional Superintendent Jefferson Gomes Fernandes Education and Science Superintendent

– Paulo Vasconcellos Bastian, executive superintendent of the Hospital Alemão Oswaldo Cruz

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Flexibility Solidity Evolution Solution You can count on Ortocir

C

M

Y

CM

MY

CY

CMY

K

More than 50 years dedicated to keeping client satisfaction.

Leader on the segment of prosthesis and orthopedic implants, Ortocir is always ready to meet each client's needs with commitment and speed. Being the exclusive representative of big international brands in Brazil, we have a wide range of high level products in stock.

Our aim is the constant search for innovation to further improve the quality of life of the patients. www.ortocir.com.br S達o Paulo: 11 3674.6786

BRAZIL

Credit Lalo de Almeida

quality standards and safety in care. The hospital is certified by the Joint Commission International (JCI), the world’s leading agency of health accreditation.

When it comes to technology, Bastian pointed out major acquisitions.

“The Intrabeam—used in the treatment of early breast tumors—utilizes a technology that is used in intraoperative radiation therapy, and consists of a single dose of radiation during surgery. This prevents unnecessary radiation exposure and limits the treatment the exact location where the primary tumor was present. We are the only hospital in the southeast region to operate with this technology.”

Another important achievement is the most advanced neuronavigation model available in the state of São Paulo: the neuronavigator Curve. With 26-inch touch-sensitive monitors, the device enables the visualization of

Intrabeam Surgery Center

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PET-CT Credit Lalo de Almeida

BRAZIL

the area to be operated from different angles, contributing to quick and safe brain and back surgeries.

“We also acquired the microscope OPMI Pentero with Flow 800, which is the only one with tools able to identify accurately the rate of intraoperative blood flows,” added Bastian.

Credit Lalo de Almeida

Services and unique programs Recently, the hospital launched a unique service for patients: the premium service. Created based on luxury hospital hospitality concepts, the goal is to alleviate public concerns during their stay in the hospital.

In addition a high-caliber medical staff, the hospital also offers a qualified concierge service. With modern and cozy architecture, 20 premium rooms are automated, allowing the patient to control the room’s furnishings such

Premium service

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H O S P I TA L A L E M Ã O O S WA L D O C R U Z

“These actions, combined with a clinical and clinical staff of excellence, will make the hospital a benchmark for health institutions and medical service users in Brazil”

ICU doctors

– Paulo Vasconcellos Bastian, executive superintendent of the Hospital Alemão Oswaldo Cruz

as bed positions and angles, lighting, blinds, air conditioning and TV via remote control.

Conscientious care extends to staff, as well. The Wellness Program was created based on concepts of Health Improvement Program of Stanford University School of Medicine. In order to encourage employee health, the program offers lectures, workshops, singing lessons, plus a fitness facility, and specialized services for stress management and to quit smoking.

Training, maintenance and development is performed through the hospital’s Institute of Education and Health Sciences. The Hospital Alemão Oswaldo Cruz counts on a technical school health education, comprised of courses in nursing and elder care, sciences for health. This also includes undergraduate degrees in hospital management and graduate in the 74

December 2015

Credit Lalo de Almeida

BRAZIL

Company Information NAME

Hospital Alemão Oswaldo Cruz INDUSTRY

Private Healthcare HEADQUARTERS

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

1897 EMPLOYEES

2,246 ANNUAL REVENUE

medical, nursing, physiotherapy and psychology.

Through educational support, employees can earn scholarships of up to 80 percent and grants for higher education courses of up to 60 percent.

“These actions, combined with a clinical and clinical staff of excellence, will make the hospital a benchmark for health institutions and medical service users in Brazil,” Bastian said. “With the possibility foreign investments in healthcare, we will see a growth scenario. The challenge will be to keep growing while maintaining quality. “

USD $140 million

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Kley Hertz:

OVER 68 YEARS DEDICATED TO HE Written by: Flรกvia Brancato | Produced by: Karla Sohn

EALTH 77

KLEY HERTZ

W

ith a mission to offer differentiated and reliable health and wellbeing solutions, Kley Hertz is among the top 10 largest Over The Counter—OTC—drug companies in the domestic market, operating in the herbal supplements, cosmetics, skin care products and prescription medication segments.

Its portfolio encompasses 60 brands, and through a modern industrial unit in Porto Alegre, Rio Grande do Sul state, along with the Cotia Distribution Center, São Paulo state and Contagem, Minas Gerais state, the company is responsible for over 24 million unit in sales per year.

Complying with the international quality standards of medicine production and counting on the support of its network of distributors and representatives, Kley Hertz is present in about 55,000 retail outlets throughout Brazil, and employs approximately 700 people.

Headquarters - Porto Alegre factory

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MEDICAMENTOS ISENTOS DE PRESCRIÇÃO MÉDICA

Packaging Machine

Businesses “More than 90 percent of our profit comes from medicines and products that do not require a doctor’s prescription,” said the president of Kley Hertz, Arthur Leite Hertz. The company holds the Certificate of Good Manufacturing Practices (GMP), also known as GMP (Good Manufacturing Practice), ranking third among national OTC industries.

Still according to Hertz, the company has expanded its portfolio by launching 39 new products in the past two years. “Of the dozens of brands produced by Kley Hertz, 17 of them are positioned in the top three of their categories and we have a very promising pipeline for the coming years,” he says. w w w. k l e y h e r t z . c o m . b r

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SUPPLIER PROFILE

TROCA GROUP TRANSPORT AND LOGISTICS Troca Group has over 20 years of experience in freight transport, mainly carrying medication, cosmetics, inputs and correlated items.

Besides specifcally trained professionals, the group has all the freight and environmental permits necessary to transport special cargoes like those from the pharmaceutics and cosmetics industries. It is also active in other areas, like the food and footwear industries.

Employees: 327 Established: September 13, 1994 Website: www.grupotroca.com.br

BRAZIL

Challenging the industry To maintain the financial health serving the growing needs of investment in technology and development, Hertz explains that the company adheres to a strict policy of cost control without sacrificing growth and quality. “Commercially speaking, as learned from the past, the trend is to keep growing and we must be oriented to take advantage of it. According to projections of the largest audit market, we have projected a doubledigit average growth for the sector that should make Brazil advance in the world ranking of the pharmaceutical market.”

The increase in regulatory and technical barriers were also cited by the president as factors that challenge the company with higher costs, need for investments and consequently, loss of productivity.

Market expansion As a consolidated commercial operation model, the company is focused on sales growth through market expansion and performance by increasing its portfolio. “Over the past eight years, our revenue growth was above average in relation to the market’s based on our commercial expansion and portfolio increase,” says Hertz.

The company’s investment focus in recent years has been turned to the development, technology and production areas, which also updated the SAP versions used since 2005, and the implementation of the MES system—

Quality control

“For 2015, Kley Hertz intends to expand investments with funds financed through Finep, with projection of USD $10 million investment over the next three years” – President of Kley Hertz, Arthur Leite Hertz

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Hermeticity and dosage precision

Topic • Nasal • Oral • Otologic AP3 3K - Dose Perfect-Stroke 0.060

• Dose Acuracy

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0.045

• Hermetic pump system

0.040 0.035

• Pharmaceutical Equivalence

0.030 0.025 0.020

• Technical support

0.015 0.010

• Clean room manufacturing

0.005 0 1

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Número de acionamentos

www.appharma.com.br • +55 15 3262-2971 • vendas@appharma.com.br

Manufacturing Execution System—manufacture of tools Lean and PMS. Hertz also announced what is in store for the coming years. “Last year, direct spending on R&D added to US$1.4 million and, for 2015, Kley Hertz intends to expand investments with funds financed through Finep, and with a projected US$10 million investment over the next three years.”

Management strategies Through a dedicated team of representatives aimed at bridging the gap between industry and the pharmacy, more than 30,000 establishments are visited monthly throughout Brazil.

As for manufacturing, Kley Hertz uses a job management methodology with daily follow-ups of results in every production line. Since 2014, this control has been done online, in real time, through the implementation 84

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of the MES system. On the other hand, the manufacturing tools are focused on increasing the productivity and reducing time waste. In addition, as a means of development and engagement of the operating staff, improvement groups use the Kaizen methodology for problem solving or process improvements.

Always meeting the legal requirements of good pharmaceutical manufacturing practice, the quality assurance department manages the continuous quality system by using management tools, conducting internal and external audits, training and retraining.

Professional development “We believe that people are our differential,” said Hertz. “Retaining our talent has been the focus of the company as we understand that they are the propellers of our growth.”

Analytical Methodology Development

Denture Adhesive Creams

“We believe that people are our differential. Retaining our talent has been the focus of the company for understanding that they are the propellers of our growth” – President of Kley Hertz, Arthur Leite Hertz

Carton Packaging Machine

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KLEY HERTZ

Production area

The benefits include PPLR, training as LDP— Leadership Development Program, corporate education program, a 360 evaluation program for all company managers, an individual development plan, scholarships and above all, an opportunity for growth within the company.

Proof of this is the company’s recent awards. Since 2011 Kley Hertz, has been among the Best Companies for Working Rio Grande do Sul. In 2013 and 2014, it was among the Best of Health at the national level, as well as being named ‘Top Human Being’ in 2012, 2013 and 2014.

“We believe that the sum of all programs associated with values such as development and a good organizational environment are our main 86

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BRAZIL

Company Information NAME

Kley Hertz S.A. Ind. e Com. INDUSTRY

Pharmaceutical HEADQUARTERS

Porto Alegre, RS - Brazil E S TA B L I S H E D

1947 PRODUCTS / SERVICES

Medications; Health Products, Cosmetics and Supplements

attraction and talent retention factors,” Hertz says.

And finally, Hertz shows that all this care, coupled with a differentiated service, are all key to success. “Our solid growth trajectory, written with clear goals, organization, robust processes and superior customer service is what gives us the quality of our products and market recognition.”

MANAGEMENT

President Director: Arthur Hertz Executive Director: Isabel Hertz Executive Director: Geraldo Hertz

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A BENCHMARK IN HEALTHCARE IN BAHIA With the support of seven units in Salvador, Hospital Sรฃo Rafael serves a wide range of specialties with cutting edge technology and specialized medical staff Written by: Flรกvia Brancato | Produced by: Karla Sohn

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T

he foundation of Monte Tabor Centro Ítalo Brasileiro de Promoção Sanitária, Bahia state, in the 70’s revolutionized local medicine. Since then, the achievements have not stopped. In 1980, the group founded the Pathology and Toxicology Laboratory Clinic; in 1985, the group established an outpatient clinic with a diagnostic center; and in the early 1990s, the group inaugurated Hospital São Rafael.

San Rafael Hospital is a benchmark in Salvador, working in different areas of medicine with specialized medical staff.

“We maintain 23 medical residency programs, leadership and other training programs, as a partnership between our HR and other university programs,” explains Alfredo Martini, Director General of the Hospital São Rafael.

The hospital complex treats about 2,000 patients per day.

Three hundred two beds and an outpatient center with 77 medical offices, emergency department, hemodialysis, bio-imaging, operating room, pathology, clinical 90

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Hospital São Rafael facade

laboratory and toxicology, day hospital and fully computerized blood bank, plus 42 beds for intensive care and 28 beds of semi-intensive care round out the hospital’s capabilities..

São Rafael Hospital is the first Brazilian hospital to offer therapies such as extracorporeal lithotripsy

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and among the first to install hightech equipment such as linear accelerator, MRI and computerized tomography. In the Northeast region, it is the first to acquire the PET/CT for early cancer diagnosis.

In Bahia, it is Hospital San Rafael that started the laser treatment for prostate tumors through the

acquisition of Green Light HPS. Health Management Constantly growing, the hospital is constantly opening new units and becoming a national benchmark in the field.

According to Martini, “In 2012, we began an expansion project that w w w . p o r t a l h s r. c o m . b r

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GE Healthcare and Hospital São Rafael Partnership with high technology

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Clinical information with quality, automated processes and access to information are some of the high-tech tools that GE Healthcare provides to Hospital São Rafael, for your doctor and his healthcare team dedicate their time and work to the care of their patients.

This successful partnership contributes to the growth and technological advancement of the hospital, ensuring better attendance and a good quality health care for patients.

0800 122 345 produtos.salud@ge.com gehealthcare.com

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THERE ARE MOMENTS WHEN NOTHING CAN STOP

BRAZIL

includes over 100 beds. We have already begun operation and expect the project to be fully completed in December 2015.”

With the intent to innovate and expand initiatives to promote service excellence, San Rafael is expanding its physical structure.

Its new attached building, D. Luigi M. Verzé, will feature a 10-story building and 100 new beds. One of the goals of remodeling is also to

benefit the emergency, oncology and bone marrow transplant departments, as well as other areas of hospitalization.

In 2009, the hospital’s Cell Therapy Centre opened, aimed at increasing basic and applied research in the medical and biomedical area. With the development of new therapeutic protocols in mind, the centre will have a special focus on the use

Intraoperative radiation therapy equipment

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of cell therapy for the treatment of degenerative and traumatic diseases such as heart disease, chronic lesions of the liver and spinal cord injury.

To further consolidate patient services, the institution currently provides consultant services specialized in the Ministry of Health.

The service conducts specific studies, such as ones in kidney replacement therapy and medical emergency protocol, and manages hospitals in Alagoinhas, Barra and Salvador, in Bahia state.

Bone marrow transplant room

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Units in Salvador The hospital as a whole is synonymous with quality. “We are a vanguard hospital, a protagonist of best practices and technological innovation, and always based on three pillars: service, teaching and research, with social responsibility,” summarizes Martini.

São Marcos Unit (USM): As the only public emergency care in the region, USM is open 24 hours a day and has become a reference in emergency care in the areas of medicine,

Nuclear Medicine Service

pediatrics and orthopedics. It has a multidisciplinary team of 206 medical professionals, nursing, social work, pharmacy and radiology and the support and administrative staff. The unit also possesses a clinical laboratory, x-ray services and electrocardiogram (ECG).

Oncology Center Sister Ludovica Sturaro: Founded in 2010, the center was created to provide more comfortable and comprehensive care, including

the hospital structure St. Raphael, which specializes in humanized care for cancer patients and users of Brazil’s unified health system, SUS. In addition to chemotherapy, the unit offers multidisciplinary outpatient care with medical professionals, psychology, nursing, social work and administrative support.

Fleming Unit: Started in 1991 as an extension of the Hospital SĂŁo Rafael and located at Garibaldi Avenue, it has the structure needed for consultations, laboratory tests

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and minor surgery. Patients treated at the unit have convenient access to the most modern occupational health tests and treatments with the same quality offered by the Hospital São Rafael.

Garibaldi Unit: With specialties in acupuncture, algology (pain clinic), bariatric surgery, physical therapy and ophthalmology, the unit has the necessary infrastructure to offer patients differentiated services through the obesity center, pain clinic and specialized center for ophthalmology.

São Rafael Onco: The large structure in the neighborhood of Pituba serves patients of all ages, but has a multidisciplinary team that devotes complete attention youth (0-18 years old). Together with the local structure, São Rafael Onco also has the technological apparatus diagnostic and therapeutic support of Hospital São Rafael. All emergency backup is on the same team, providing comprehensive care and safety of care, with 24-hours dispatch standing by.

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Dr. Alfredo Martini, General Directo

Located in the San Marcos neighborhood on outskirts of Salvador, the H2J currently has 70 beds slated exclusively for users of, SUS in the specialties of medicine and surgery, medium complexity.

On average, the unit has 1,400 daily hospitalizations and 140 surgeries.

Brotas unit: Located strategically next to the Redemption Cruz slope,

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Company Information NAME

Monte Tabor - Hospital São Rafael INDUSTRY

Healthcare HEADQUARTERS

Salvador/BA - Brazil E S TA B L I S H E D

1990 EMPLOYEES

2991

or of Hospital São Rafael

MANAGEMENT

the unit has modern and comfortable facilities primarily intended to service clinical analysis laboratory area and pathology tests, in addition to a vaccination center.

“We work in an integrated way, seeking purchase scale of inputs and services to all our units through sustainable partnerships with our suppliers. For the supplementary healthcare, the challenge is to remain competitive and high resoluteness,” concludes the director.

President: Laura Ziller General Director: Alfredo Martini Managing Director: Marcello Ceotto Director of Expansion: Sidney Batista Neves Medical Director:

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ABIMED:

The Brazilian Assoc for the High Techno Healthcare Product Written by: Fanny Zygband | Produced by: Karla Sohn

ciation ology ts Industry 99

ABIMED

A

BIMED – the Brazilian Association for the High Technology Healthcare Products Industry- represents 180 innovative and technologically advanced healthcare equipment and product manufacturing companies, whose products have applications for all medical specialties, in addition to hospital infrastructure and physical rehabilitation.

ABIMED member companies account for about 60% of the medical-hospital segment revenues.

The industry represents 0.6% of the Brazilian GDP, with more than 13,000 companies and generating around 147,000 direct and indirect jobs, which include both commercial and industrial activities and for the most part require training and specialized labor.

Since its founding in 1996, ABIMED has maintained a strong commitment to the advancement of medicine, the socioeconomic development of the country, the broadened access of the population to new medical technologies and the creation of an ethical business environment conducive to investment.

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ABIMED believes that innovation improves quality of life for patients, raises the country’s health indicators, promotes development through the generation of wealth and skilled jobs and helps to raise the technological

BUSINESS REVIEW BRASIL

level of Brazil, allowing the country to better enter into global value chains.

The organization promotes cooperation with ANVISA (the National Health Surveillance Agency) and Ministries related to the sector, in order

to foster implementation of industrial policies and regulations to allow the population quick access to new technologies and innovations.

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for the development of joint proposals and activities to generate solutions for improved healthcare in Brazil and for the sustainability of the healthcare system.

The Healthcare Products Sector The health products industry is one of the most dynamic sectors in the world economy, with annual revenues

estimated at US$ 350 billion (2014), with approximately 30,000 industries worldwide and employing more than one million.

The sector includes more than 10,000 product categories and approximately 1.5 million different items, according to the World Health Organization (WHO), ranging from the simplest to the most sophisticated w w w. a b i m e d . o r g . b r

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Carlos Goulart, Executive chairman

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and vital equipment for prevention, diagnosis, treatment, and monitoring of diseases and patient rehabilitation.

Examples of this diverse range of medical devices are products for diagnostic imaging, in-vitro diagnostics, implantable materials, orthopedic, ophthalmic, dental and audiology materials, in addition to a variety of medical and hospital supplies.

Brazil is the seventh largest healthcare products market worldwide. The sector accounts for about 5% of the country’s healthcare spending, with revenues of about US$ 11.7 billion (2014). The industry has shown double digit growth over the past 10 years.

These results can be attributed to an aging population, the changing epidemiological profile of the country, expansion of the C and D classes, and increasing the number of formal jobs, among other factors. The country also has still unmet demands for healthcare.

The healthcare products industry is fundamental for development of medical technologies and has an innovation ecosystem with its own particular features. The main one is an extremely short product lifecycle, of around two years.

The fact that products quickly become obsolete makes innovation a matter of survival for companies, as is the agility of regulatory agencies to quickly register and place products on the market to provide access to the population.

Company Information INDUSTRY

Healthcare HEADQUARTERS

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

1996 NUMBER OF MEMBERS

180 MANAGEMENT

Chairman of the board of directors: Fabrício Campolina Vice chairman of the board of directors: Daniel Mazon Executive chairman: Carlos Goulart

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STRYKER:

LATAM’s access to innov medical equipment & in

Healthcare in Latin America counts Stryker as a reliable ally, able to bring first-rate healthcare technology to the region Written by: Mateo Rafael Tablado Produced by: Lucy Verde Interviewee: Fabrizio Signorin, President for Stryker LATAM

vative nstruments

S T R Y K E R L ATA M

I LATAM’s private and public healthcare providers rely on a first-class ally: Stryker

Workshops, special trainings and conferences... Standard activitiesorganized by Stryker for both its own staff and its clients’ 108

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n 1941, Dr. Homer Stryker, an orthopedic surgeon in Kalamazoo, Mich., created his own brand for medical instruments and equipment to better meet his patients’ wellness needs.

With more than 70 years of medical innovation, the Stryker corporation holds multiple patents, ranging from the turning frame, the cast walking heel and the cast cutter to sophisticated equipment and software for monitoring and imaging, as well as cameras for endoscopies and other instruments used in complex surgical procedures. Stryker products and services benefit orthopedics, surgical, and neurological specialties.

The company’s international ventures began in 1972 when exports to Canada and overseas first took place. Afterwards, offices in Germany and Australia – among many other countries – were opened. Stryker Latin America, headquartered in Miami, opened in 1992. Currently, Stryker products are used in more than 100 countries.

Its LATAM division has established affiliates in Argentina, Brazil, Colombia, Chile and Mexico, with its management organization reporting directly to Fabrizio Signorin, President of Stryker LATAM. Signorin was named to this position in May 2015. His previous experience in the sector includes his tenure at Philips Healthcare. He also worked for different companies belonging to the FIAT group. He graduated as an engineer from the Milan Polytechnic and took postgraduate studies

L AT I N A M E R I C A

at HEC Paris and at the Kellogg School of Management of the Northwestern University (Chicago).

Key Peole

STRYKER globally: • 18 sales offices • 38 R&D / manufacturing facilities • 26,000-plus employees • Almost 60,000 products • Available in more than 100 countries

Solid presence around the region through sales and interaction The Stryker brand is a recognized as one of the major players in orthopedics and healthcare, with its presence in Latin America supporting its global status as a premier supplier.

Both private and public hospitals benefit from Stryker, whose success results from locating key areas that the company’s products and overall presence are able to improve the value of healthcare services.

Fabrizio Signorin President for Stryker LATAM Signorin graduated from the Milan Polytechnic in Management Engineering, with a specialty in logistics and production. He also earned an MBA in HEC Paris business school, among other postgraduate studies.

Signorin has also worked for IVECO and CNH industrial vehicle manufacturers, both companies of the FIAT group. In healthcare, Signorin has worked for Philips Electronic as global product manager and for Philips Healthcare as market development manager, and as director for patient’s care in Latin America.

He was appointed as president for Stryker LATAM in May 2015.

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“Solid relationships w us to find out what reg be addr

– Fabrizio Signorin, Pres

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L AT I N A M E R I C A

with our clients allow gional necessity must ressed�

sident for Stryker LATAM

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S T R Y K E R L ATA M Cutting-edge technology ambassadors

Stryker LATAM offers complete systems for cardiac monitoring

Stryker LATAM’s network provides the entire region with innovative medical products and devices, developed with the most advanced technology for use in surgery, rehabilitation, monitoring and hospitalization.

One of Stryker LATAM’s most efficient strategies consists of having dedicated local employees closely involved in day-today activities in each market, helping customers deliver optimal care for their patients. Each regional representative’s role is crucial to new strategy evaluation at the company’s

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headquarters in the U.S. “The diversity of these operations allows us to better understand local needs and to build strong working relationships with our customers,” Signorin explained.

Providing the goods and the knowledge to use them Stryker’s presence in the region is far from being only a business venture. Aside from producing products and instruments, the company also provides workshops for healthcare professionals on subjects such as proper use for new products and new surgical procedure techniques. Stryker also works also with colleges and other medical institutions.

iSuite: a complete monitoring system for surgery rooms

Strict control of the supply chain In order to manufacture its great products, Stryker counts on suppliers that can provide the best materials and components. Most of the company’s R&D facilities and plants are located in the U.S. and Europe and subsequently distributed to their destination regions.

Humerus inner cover

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Triathlon System for knee, Stryker CEO Kevin Lobo is seen in the background

In order to have inventory close to its customers, Stryker has a few large central distribution centers and warehouses in countries where the brand has a presence.

The company builds strong relationships with local and regional suppliers, especially third party logistics providers, for product transportation and warehousing.

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“Reliability is the key. Our suppliers must be reliable. They must operate with the highest quality standards and must be willing to collaborate with our company and our customers,” the executive said.

Tech and innovation-driven endeavors Stryker LATAM is driven to make healthcare better. At the end of the supply chain there is always a patient; therefore, avoiding disruptions and being able to adapt to changing client needs is extremely important. Every new development is directed to assist patients into leading a more active and satisfactory lifestyle through orthopedics, surgery, and neurology.

Stryker Brazil receives a Great Place to Work award

Already a “Great Place to Work” The staff at Stryker LATAM delivers based on core values such as integrity, reliability, and performance. In response, the company acknowledges the importance of attracting, retaining and developing great employees.

Stryker Mexico and Brazil have been certified by the Great Place to Work global survey.

“These values are part of our DNA and are fundamental to how we execute our mission,” Signorin said.

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Short term projections

Company Information

In 2016, Stryker hopes to introdu ce a series of new products in the region in expanded clinical segments such as joint care and endoscopy.

The region’s historical macroeconomic and political scenarios are challenging for a company that has recorded 35 straight years of positive figures, with total sales of more than $9.7 billion.

Stryker is able to sustain this 18 percent growth rate by developing high quality innovative products and operational excellence.

NAME

Stryker LATAM INDUSTRY

Medical equipment and instruments for surgery, rehabilitation and hospitalization HEADQUARTERS

Davie, Florida, United States of America FOUNDED

1992, parent company in 1940 EMPLOYEES

250 REVENUE

US $200 million WEBSITE www.stryker.com/latm/index.htm

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Providing accessible, high-quality care Written by Nye Longman Produced by Heykel Ouni

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Z U L E K H A H O S P I TA L

The UAE-based hospital group is growing its business in order to deliver its inspirational founder’s vision to the Emirates and beyond

O

ff the back of its strong business and operational capacity, the Zulekha Group is expanding its capabilities in the UAE, as well as further afield. This expansion shows that the group’s vision to be the ‘most efficient, competent and courteous providers of comprehensive healthcare in the world’ is not only backed up by ambition, but also passionate business sense.

The Zulekha Hospitals group takes its name (as well as its spirit of determined passion) from its inspirational founder and Chairperson, Doctor Zulekha Daud, who moved from her native India and established the first Zulekha Hospital in Zulekha Hospitals Group’s Sharjah facility

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Sharjah to the North-East of Dubai in 1992.

Operations Daud established the Sharjah hospital as a small, 30-bed hospital with a limited amount of capabilities but the group’s facilities have expanded over the years to include a multidisciplinary hospital in Dubai, and a greatly expanded operation in Sharjah, as well as a diagnostic centre and several health centres and pharmacies.

The Zulekha Hospital in Sharjah has evolved from its relatively humble origins into an extensive, well-equipped facility and diagnostic centre with both out-patient and in-patient needs catered for. It has now 120 in-patient beds, covering an area of 240,000 square feet. Zulekha’s Hospital in Dubai was established in 2004 and has 79 beds as well as in-patient and out-patient care covering a wide range of medical and surgical disciplines.

Between its two hospital facilities, Zulekha offers a comprehensive range of hospital services which include nephrology, obstetrics, paediatrics and a variety of supporting laboratory services. These facilities are supported by 1,700 staff, 250 of which are fully qualified doctors.

Both main hospitals are specialised in cardiac catheterisation, intensive care (including neo-natal), dialysis and advanced radiology.

Supported by state-of-the-art operating theatres, the hospitals also specialise in bariatric and joint replacement surgeries.

“As a responsible healthcare service provider in the UAE we have always taken utmost care and attention to implement sustainability and help our society prosper through a series of initiatives.”

– Mr.Taher Shams, Managing Director

1,700 The number of staff working at the Zulekha Hospital

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Key Personnel

Zulekha Daud Chairperson

Hospital waiting room

Building on its already solid foundations, Zulekha Hospital is embarking on an AED 250 million centre for advanced specialised oncology treatment expansion plan corollary to its founding vision. It is working on expanding its capacity in Dubai to provide a state-of-theart cancer unit. The new facility will include an additional 100-bed inpatient room, ICU rooms, dialysis service and a sleep lab.

This is scheduled for completion in 2017.

Strategic management In a statement, Daud revealed the core principles that motivated her and all of the staff at her facilities, she said: “Zulekha Hospital is guided by our core values: honesty and integrity,

Dr. Zulekha Daud moved to the UAE from Nagpur, India in 1964 to pursue her dream of serving people in need and to offer affordable medical facilities to all.

From a young age, her parents were her most influential role models, constantly encouraging her to take up new challenges, eventually leading her to receive a medical degree from Government Medical College in Nagpur.

She is the first female Indian medical professional and entrepreneur in the UAE who diligently worked for the welfare of UAE nationals and expats at a time when healthcare access was very limited.

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Key Personnel

Zanubia Shams Co-chairperson Zanubia Shams is the daughter of Zulekha Daud. She graduated from the United States of America specialising in Business Administration. A prolific entrepreneur and sincere healthcare ambassador, Shams took over operational responsibilities of the Zulekha Healthcare Group from her mother in 2005.

She has inherited her mother’s passion and charisma; she exudes an air of confidence that is clearly reflected in the way the Zulekha Healthcare Group is run.

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State-of-the-art cancer unit at Zulekha Hospital

planning and implementation, privilege and responsibility, quality service and continuous improvement, courtesy and compassion.”

Perhaps the best example of how these values have been embodied across the group is its dedication to a culture of gender equality across its operations; as a female-owned business this philosophy is one that is truly led from the very top.

Recognising that fostering gender equality across the company is a holistic process, management approaches it as such, using a variety of initiatives across the board. The group’s ‘gender planning’ strategy is therefore

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100k The number of patients predicted to attend Alexis Hospital during an average year present at the following levels: leadership, accountability and corporate culture, as well as in strategies focused on how staff themselves can foster a gender-balanced workplace.

Responsible development The group’s efforts with regard to its social responsibilities are both diverse and extensive, and are focused both operationally and externally, in line with Daud’s vision which she outlined in a statement: “We are here to create value and operate our business according to strategies and practices that are sustainable.”

The group is supporting the ongoing

‘Zulekha Hospital is embarking on an AED 250 million centre for advanced specialised oncology treatment’

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Z U L E K H A H O S P I TA L OUR VISION

Tel +971 (4) 2098300 Fax +971 (4) 2227435 Green Tower, Office # 702, Al Maktoum Road / Al Deira P.O. Box 21554, Dubai, United Arab Emirates www.naghimedical.com

To bring the most innovative state of the art medical technology and solutions to our market.

Experience Excellence

We envision, We equip, We empower..

“Enhancement, Commitment & Delivery; Our Today and Tomorrow” We conduct business through the expertise of our dedicated, hardworking and highly qualified professionals composed of more than 450 Engineers, Business Unit Managers, Sales and Marketing executives, Warehouse and Administrative staff, IT and Accounts staff, technicians, doctors, pharmacists and dentists.

Dubai Office: Emitac Healthcare Solutions P.O.Box 8391 Emitac Building Suite No. 201 Opp. Al Tayar Motors Garhoud Area Dubai, UAE Phone +971 4 6058250 Fax +971 4 6058251

Abu Dhabi Office: Emitac Healthcare Solutions PO Box 2711 Das Tower, 1st Floor Sultan Bin Zayed Street (32nd Street), Khalidia Abu Dhabi, UAE Phone +971 2 441 8808 Fax +971 2 441 8805

www.emitachealthcare.com | www.etqanhealthcare.com

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“We aspire to be the leading Medical & Educational solutions provider in the GCC” www. almazrouimedical.ae

Tel +971- 4- 2661272 Fax +971 -4 2690612 almaz@almaz.net.ae Al Mazroui Medical & Chemical Supplies LLC PO Box 6196, Dubai, UAE

Z U L E K H A H O S P I TA L

EUROPE

construction of a tertiary care centre in Daud’s home country of India, supported by the main part of a $24 million funding from the International Finance Corporation (IFC). Once completed, Alexis Hospital facility in Nagpur will contain 200 beds and will offer patients both secondary and tertiary care; it is predicted that over 100,000 patients will walk through its doors each year. The centre will specialise in oncology, cardiology, orthopaedics and neurology and is set to stimulate healthcare in the broader region by acting as a state of the art hub.

The remaining $3 million of the IFC package has been used to fund energy-efficiency measures at Zulekha Hospitals Group’s Sharjah facility, although this expenditure is part of a much greater commitment to protecting the environment.

Operationally speaking, the group ensures that its procurement and the care that it gives are both delivered efficiently and with environmental impact taken into serious consideration.

Across the organisation, the group has endeavoured to use environmentally friendly building products. Recognising the impact that IT usage can have on energy usage, its department has switched to using energysaving products where possible. At a broader staff level, employees have implemented recycling initiatives on a large scale.

A statement from the company shows that its efforts have been well recognised, both at home and internationally, it said: “It is because of

Key Personnel

Taher Shams Managing Director Mr. Taher Shams began his career with Zulekha Healthcare Group after achieving a degree in Marketing and Finance.

He heads the expansion projects of the group in UAE and India to bring applied dedication for quality healthcare in the region with suitable environmentsensitive solutions.

His responsibilities include forging innovative IT solutions to strengthen the healthcare framework and leading all healthcare projects for Zulekha Healthcare Group in UAE, as well as projects for healthcare and education in India.

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‘The group is supporting the ongoing construction of a tertiary care centre in Daud’s home country of India, supported by the main part of a $24 million loan from the International Finance Corporation’ 128

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250 of the 1,700 staff are fully qualified doctors

our commitment to excellent service and social responsibility, and our aim for excellence in quality service and patient care that we at Zulekha Hospital first decided to raise our standard of care and business process to the international mark.”

Zulekha’s Hospitals in Dubai and Sharjah were recognised by the Joint Commission International (JCI) which is the largest awarding body in the United States for its high quality healthcare services. Furthermore, the group has won Dubai Quality Appreciation programme (DQAP) and Dubai Quality Award (DQA) several times and has been recognised for having the Best sustainable hospital at the Hospital Build

EUROPE

& Infrastructure Awards, and has received the Dubai Chamber of Commerce CSR label award for sustainable business practices.

Zulekha Hospital Dubai & Sharjah are also awarded with CAP (College of American Pathologists) for its high standards and operational excellence, putting it in league with the best 7,000 labs in the world.

In short, the vision as embodied by Dr. Zulekha Daud when she opened her first hospital in Sharjah has come to fruition and the breed of ethical, sustainable private healthcare has grown and will continue to do for the foreseeable future. w w w. z u l e k h a h o s p i t a l s . c o m

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