Healthcare Outlook - issue 3 by Outlook Publishing

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SHEPHERD CENTER The nationally-ranked rehabilitation hospital

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A.C.CAMARGO CANCER CENTER Treating complex cancer cases from across Brazil

NORTH SHORE UNIVERSITY HOSPITAL Dr. Jeffrey Kuvin and Dr. Alan Hartman talk about how working together with the community is raising the standard of healthcare one patient at a time

Moog Medical is having a direct impact on the lives of patients, says Vice President and General Manager, Mike Henderson

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Smooth cruising for European manufacturing

Behind the global tech powerhouse of the world’s Smartest City

The suite life of the hotel industry

World-class medical diagnostics for Africa

T R AV E L GUIDE

COCA-COLA SABCO MOZAMBIQUE Iconic and impactful brands and beverages

SYRAH RESOURCES LTD

Putting Mozambique on the map for global EV development

CYPRUS

GENIE ENERGY LTD

BATCHFIRE RESOURCES

Mediterranean escapism in the Land of Aphrodite

Advancing the solar generation

F E AT U R E

MOELLER AEROSPACE

PACTIV EVERGREEN

VAN MOER LOGISTICS

On a trajectory of expansion, Batchfire Resources is the low-fugitive emission energy coal producer pursuing plans for Net Zero

Sustainability and innovation in food and beverage packaging

Gideon Burger, CEO of Axiology Labs discusses providing top quality laboratory products for life science solutions across Africa

quality laboratory products for life science solutions across Africa Gideon Burger, CEO of Axiology Labs discusses providing top

Innoquest Diagnostics is moving forward as one in pursuit of transformative healthcare. Ginny Foo, CEO, gives us the details

Donavan Hutchinson, MD of SHI UK, tells us how how organisations are being empowered to adapt to changing business models and workplace strategies

LTD RESOURCES SYRAH

transformative healthcare. Ginny Foo, CEO, gives us the details Innoquest Diagnostics is moving forward as one in pursuit of

empowered to adapt to changing business models and workplace strategies Donavan Hutchinson, MD of SHI UK, tells us how how organisations are being

brands and beverages Iconic and impactful

MOZAMBIQUE SABCO COCA-COLA

RESOURCES BATCHFIRE

From quaint fishing village to bustling resort getaway

EVERGREEN PACTIV

AEROSPACE MOELLER

RE S US

We go Behind the Lens with culinary storyteller, Karolina Wiercigroch

VALLARTA PUERTO From quaint fishing village to bustling resort getaway

gas turbine technology discovery in air travel and industrial Ascending to new heights of

beverage packaging innovation in food and Sustainability and

TRAVEL GUIDE

PUERTO VALLARTA

We go Behind the Lens with culinary storyteller, Karolina Wiercigroch

of modern infrastructure investment Expert Eye, Amanda Li, discusses the unsustainable nature

LOGISTICS MOER VAN

pursuing plans for Net Zero is the low-fugitive emission energy coal producer On a trajectory of expansion, Batchfire Resources

Charting cleaner waters for the Adriatic

Expert Eye, Amanda Li, discusses the unsustainable nature of modern infrastructure investment

leading sustainable logistics in Belgium Founder and CEO, Jo Van Moer, discusses

EV development on the map for global Putting Mozambique

YACHTING’S SUSTAINABLE REVOLUTION

Ascending to new heights of discovery in air travel and industrial gas turbine technology

Founder and CEO, Jo Van Moer, discusses leading sustainable logistics in Belgium

waters for the Adriatic Charting cleaner

REVOLUTION SUSTAINABLE YACHTING’S

GUIDE TRAVEL

F E AT U R E

solar generation Advancing the

Land of Aphrodite escapism in the Mediterranean

ENERGY LTD GENIE

CYPRUS GUIDE T R AV E L

diagnostics for Africa World-class medical

AFRICA LANCET CERBA

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WELCOME FROM THE EDITOR

EDITORIAL Head of Editorial: Jack Salter jack.salter@outlookpublishing.com Editor: Lucy Pilgrim lucy.pilgrim@outlookpublishing.com Editor: Ed Budds ed.budds@outlookpublishing.com Editor: Lily Sawyer lily.sawyer@outlookpublishing.com Junior Editor: Rachel Carr rachel.carr@outlookpublishing.com Junior Editor: Lauren Kania lauren.kania@outlookpublishing.com

PRODUCTION Production Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com Designer: Louisa Martin louisa.martin@outlookpublishing.com Production Manager: Megan Cooke megan.cooke@outlookpublishing.com Digital Marketing Manager: Fox Tucker fox.tucker@outlookpublishing.com Web Editor: Oliver Shrouder oliver.shrouder@outlookpublishing.com Social Media Executive: Jake Crickmore jake.crickmore@outlookpublishing.com

BUSINESS Chief Executive Officer: Ben Weaver ben.weaver@outlookpublishing.com Managing Director: James Mitchell james.mitchell@outlookpublishing.com Chief Commercial Officer: Nick Norris nick.norris@outlookpublishing.com Regional Director: Joshua Mann joshua.mann@outlookpublishing.com

BUSINESS DEVELOPMENT DIRECTOR Thomas Arnold thomas.arnold@outlookpublishing.com

TRAINING & DEVELOPMENT DIRECTOR Marvin Iseghehi marvin.iseghehi@outlookpublishing.com

SALES & PARTNERSHIPS MANAGER Donovan Smith donovan.smith@outlookpublishing.com HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Deane Anderton deane.anderton@outlookpublishing.com PROJECT MANAGERS Felix Revell felix.revell@outlookpublishing.com Cameron Lawrence cameron.lawrence@outlookpublishing.com ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Suzie Kittle suzie.kittle@outlookpublishing.com Finance Assistant: Victoria McAllister victoria.mcallister@outlookpublishing.com

CONTACT Healthcare Outlook First Floor, Norvic House, 29-33 Chapelfield Road Norwich, NR2 1RP, United Kingdom. Sales: +44 (0) 1603 363 631 Editorial: +44 (0) 1603 363 655 SUBSCRIPTIONS Tel: +44 (0) 1603 363 655 alex.tuck@outlookpublishing.com www.healthcare-outlook.com Like us on Facebook: facebook.com/healthcareoutlookmag Follow us on Twitter: @hc_outlook

The Full Spectrum of Care Welcome to our third edition of Healthcare Outlook. Our final issue of 2023 provides comprehensive coverage of North Shore University Hospital (NSUH), the cover star and regional US health hub that cares for over 90,000 patients every year across Long Island, New York City, and beyond. Celebrating its 70th anniversary this year, NSUH takes great pride in serving its surrounding communities, even as it has grown into a regional and national destination for outstanding medical care. Indeed, there are visible signs of growth at NSUH, whose ambition to deliver the full spectrum of specialty care and the best clinical outcomes has been driven to new heights. Our exclusive, in-depth interview with Dr. Jeffrey Kuvin and Dr. Alan Hartman, two key NSUH figures who epitomise the passion and tenacity that those at the top of the healthcare industry must possess to succeed in this competitive field, delves into how the hospital proudly works to consistently meet the needs of the community with a wide range of highly-rated medical, surgical, and wellness services. “The healthcare industry is an exciting place to work; technological and pharmacological advances are increasing and improving at an exhilarating pace,” enthuses Dr. Hartman. There are equally exciting advancements at Moog Medical, whose infusion and enteral feeding pumps provide precise fluid delivery and relief to many people afflicted with various maladies. As part of its working philosophy, we discover how the company’s facilities have emphasised lean techniques and continual improvement. “Over the past 10 years or so, the integration of lean enterprise into our way of working has been a top priority,” emphasises Mike Henderson, Vice President and General Manager. Elsewhere, we learn about the vital service that National Bioproducts Institute (NBI) provides in South Africa. Nestled in an unassuming corner of Pinetown’s Paradise Valley, NBI has produced much-needed plasma-derived products for more than three decades. “Our small but growing biotechnology department specialises in monoclonal antibody development together with the production of near-patient test kits, and in doing so has gained an impressive reputation,” says Shanay Singh, Head of Business Development. With a variety of exclusive corporate stories from across the healthcare industry to probe in this latest issue, we hope that you enjoy your read. Jack Salter Head of Editorial, Outlook Publishing Healthcare Outlook Issue 3 | 3

C O N T E N T S

30 NSUH’s SkyHealth helicopter transport

REGULARS

6 NEWS Around the healthcare sector in seven stories

8 EXPERT EYE Diffusing the aging time bomb with digital health

B U S I N E SS I N S I G H TS

14 Revolutionary Roll-out Landmark introduction of new diabetes treatment

18 Inculcating an Innovative Culture Singapore’s largest purpose-built innovation centre

TO P I C A L F O C U S

4 | Healthcare Outlook Issue 3

24 The Inequitable Impact of Crowdfunding Shaping intentions to act collectively for healthcare reform

HEALTHCARE OUTLOOK CONTENTS

100 Bestmed Medical Scheme

F E AT U R E S

28 SHOWCASING LEADING

A Culture of Care Thoughtfully providing personalised medical aid

COMPANIES

Tell us your story and we’ll tell the world

108 National Institute for Communicable Diseases

NO RT H AMERICA

30 North Shore University Hospital Critical Care when it Matters Most Top-quality care in the community and beyond

70 Moog Medical Life-Enhancing Performance Pumps Infusion therapy and enteral feeding systems that impact lives

78 A.C.Camargo Cancer Center The Best of Brazilian Oncology Treating complex cancer cases from across Brazil

Caring for the South African Community The centres and laboratories serving public health

114 GE Healthcare Innovating Healthier Possibilities The evolution of healthcare is underway

86 Shepherd Center Extraordinary Care for Extraordinary Outcomes The nationally-ranked rehabilitation hospital

AFRICA

94 National Bioproducts Institute 70

The Power of Plasma Manufacturing a healthier future

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NEWS

Around the healthcare sector in seven stories… TOXIC SMOG THREATENS HEALTH

OZEMPIC SUPPLY SAGA

MAJOR CITIES ACROSS South Asia, including Lahore, Delhi, Jakarta, and Dhaka, have suffered pollutionfuelled smog in recent weeks. The worst affected areas are Lahore and Delhi, which reported readings of 372 and 302 on the Air Quality Index (AQI) this month, respectively. The AQI measures air quality levels based on the concentration of lungdamaging airborne particles. Levels over 301 are considered hazardous, whilst scores over 101 can negatively impact children, the elderly, and those with respiratory conditions. Tens of thousands have fallen sick across South Asia, whilst schools, markets, and parks have been forced to shut in some countries for extended periods.

IN RECENT WEEKS, Danish drug company Novo Nordisk (Novo) revealed serious drug supply shortages in Britain, Germany, Belgium, and the US. Novo is responsible for the development of the type 2 diabetes treatment Ozempic, which features the sought-after base ingredient semaglutide, known for its rapid weight loss capabilities. In particular, Ozempic has been misused in many countries, as users stockpile the medication for speedy weight loss. This has led to supply issues for patients in genuine medical need of the drug, especially in the US and UK. Novo has recently announced a projected USD$2 billion spend this year to boost its output of semaglutide, to address supply issues.

WESTERN AUSTRALIA MASK MANDATE AUTHORITIES IN WESTERN Australia (WA) have announced plans to reintroduce mandatory facemasks at hospitals in the state’s major cities following a recent spike in COVID-19 cases. Staff and patients in Perth hospitals will be required to wear surgical masks in high-risk clinical 6 | Healthcare Outlook Issue 3

areas from 20th November 2023. This includes intensive care, haematology, oncology, organ transplant, and renal dialysis units. WA Chief Health Officer, Dr Andy Robertson, revealed that COVID-19 cases had increased steadily in the state since early September. In recent weeks, over 500 new cases of COVID-19 were reported, 57 of which were admitted to hospital.

CHINA CANCER DRUG APPROVED A SHANGHAI-BASED BIOPHARMACEUTICAL company has recently announced the approval of its cancer drug in the US. Fruquintinib, which is used to treat metastatic colorectal cancer, was approved by the US Food and

Drug Administration (FDA) on 8th November 2023. Strong demand for the treatment has arisen due to the high death rate of the disease. Fruquintinib has been implemented to alter this statistic. The drug is expected to receive approval for use in Europe and Japan in 2024.

COUGH SYRUP SCANDAL IN THE GAMBIA, over 70 children were reportedly killed last year due to the importation of substandard cough syrups from India. The World Health Organisation (WHO) has commented that the supposed medicine contained unacceptable levels of toxins, including diethylene glycol (DEG) and ethylene glycol (EG), commonly found in brake fluid and windshield wipers. The pharmaceutical company in question, Maidean Pharmaceuticals Ltd, has denied responsibility for the toxins in its products, following tests by Indian health authorities that reportedly revealed no contaminants. Parents of the 70 affected children have recently come together to campaign against the Gambian government for justice.

SICKLE CELL TREATMENT GETS THE OK

BAYER BLOOD THINNER BLUNDER GERMAN COMPANY BAYER has recently been forced to abort a latestage clinical trial for their new heart disease drug, asundexian, due to discrepancies over its efficacy. The pharmaceutical unit of the company has faced a series of blows over the last decade, including a joint payout of USD$775 million for its previous blood-thinning medication, Xarelto, which reportedly caused excessive bleeding episodes in some patients. The company, well-known for producing Aspirin, faces a EUR€5 billion setback as a result of the

cancellation of asundexian. Looking forward, to recalibrate the company Bayer is considering separating non-prescription medicines from its wider ‘pharma’ unit.

CASGEVY HAS BEEN hailed as a revolutionary new drug to treat sickle cell disease and transfusiondependent β-thalassemia. After a rigorous assessment of its safety, the drug has been authorised by the Medicines and Healthcare products Regulatory Agency (MHRA) for patients aged 12 and over in the UK. The medicine utilises the gene-editing tool CRISPR. This works by editing a faulty gene in a patient’s bone marrow so the body can independently produce functioning haemoglobin. The results of the treatment have the potential to be life-long, massively benefitting patients who suffer from sickle cell disease and transfusion-dependent β-thalassemia, who typically require blood transfusion procedures every three to five weeks. Healthcare Outlook Issue 3 | 7

EXPERT EYE BLUEBRIX

Diffusing the Aging Time Bomb with Digital Health With people living longer than ever before, Shameem Hameed, CEO of digital health platform blueBriX, assesses the increasing demand for health services among older populations Written by: Shameem C Hameed, Founder and CEO, blueBriX

ife expectancy in Western countries has increased over the past several decades and will continue to rise. Some 17 percent of people living in the US, or more than one in six, were 65 or older in 2020, according to a report from the Administration on Aging. That represents 55.7 million people, an increase of 15.2 million people (38 percent) aged 65 and above since 2010, compared with just two percent growth in the under-65 population. It also reflects a consistent increase in 8 | Healthcare Outlook Issue 3

the nation’s older population since 1900, when there were 3.1 million Americans aged 65 and older (four percent of the population). Meanwhile, in the UK, more than one in five people are already over 60 – a number expected to increase from 14.9 million in 2014 to 18.5 million in 2025 . There is also an increase in the number of ‘oldest old’ around the world, with approximately six million people aged 80 or older living in developing countries. This is predicted to rise to around 121 million

people by 2030, an increase of 82 percent in just 15 years.

OVERSTRETCHED GOVERNMENT SPENDING Whilst living longer than ever before is a major achievement of modern science and healthcare, these permanently older populations drastically increase the demand for health services. As a result, health spending across the Western world is at an all-time high. Chronic disease is also a key cost driver, and the National Council of Ageing (NCOA) reports that patients with multiple chronic diseases make up two-thirds of healthcare costs and a full 93 percent of medical care spending.

According to research by the Nuffield Trust, more than two-fifths of health spending in the UK is devoted to people over 65 – a figure that is only likely to increase with the nation’s ageing demographic. However, the challenges of improving care for an ageing population are not unique to the West, as developing countries around the world are facing similar pressures on their health services. According to research, in an emerging economy like Thailand, if life expectancy rises to 80 as forecast by 2055, and consumption taxes – including value-added taxes, duties, and other indirect taxes – are used to balance the budget, healthcare spending as a share of GDP is expected to increase from 5.5 percent to 12 percent.

THE DIGITAL HEALTH REVOLUTION Before the COVID-19 pandemic, the expansion of digital health services became stagnated, including the decreased use of medical apps on smartphones and wearables. However, the pandemic and subsequent

lockdowns made consumers re-embrace telehealth. 62 percent of people are now open to using virtual health services, with 57 percent also open to remotely monitoring health conditions using an in-home device. The response to the pandemic has also seen a massive shift towards telemedicine replacing face-toface contact, and devices such as e-stethoscopes, connected blood pressure monitors, and connected pulse oximeters are readily available for clinics and surgeries to provide to patients for short-term use at home. A recent study from Allied Market Research also highlights the growth in demand for patient-centric mobile apps and digital health technology, and predicts the market value will grow to USD$64 billion by 2027. Clearly, the approach to using digital tools in healthcare provision is undergoing a substantial and rapid shift, but despite these leaps, not enough attention is being given to ageing as a chronic disease, and how technology can be used to transform geriatric care and alleviate mounting pressures.

DIGITAL TECHNOLOGIES FOR THE AGEING POPULATION The use of digital technologies, such as wearables, could offer options to monitor older patients continuously, remotely, and conveniently without affecting their safety or autonomy. Technology can also be used to provide more accurate and up-todate health reports, so caregivers can make better decisions about whether to administer medications or treatments. This could be particularly significant for the growing numbers of elderly patients receiving at-home care and support amidst declining numbers of nursing homes – as detailed in a recent report by the Wall Street Journal. For those with more chronic health conditions, wearable devices can effectively track the impact of ongoing treatments, while also generating instantaneous alarms should the patient suffer a stroke, heart attack, or fall. However, one of the main challenges in driving the widespread implementation of digital technologies for the ageing population is that the majority still like to receive medical attention and/or support in person. To ensure adherence, healthcare providers therefore need to establish ease of adoption and use to quickly showcase the benefits of digital health. For example, by using technology, healthcare providers can effectively Healthcare Outlook Issue 3 | 9

EXPERT EYE BLUEBRIX

CHALLENGE OF THE CENTURY

streamline inefficient processes within an elder care setting, reducing the time spent on unnecessary tasks while ensuring elders are receiving the best possible care. Telemedicine can be especially beneficial for elderly individuals who have mobility issues or live in remote areas, allowing them to receive medical care remotely through video or phone consultations with healthcare providers. In addition, wearable devices, such as fitness trackers and smartwatches, can help older patients track their health and wellness, and alert caregivers if there are any concerns, therefore ensuring patients feel more actively engaged and involved in their own well-being. Finally, robotics technology can be used in a variety of applications in elderly care, including assistive robots that can help with tasks such as medication reminders and physical therapy, as well as social robots that can provide companionship and engagement. These are just some of the ways digital health can be used to ensure the best quality of care for elderly patients and, in turn, reduce the financial burden placed on healthcare facilities by the rapidly ageing population. 10 | Healthcare Outlook Issue 3

LOW AND NO-CODE DIGITAL PLATFORMS In the wider healthcare setting, organisations are increasingly turning to technology solutions to realise their digital health vision. Low-code and no-code platforms have proven to be extremely effective in helping improve medical services and clinical outcomes, without the huge financial and resource investment required to develop new technological solutions from scratch. Using these applications, medical providers can create bespoke solutions for elderly patients, using low amounts of coding (or even no coding at all) which are easy to build, manage, and scale. Drag-and-drop functionalities and pre-built templates can further simplify the process and enable them to build custom applications that allow for clearer communication between patients and physicians, such as intuitive portals that enable patients to remotely update their medical histories in preparation for video check-ups. Ultimately, in leveraging the power of low-code and no-code digital health platforms, healthcare providers can not only enhance the level of care delivered to ageing populations, but also significantly reduce the cost of delivery in the process.

Ageing populations are one of the 21st century’s biggest challenges, and it means there are more people who need medical care than ever before. National health systems have no choice but to adapt in order to provide adequate and affordable solutions, and digital technology offers a golden opportunity to reimagine how we can support and empower geriatric patients to lead fulfilling and healthy lives. Innovation, driven by digital technology, is key to relieving the increasing pressures placed on national health systems, social care, and other public services. By embracing technological advancements, the medical sector can evolve its approach to identifying and managing the long-term conditions associated with ageing, improve the patient experience, and empower the elderly population to live longer and healthier lives.

ABOUT THE EXPERT Shameem C Hameed is the Founder and CEO of blueBriX, an innovative, low-code and no-code regulatory compliant platform for digital health, which enables the fast and effective build of new solutions, from ideation to scale.

bluebrix.health

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Brand new exclusive content, delivered safely to your inbox Adding to its growing family of regional titles; Africa Outlook, EME Outlook, APAC Outlook, North America Outlook, and sector titles; Mining Outlook and Manufacturing Outlook – Outlook Publishing is proud to announce the birth of a digital magazine and web platform for the healthcare sector. As organisations worldwide must navigate a new healthcare landscape defined by technological innovation in the wake of the COVID-19 pandemic, now is the time to showcase the strides being taken in this critical sector. A multi-channel brand, Healthcare Outlook will bring you the positive developments driven by organisations across the healthcare industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered safely to your inbox with a bi-weekly newsletter. Through this compelling new venture, we intend to foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

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V I T R I N I T E

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ISIPANI CONSTRUCTION

Successful projects across the Western Cape

LETŠENG DIAMONDS

WALKINSHAW GROUP

The jewel in Lesotho’s crown

Driving in the DNA

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SHOWCASING STATE-OF-THE-ART HYDROPOWER Tente Tente, Chief Executive of the Lesotho Highlands Development Authority enlightens us about recent developments in hydropower and water transfer

MARTINUS

Creating nextgeneration railways

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The convenient choice for primary healthcare services in Singapore

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Investment opportunities in South African mining

Offering access to a unique global network, reaching hundreds of destinations, and carrying thousands of shipments a day

Championing the voices of its members, communicating the industry’s needs, and highlighting the importance of renewable infrastructure

KESTREL COAL RESOURCES The value-driven mining company envisioning a future for responsible resources

Muzi Shange, Chief Operations Officer of Richards Bay Industrial Development Zone Company (SOC) Ltd, reveals the impact of its megaprojects Zone Company (SOC) Ltd, reveals the impact of its megaprojects Muzi Shange, Chief Operations Officer of Richards Bay Industrial Development

A global leader in the design, engineering, development, and marketing of performance vehicles

Michael Peither, CIO and co-Founder of VoltStorage GmbH, reveals the company’s innovative battery storage solutions spearheading the renewable power sector

Sphere, a model for renewable energy use, is a next-generation entertainment medium revolutionizing the future of live events

Speaking to Chief Executive of QRC, Ian Macfarlane, we learn about the association’s tenacious efforts towards achieving net zero by 2050

PIERLUIGI PARACCHI, Executive Committee Member at Federchimica Assobiotec, discusses leading the industry to a sustainable and safer society

Marija Dukovska-Pavlovska, General Manager of Makstil, speaks about the company’s environmentally-friendly steel production practices

innovative battery storage solutions spearheading the renewable power sector Michael Peither, CIO and co-Founder of VoltStorage GmbH, reveals the company’s

entertainment medium revolutionizing the future of live events Sphere, a model for renewable energy use, is a next-generation

the association’s tenacious efforts towards achieving net zero by 2050 Speaking to Chief Executive of QRC, Ian Macfarlane, we learn about

Assobiotec, discusses leading the industry to a sustainable and safer society PIERLUIGI PARACCHI, Executive Committee Member at Federchimica

about the company’s environmentally-friendly steel production practices Marija Dukovska-Pavlovska, General Manager of Makstil, speaks

GROUP WALKINSHAW development, and marketing of performance vehicles A global leader in the design, engineering,

a renewed strategy to meet the needs of patients Strengthening the healthcare system and developing

accelerate the brand’s growth beverage and shares his plans to benefits of a health-boosting Drink, promotes the cognitive Jonny Harrison, CEO of Shine+

for responsible resources company envisioning a future The value-driven mining

generation railways Creating next-

MARTINUS

crown The jewel in Lesotho’s

Driving in the DNA

GROUP WALKINSHAW

DIAMONDS LETŠENG

the Western Cape Successful projects across

CONSTRUCTION ISIPANI

RESOURCES COAL KESTREL

infrastructure of renewable the importance and highlighting industry’s needs, communicating the voices of its members, Championing the

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HOSPITAL GROOTE SCHUUR

Tell us your story, and we’ll tell the world hydropower and water transfer enlightens us about recent developments in Lesotho Highlands Development Authority Tente Tente, Chief Executive of the

HYDROPOWER STATE-OF-THE-ART SHOWCASING

TECHNOLOGY ENERGY AND CLEAN FOR RENEWABLE ASSOCIATION

thousands of shipments a day of destinations, and carrying network, reaching hundreds Offering access to a unique global

REA:

mining in South African opportunities Investment

RESOURCES NDALAMO

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mining Australian Advancing

COAL COKING BOWEN

P E M B R O K E

WALKINSHAW GROUP

GROOTE SCHUUR HOSPITAL

Strengthening the healthcare system and developing a renewed strategy to meet the needs of patients

Andreas Foerster, General Manager, tells us how BBS Automation’s forward-thinking automated assembly and testing systems are providing cutting-edge solutions automated assembly and testing systems are providing cutting-edge solutions Andreas Foerster, General Manager, tells us how BBS Automation’s forward-thinking

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Issue 1

NDALAMO RESOURCES

ASSOCIATION FOR RENEWABLE ENERGY AND CLEAN TECHNOLOGY

Jonny Harrison, CEO of Shine+ Drink, promotes the cognitive benefits of a health-boosting beverage and shares his plans to accelerate the brand’s growth

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AWC I N C O R P O R AT E D / S A F E B OAT S I N T E R N AT I O N A L

PARABELLUM INTERNATIONAL

ONECARE MEDICAL

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R E VO L U T I O N A RY R O L L- O U T The NHS recently announced the nationwide roll-out of an innovative diabetes treatment, designed to automate insulin management and sustain healthy blood glucose levels. We detail how this can transform the lives of people who suffer from type 1 diabetes Writer: Lily Sawyer

landmark announcement by the National Institute of Health Care and Excellence (NICE) has outlined details of who will be offered hybrid closed-loop (HCL) technology to treat type 1 diabetes in England and Wales, and how it will become established over the coming years. Thousands of people living with the condition could be offered the 14 | Healthcare Outlook Issue 3

wearable technology to assist them in managing their health, following the publication of the guidance from NICE earlier this month. Often recognised as an ‘artificial pancreas’, the HCL systems work by linking an insulin pump and a continuous glucose monitor (CGM) with a computer algorithm. By continuously monitoring glucose levels in the body, the

innovative technology can automatically administer the correct amount of insulin, based on blood sugar readings. In doing so, the HCL system is constantly able to keep blood glucose levels within a safe and healthy range. It is hoped that a mass roll-out of the HCL system for type 1 diabetes sufferers in the UK will decrease the need for regular finger prick testing,

FEATURE TECHNOLOGY

or the necessity for self-administered insulin injections to control blood sugar levels, due to the automated nature of the technology. Manual input will still be required in some cases, such as when eating or doing exercise. However, compared to widely used diabetes management treatments, such as insulin injections and carbohydrate counting, the freedom and autonomy that the HCL system offers is second to none. In short, this new technology will be life-changing for many long-term sufferers of type 1 diabetes.

ADDRESSING A HOST OF ISSUES Those who suffer from type 1 diabetes are constantly at risk of becoming hyperglycaemic or hypoglycaemic, depending on their blood sugar levels. This occurs when a person’s blood glucose levels become too high (hyper) or too low (hypo). Blood glucose levels can only be regulated by administering insulin. The aim of treatment is to control hyperglycaemia due to there being little or no insulin production from the pancreas, and avoid hypoglycaemia, as both extremes are considered dangerous. Left untreated or poorly controlled, type 1 diabetes can lead to longterm health complications including disabling hypoglycaemia, strokes, heart attacks, blindness, amputations, and kidney problems. Around 10 percent of the entire NHS budget is currently spent on treating diabetes and associated health complications. At a time of national economic strain, this figure presents an important issue to address. Therefore, it is paramount that NICE focuses on obtaining and developing the most cost-effective and efficient technologies available. By investing in HCL systems, NICE seeks to present type 1 diabetes sufferers with a long-term, affordable treatment option, capable of keeping their blood glucose levels within

the recommended range without constant intervention. As a result, people with type 1 diabetes are less likely to develop complications, saving the NHS money in the long term. Meanwhile, the question of equality and fair distribution has been debated since the draft recommendations for the roll-out were introduced by NICE in January this year. Initially, the HCL system was to be offered to those that struggle to maintain HbA1c levels of 6.5 percent (48 millimoles per mole (mmol/mol) or below). In January, Diabetes UK called for this figure to be adjusted to include those who have an HbA1c of 7.5 percent (58 mmol/mol) or higher – taking into consideration risks associated with hypoglycaemia and broadening the eligibility criteria for patients overall. Furthermore, Diabetes UK and other charities have called for people with disabilities and their carers to be educated on how to use the HCL system safely. An approved structured education programme was subsequently proposed to implement this knowledge. The most recent NICE recommendations gladly reflect these changes, as will the upcoming final publication of the guidance in December 2023.

HCL FUNDING Currently, a single HCL insulin pump can cost between £2,000 and £3,000. Additionally, essential equipment required for its yearly upkeep costs around £1,500; individuals who suffer from type 1 diabetes could therefore be spending up to £4,500 per year on the technology. However, despite the considerable costs of HCL technology, NICE assessed that the treatment still results in considerable cost savings over the course of a patient’s lifetime, due to a reduced risk of commonly associated conditions such as blindness or kidney failure. It is also proven to extend life expectancy. Following NICE’s proposed public roll-out of HCL technology in England and Wales, the NHS has announced funding worth £2 million for a pilot run. This funding equates to

FEATURE TECHNOLOGY

approximately 1,000 eligible people living with type 1 diabetes in England being offered the HCL technology on the NHS. Yet, there are over 150,000 living with type 1 diabetes in England alone. Many believe that significantly more funding must be made available to supplement the offering of HCL on the NHS. With the help of over 2,000 campaigners, Diabetes UK, alongside others, called for additional funding to be provided to support the roll-out. Recent funding campaigns seek to enable the NHS to offer HCL systems widely, fairly, and sustainably. Those fighting this issue wish to avoid potential geographical bias seen in roll-outs of the past, such as the implementation of the insulin pump in the 1970s, and overcome possible limitations to treatment access.

WHAT HAPPENS NEXT? NICE’s recommendations are the result of a three-year process that 16 | Healthcare Outlook Issue 3

involved extensive consultation with stakeholders and medical trials to assess the benefits of the technology, but these recommendations are just the beginning. The HCL system means significant changes to the way specialist diabetes services are delivered. To manage workforce pressures and

ensure people are supported in using the technology safely, a phased fiveyear implementation plan has been developed. Managing the roll-out gradually is designed to help the NHS deliver the technology in a way that offers the greatest benefit to people who are most in need of the treatment.

FEATURE TECHNOLOGY

WHO HAS HCL BEEN RECOMMENDED FOR? Under the new recommendations, the HCL technology has been recommended for adults living with type 1 diabetes who sustain extremely high glucose levels, or have disabling hypoglycaemia, despite best possible management with one of the following: • Continuous subcutaneous insulin infusion (CSII), otherwise known as an insulin pump • Real-time CGM • Intermittently scanned continuous glucose monitoring HCL has also been recommended for: • Children and young people under the age of 18 living with type 1 diabetes • People living with type 1 diabetes who are pregnant or planning a pregnancy The guidance goes on to recommend that HCL systems should only be used with the support of a trained multidisciplinary team that is experienced in insulin pumps and continuous glucose monitoring in type 1 diabetes.

As part of this plan, priority will initially be given to children and young people under the age of 18 and women who are pregnant or planning a pregnancy – where the need to optimise care is often highest. Existing insulin pump users interested in upgrading to HCL technology will be accommodated once there

is a greater capacity to treat more people. This means that not everyone eligible will have immediate access to the HCL system, however, the phased implementation of the technology is set to be managed in a way that will ensure fairness and adapt to local circumstances.

The roll-out will also be subject to regular monitoring through an oversight group set up by NHS England. Diabetes UK will be part of this group, which has been established to assess data and create reports to ensure that access and uptake of HCL is fair and not driving inequalities. Healthcare Outlook Issue 3 | 17

Participants of the CHI Fellowship in Healthcare Innovation and Leadership inside the Siriraj Mobile Stroke Unit as part of their immersion programme at Faculty of Medicine Siriraj Hospital, Mahidol University in Thailand.

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I N C U LC AT I N G A N

I N N OVAT I V E C U LT U R E We find out more about Singapore’s largest purpose-built innovation centre with Associate Professor Tan Cher Heng, Executive Director of the Centre for Healthcare Innovation Writer: Jack Salter

ommitted to transforming healthcare, the Centre for Healthcare Innovation (CHI) was founded in 2016 on the concept of co-learning and collaboration. Driven by its three thrusts – promoting a culture of innovation through thought leadership, achieving better health and healthcare by enabling workforce transformation, and catalysing value-based outcomes by effecting systems-level change – CHI and its network of like-minded local and international partners create thought leadership as well as co-build initiatives and programmes to inculcate a culture of innovation within healthcare. Strengthened by this network, CHI has been able to customise and design signature programmes that aim to build a sustainable workforce via new andragogy and paradigms for communities of carers and patients. To catalyse value-based outcomes and effect systems-level change, CHI’s impactful platforms and initiatives drive innovation adoption and knowledge translation, consequently

Healthcare Outlook (HO): What is your current take on the healthcare industry in Singapore?

Associate Professor Tan Cher Heng

giving the healthcare community quicker access to the latest innovations. Associate Professor (A/Prof) Tan Cher Heng, Executive Director of CHI, discusses bringing innovation to life to ensure better health and social outcomes for all.

A/Prof Tan Cher Heng, Executive Director (TCH): Singapore healthcare has always been known for its high quality standards and efficient use of resources. Post-COVID-19 pandemic, we are facing manpower shortage issues more than ever before. The Singapore government plays a critical role in ensuring there are sufficient resources to support the evergrowing demands for healthcare by an ageing population with a rising burden of chronic diseases. We have thus pivoted towards population and preventive health as a long-term effort to “bend the sharply rising cost curve”. It would be exciting to see the positive transformation that this would bring about. HO: How do strategic partnerships ensure better health and social outcomes for all? TCH: From the perspective of a Healthcare Outlook Issue 3 | 19

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healthcare provider, we believe in developing the innovators and leaders of tomorrow to match the demands of future healthcare. We work with the likes of Singapore’s Nanyang Business School, as well as our international partner, Faculty of Medicine Siriraj Hospital, Mahidol University in Thailand, to deliver on these programmes. To increase the adoption of new innovations that could democratise care and increase access of care to the population, we are working to bring solutions into play through the CHI Start-up Enterprise Link (CHISEL) InnoMatch programme with Singapore’s healthcare clusters – Singapore Health Services, the National University Health System, and the National Healthcare Group. The CHISEL InnoMatch programme is funded by the Temasek Foundation and Singapore’s Ministry of Health (MOH). To develop communities of practice in innovation and improvement, we are setting up the CHI Learning and Development platform, an MOHsupported initiative that will bring practitioners together on a common digital platform to share best practices and lessons from their own innovation journey. Underlying these efforts are our larger transformation goals of bringing community care providers to work closely with our practitioners to effect health and social change through CHI’s Health and Social Change Academy (HSCA), which was launched in July this year. HO: Can you tell us more about CHI as a purpose-built innovation centre for healthcare? TCH: CHI is an exciting nine-storey conference, training, and innovation building that aims to transform our healthcare workforce to be futureready. The 25,000 square metre (sqm) building is Singapore’s largest purpose-built innovation centre with MICE facilities, simulation and 20 | Healthcare Outlook Issue 3

innovation labs, and engagement spaces. These spaces support our programmes and events that provide opportunities for cross-learning that ultimately lead to workforce transformation. We have been working hard to build technological capabilities to support the work of our innovators, such as with the establishment of the 3D printing centre, telehealth pods, and virtual reality (VR) lab. In Innospace and the CHI Living Lab, we bring together lean and design

methodologies to engineer process change for transformation. HO: Can you expand upon CHI’s mission to engage like-minded institutions and agencies to colearn and co-create new healthcare innovations and new ways of learning? TCH: We believe that there is no monopoly to knowledge and that the best way to innovate in a sustainable manner is to “learn, share, and do”.

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Therefore, we place great emphasis on the relationships that we build with other stakeholders in the innovation ecosystem, ranging from academia to industry, agencies, and other healthcare providers. We seek to create a borderless network in which there will be ample cross-adoption of great solutions to accelerate the speed at which value is created, but also cross-learning of failures so that mistakes need not be unnecessarily repeated. HO: Can you also tell us more about CHI’s purpose of spearheading change towards sustainable, valuebased systems?

To enable staff to train more effectively, CHI augmented microlearning with VR experiential training

TCH: To deliver value and outcomes at scale and in a sustainable manner, CHI takes on a systems approach with the Innovation Cycle, an iterative framework of “Plan-Do-Study-Act”. The three stages of the cycle are: - Redesign care/process to optimise value for patients and reduce waste. - Introduce automation, IT, and robotics for simple, repetitive, but necessary jobs to free up manpower. - Review and redesign current roles through job upskilling, substitution, and job value expansion to anchor higher value-added capabilities. HO: How does CHI groom the next generation of healthcare professionals through interactive learning, teaching, and offering research opportunities?

3D Printing Centre

TCH: As alluded to above, we have programmes that seek to transform our workforce to meet the health system of tomorrow. These are exemplified by:

programme is practice-based and combines professional development, coaching, peer and experiential learning, and immersions into other healthcare systems in Singapore and beyond.

CHI Fellowship in Healthcare Innovation and Leadership Designed around the three stages of the CHI Innovation Cycle, the

CHI Healthcare Advanced Management Programme (CHAMP) The environment confronting business leaders of today continues

to be volatile. To be successful, leaders need to consider new ways of making decisions and motivating people. CHAMP will engage, enable, and empower healthcare leaders through collective leadership and learning, that will equip them with the knowledge, skills, and abilities to transform healthcare. The programme is in partnership with the Nanyang Business School. Healthcare Outlook Issue 3 | 21

“ F R O M T H E P E R S P E C T I V E O F A H E A LT H C A R E P R OV I D E R , W E B E L I E V E I N D E V E LO P I N G T H E I N N O VAT O R S A N D L E A D E R S O F T O M O R R O W T O M AT C H T H E D E M A N D S O F F U T U R E H E A LT H C A R E ” – A / P R O F TA N C H E R H E N G , E X E C U T I V E D I R E C T O R , C E N T R E F O R H E A LT H C A R E I N N O VAT I O N

Centre for Healthcare Innovation Programme This funding programme takes a broad perspective and multi-level approach to drive innovation in healthcare to benefit and enhance the health of our patients and the population we serve. It funds and supports healthcare innovation in collaboration with its partners through five tracks – Strategic Training, Innovation, Community Enabling, Strategic Innovation, and Strategic Research. 22 | Healthcare Outlook Issue 3

Research Talent Development The Research Talent Development capability within CHI includes facilitation of sharing research ideas, guidance, support, and forming connections between our investigators and experts of relevant research domains. Individualised mentoring and continued training are an integral part of talent development, through which the career aspirations of contemporary researchers are realised across all levels.

There are currently two programmes that work toward this strategic mission and take control of the entire research talent lifecycle at Tan Tock Seng Hospital (TTSH): o Fostering Research through Active Mentoring and Engagement (FRAME) Programme – A holistic institutional mentoring programme, specifically designed for mid-career researchers, who have established a publication record and won at least one intramural research grant as principal investigator.

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Launch of HSCA with Minister for Health, Ong Ye Kung

to extend VR to learners beyond the community to benefit residents and partners, bringing care delivery beyond the hospital. HO: What about Singapore’s first HSCA, which was recently launched by CHI?

CHI building

o Support to Aspiring Research Talent (START) Programme – Aims to provide exposure to research through training and project experience. VR Training Series VR training allows for more immersive and engaging learning experiences, which can lead to better memory recall and retention. The first scenario to kick off the training series was a lifelike VR simulation of the bloodtaking room at a Specialist Outpatient Clinic (SOC). There are also plans

TCH: The first of its kind, CHI HSCA equips participants with essential skills, knowledge, and tools to be activators, collaborators, and agents of transformation for happier and healthier communities. The academy, which was developed in response to strengthening population health and the goals of Healthier SG, a national initiative by the MOH focusing on preventative health, aims to strengthen the ability to care for residents in the community beyond patients in hospitals. The curriculum is designed around the premise that to have happier and healthier communities would require collective commitment and effort. As such, CHI HSCA aims to nurture the environment for various stakeholders to come together to understand one another’s roles in the community, learn the new skills and concepts, and

take collective action to design care that will keep our people and future generations healthier and happier. HO: Finally, can you tell us about the development of the CHI Evaluation Framework? TCH: As the innovation ecosystem matures, we are fast seeing the proliferation of many new solutions entering the healthcare space. In order to harness the potential of such solutions, we have developed the CHI Evaluation Framework to holistically assess the value of innovations. This enables solutions providers, often start-ups, to better understand how to iterate upon their products. More importantly, it informs the end-users, typically the healthcare providers, on whether the solutions are worth implementing. The evaluation metrics that we advocate comprise clinical safety and efficacy, usability, and cost-effectiveness. It also ensures that the chosen solutions will be able to integrate effectively into the clinical workflows. Ultimately, this will help us catalyse the adoption and implementation of solutions to achieve value-based outcomes. Healthcare Outlook Issue 3 | 23

TOPICAL FOCUS MEDICAL CROWDFUNDING

A GoFundMe campaign can be more than simply helping a patient get medical treatment; it can shape public views on healthcare. Krystallia Moysidou, Lecturer in Information Systems at the University of Sussex Business School, explains Guest contributor: Krystallia Moysidou, Lecturer in Information Systems, University of Sussex Business School

T H E I N E Q U I TA B L E I M PAC T O F C R OW D F U N D I N G

oFundMe, to which hundreds of thousands of people turn for help with medical and other healthcare-related costs, may well inspire acts of kindness, but have much larger societal impacts. As a remedy to insufficient healthcare insurance and systemic failures, medical crowdfunding rapidly became institutionalised as part of the US healthcare financing landscape; even doctors and medical institutions advise patients to set up crowdfunding campaigns to bankroll their health-related costs. However, despite initial optimism about its potential to increase equality and democratise healthcare funding, medical crowdfunding currently amplifies already existing social and health inequities in the US. Rather than providing a safety net 24 | Healthcare Outlook Issue 3

for traditionally underrepresented groups, platforms like GoFundMe fail to benefit those who are most likely to need support – underinsured and uninsured individuals of low socioeconomic status, non-English speakers, and older people or patients with costly chronic conditions. Instead, by amplifying individual choices in determining who gets financial support for health-related problems, they introduce ample room for biases, judgements, and discrimination. This can be exacerbated by platform dynamics, algorithms, and data ownership practices. Moral judgements of people’s lifestyle and choices, often associated with political orientation, affect who receives medical support. Patients with chronic or

complicated conditions, or ailments that are perceived as the result of risky, dangerous, or irresponsible behaviours (like smoking or sexual activity), appear less deserving and are less successful in financial terms. Thus, human crises brought about by structural violence, which are often complex, multiplicative, and chronic, do not fit crowdfunding logics and are least likely to be adequately ameliorated by it.

IDEOLOGICAL DIVIDE Despite abundant empirical evidence that medical crowdfunding functions as a system of socially mediated abandonment, public views on medical crowdfunding in US healthcare are mixed. A recent study conducted by myself and Dr Cohen-Chen from

the University of Sussex reveals that Americans’ views on medical crowdfunding promoting equality are negatively associated with political orientation. Specifically, conservatives were found to perceive medical crowdfunding as a valid part of the US healthcare system and more positively than a universal healthcare system. On the contrary, liberals saw it as undermining structural reform, hindering a system of universal and affordable healthcare (which they perceived as a negative thing).

Interestingly, conservatives in the US perceived for-profit platforms like GoFundMe as a more favourable and equitable alterative than a universal healthcare system, ignoring empirical evidence that proves the opposite. Those results on conservatives’ positive view of medical crowdfunding come as no surprise. Hitherto, US health policy has been consumed by an ideological divide between conservative and liberal viewpoints. The liberal perspective views

healthcare as an equal, even basic right, and favours the implementation of that right through a social insurance system that provides universal health coverage, equitable financing, and a commitment to equality in healthcare. The conservative perspective advances a vision for a healthcare policy that would reduce costs and expand consumer choice by boosting access to more flexible insurance options, and opposes healthcare reform for a publicly financed, singlepayer universal system. Healthcare Outlook Issue 3 | 25

TOPICAL FOCUS MEDICAL CROWDFUNDING

IMPEDING CHANGE Medical crowdfunding reflects powerful neoliberal values and embodies what conservatives envision as an alternative to a comprehensive national healthcare system. It promotes case-by-case decision-making in healthcare, as well as a reliance on friends, family, or the kindness of strangers for access to healthcare. Additionally, it narrates a misleading story that if we work hard and show deservingness, which is judged differently based on various factors, we can gain access to healthcare through crowdfunding. This might normalise the idea that citizens are entitled to healthcare based on merit, deservingness, and status, an approach that sees the care of those who are undeserving as an unnecessary burden and constitutes a hindrance to attitudes conducive to change in the US healthcare system.

“A S A R E M E D Y T O I N S U F F I C I E N T H E A LT H C A R E I N S U R A N C E A N D S Y S T E M I C FA I L U R E S , M E D I C A L C R O W D F U N D I N G R A P I D LY B E C A M E I N S T I T U T I O N A L I S E D A S PA R T O F T H E U S H E A LT H C A R E F I N A N C I N G L A N D S C A P E ” – K R Y S TA L L I A M O Y S I D O U , L E C T U R E R I N I N F O R M AT I O N S Y S T E M S , UNIVERSITY OF SUSSEX BUSINESS SCHOOL

In addition to favouring marketisation, individual choice, and limited government oversight in healthcare provision, medical crowdfunding appears to impede change in the US healthcare by employing narratives that render the need for fundraising as unpredictable and universal. Both platforms and campaigns uniformly attribute financial distress to the bad luck and unforeseen medical emergencies of patients, discounting the view

that fundamental changes in the US healthcare system could address the need for medical crowdfunding. As those narratives redirect public attention away from the injustices of the US healthcare system and disguise the underlying causes of insufficient access to medical resources, medical crowdfunding can be expected to promote social stability over change and minimise the impetus for collective action intentions for healthcare reform in the US.

INDUCING ATTITUDES In contrast, medical crowdfunding may facilitate change by inducing attitudes that support healthcare reform when it adopts narratives that spread awareness about the structural problems in the US system. Specifically, politicised narratives that bring public attention to persistent conditions of austerity, deep gaps in the social safety net, and growing health inequities can be expected to induce attitudes and intentions conducive to social change in US healthcare. Experimental results provide empirical evidence on this and confirm that crowdfunding platforms have the power to shape public perceptions about the politics of health, provided that appropriate narratives are being adopted. Specifically, Dr Cohen-Chen and I tested how current narratives in medical crowdfunding (attributing financial distress to the bad luck and unexpected emergencies of patients) versus politicised narratives (explicitly describing the system as unjust) affected participants’ social attitudes

in the context of US healthcare. Our analyses showed that directly blaming the need for crowdfunding on an unequal healthcare system had different effects depending on participants’ political orientation. The criticism increased collective action intentions for healthcare reform for conservatives (through increased efficacy), but did not have the same effect on liberals, possibly because they already held high collective action intentions for healthcare reform. Thus, politicised narratives in medical crowdfunding can make those who self-identify as conservative challenge the status quo and act collectively for healthcare reform in the US, but only when campaigns adopt them.

OPEN DIALOGUE Considering the challenges surrounding US healthcare reform and the severe effects it could have on population health, health inequalities, and social cohesion, these insights make a valuable contribution towards facilitating an open dialogue on

reforming healthcare, which is one of the biggest political and polarised issues in the US. As the study confirms, by presenting medical hardship directly as the responsibility of the system, medical crowdfunding platforms can go beyond offering partial and shortterm instrumental and emotional help. Interestingly, they can induce social attitudes conducive to change in groups that traditionally support the status quo and are not open to social change and system-challenging attitudes. This is particularly important considering that conservatives are more difficult to mobilise against the status quo in US healthcare. Although the data does not speak directly to macro-level matters and does not confirm that politicised narratives in medical crowdfunding lead to structural change in US healthcare, we have provided evidence that medical crowdfunding can shape intentions to act collectively for healthcare reform, which may predict individuals’ actual behaviour. Healthcare Outlook Issue 3 | 27

Tell us your story and we’ll tell the world HEALTHCARE OUTLOOK is a quarterly digital publication and media brand showcasing the latest innovations, industry insights and corporate stories from across the international healthcare sector. Its world-class team collaborates with the biggest and most exciting brands to craft engaging and authoritative content for a global audience of industry players. As healthcare organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector. The expertise of our in-house design and production teams ensures delivery to the highest standards, as we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of the global healthcare sector. As a multi-channel brand, Healthcare Outlook reaches an international audience through various platforms, with exclusive content distributed through our website, online magazine, social media channels, and bi-weekly newsletter. Through this compelling venture, we intend to foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers or our Managing Director, James Mitchell, today.

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A.C.CAMARGO CANCER CENTER Treating complex cancer cases from across Brazil

We speak to Dr. Jeffrey Kuvin and Dr. Alan Hartman, two key figures from North Shore University Hospital, about how they are working together with the community to raise the standard of healthcare one patient at a time Writer: Lauren Kania | Project Manager: Felix Revell

NORTH SHORE UNIVERSITY HOSPITAL

s North Shore University Hospital (NSUH) marks its 70th anniversary in 2023, it’s impossible to miss the transformation that the Manhasset medical center has undergone. From humble roots as a community hospital providing care for the North Shore of Nassau County, the humming complex along Community Drive today serves as a regional

Dr. Jeffrey Kuvin and Dr. Alan Hartman talk about how working together with the community is raising the standard of healthcare one patient at a time 192 | Healthcare Outlook Issue 3

health hub that treats more than 90,000 patients annually across Long Island, New York City, and beyond – and carries with it a national reputation. The signs of growth and ambition are visible both inside and out. A gleaming new medical tower has risen on campus: the seven-story, state-of-the-art Petrocelli Surgical Pavilion is poised to open in early 2024. More complex

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Moog Medical is having a direct impact on the lives of patients, says Vice President and General Manager, Mike Henderson

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rtunity

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W H E N I T M AT T E R S M O S T We speak to Dr. Jeffrey Kuvin and Dr. Alan Hartman, two key figures from North Shore University Hospital, about how they are working together with the community to raise the standard of healthcare one patient at a time Writer: Lauren Kania | Project Manager: Felix Revell

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care and services have been added over the last decade, from the Sandra Atlas Bass Heart Hospital (SABHH), which opened its doors in 2017, to an expansive solid organ transplant program, which began with kidney transplants in 2007 and more recently added heart, liver, and lung transplants. NSUH’s neurology and neurosurgery programs are nationally recognized in brain and spine care, while its orthopedics was ranked 10th nationally by US News & World Report. The ambition to deliver the full spectrum of specialty care and the best clinical outcomes has driven NSUH to new heights and attracts elite physicians, surgeons, and researchers from around the globe. Today, NSUH is a Level I trauma center and teaching hospital featuring the Katz Women’s Hospital – with the accolades to match. In 2023 alone, the Centers for Medicare and Medicaid Services (CMS) gave NSUH it’s highest 5-star rating, while US News & World 32 | Healthcare Outlook Issue 3

Report named the hospital number one in New York State and in the top 22 nationally. About five percent of all patients at NSUH travel more than 100 miles to seek care there. “We take great pride in serving our surrounding communities even as we’ve grown into a regional and national destination for outstanding medical care,” says Jon Sendach, Executive Director of NSUH. “Our reputation already makes us a destination for complex medical procedures, and that coordination of care as part of an integrated health system sets us apart.” NSUH is a member of Northwell Health (Northwell), New York State’s largest integrated health system with 21 hospitals, about 900 outpatient facilities, and more than 12,000 affiliated physicians. Seven Northwell hospitals have received 4-star or better ratings from CMS in 2023, led by NSUH. Northwell cares for over two million people annually in the New York metro area, thanks to philanthropic

support from the communities the health system serves. As one of the most diverse and densely populated regions in the world, Downstate New York embodies a community which requires complex and efficient healthcare resources to meet the demand of those who call the region their home. NSUH is an important part of that healthcare mosaic.

NSUH HISTORY AND PATIENT SERVICES Built upon donated land from the Whitney Estate in 1953, NSUH’s roots lie in its dedication to community care. The facility, which once had 169 beds and hosted over 200 doctors and 100 nurses, shortened the distance to immediate and lifesaving care to thousands of local residents at a time of less advanced first-responder care. This commitment to community has been unwavering as NSUH has grown into the 800+ bed facility it is now, hosting over 4,000 physicians and

“ I T H I N K N S U H I S U N I Q U E LY P O I S E D T O C O N T I N U E T O D E V E L O P N E X T- G E N E R AT I O N TECHNOLOGIES, BUT ALSO VERY FOCUSED ON THE COMMUNITY AND HOW WE CAN B R I N G T O G E T H E R P AT I E N T S T O P R E V E N T D I S E AS E A N D I M P R OV E W E L L N E SS ” – D R . J E F F R E Y K U V I N , C H A I R M A N O F C A R D I O L O G Y, N O R T H S H O R E U N I V E R S I T Y H O S P I TA L

over 2,500 nurses, and celebrating its 70th anniversary. NSUH proudly works to consistently meet the needs of the sizeable and diverse population of its community with a wide range of medical, surgical, and wellness services that are rated at the very top of the nation. Additionally, NSUH works to reduce barriers to care through financial assistance for patients who require it, and is committed to educating the current and future generations of healthcare professionals through its myriad programs, schools, and institutes.

Those who make up NSUH are committed to searching for new advances in medicine through research, promoting health education, and providing the highest quality clinical care for every individual, regardless of their ability to pay. NSUH’s areas of expertise include heart care, neurosurgery, and obstetrics, and it provides a wide range of services, including hepatology, cancer services, SkyHealth helicopter transport, a transplant center, and much more. Trusted to provide critical care

when it matters most, NSUH brings dedication to everything it does, leading to more patients choosing the hospital over any other in the area and inspiring visionary doctors to come and practice life-changing medicine. There are a variety of different services, hospitals, and centers that branch from NSUH. These include the award-winning SABHH, the Institute for Neurology and Neurosurgery, groundbreaking organ transplant services, Katz Women’s Hospital, orthopedic care from diagnosis to rehabilitation, an exceptional emergency department, and the Comprehensive Wound Healing Center. Additionally, NSUH offers caregivers support though the Charlotte and Roger Blumencranz Caregiver Center and child life specialists, along with other support groups and therapies for those suffering from Alzheimer’s, amputations, bereavement, strokes, and more. Healthcare Outlook Issue 3 | 33

Future-proof Digital Surgery Offering state-of-the-art Digital O.R. integration solutions, Brainlab is pioneering the future of digital patient care and transforming the technological footprint across Northwell Health In the last five years, the North American healthcare industry has greatly evolved as operating rooms across the country are digitalizing and optimizing clinical workflows. At the forefront of this change is Brainlab, who for over three decades has transformed healthcare with innovative software-based technology and spearheaded the digital medical era to actively bring about change in patient care. Brainlab has a resounding reputation in the country’s healthcare industry for its cutting-edge radiotherapy and neuro, spine, ENT, craniomaxillofacial (CMF) and trauma surgical navigation solutions. However, the organization’s exceptional Digital O.R. integration offering is not as well known. As a highly comprehensive data management platform that seamlessly integrates with the full spectrum of medical devices, video sources, and hospital IT systems, the company’s Digital O.R. delivers reliably up-to-date integration to meet the ever-evolving demands of vital patient care technology.

In the heart of the operating room, there are many critical free-standing devices each with software and a unique interface to that system, which can make the access, storing, and documentation of data more challenging. As a result, valuable time that could be used for patient care may be lost, particularly when trying to connect all the necessary devices. Brainlab understands that a highly integrated hospital IT environment is an integral element of any modern operating room. As such, its Digital O.R. offering is designed to centralize and streamline the relevant information needed for surgery across the entire patient journey. This involves the inclusion of radiological studies, data from electronic medical records (EMRs), live video sources like endoscopes and microscopes, and hardware or software, all onto a single easy-to-use platform, known as Buzz Digital O.R. All data generated during a patient procedure needs to be subsequently available for post-operative review, to analyze the procedure, and for patient follow-up. The data is also valuable for understanding system usage to address training needs for the surgical team. Brainlab Digital O.R. integration elevates its offerings from neuro, spine, ENT, CMF and trauma surgery solutions, as its value extends to digital innovation and making a meaningful impact on the healthcare industry across all surgical specialities.

THE PARTNER OF CHOICE As the largest healthcare provider in New York state, Northwell Health (Northwell) greatly anticipates the implementation of Digital O.R. integration solutions across its hospitals, partnering with Brainlab to bring to the fore the next generation of digital healthcare, starting with their latest project, the Petrocelli Surgical Pavilion.

As Northwell strives toward greater innovation, Brainlab is the ideal organization to partner with due to its plethora of options, the future readiness of its solutions, and usability of its platform. OPEN PLATFORM ARCHITECTURE Brainlab Digital O.R. is built on a completely vendor-neutral platform to work with a vast variety of video sources, endoscopes, microscopes, c-arms, robotic systems, imaging equipment, and other technologies in the operating room. The entire architecture of Brainlab is based on standardized data formats such as FHIR, HL7, and DICOM, allowing easy, customizable integration. SEAMLESS INTEGRATION The Buzz platform unifies the entire operating room environment, providing Northwell the opportunity to collaborate with their vendors of choice for each surgical speciality, and tactically plan for the seamless integration of future technologies. Northwell proactively strategized to build a comprehensive integration system with enhanced flexibility. This strategic approach empowers it to expand its technological capabilities, adapting to the introduction of emerging technologies in the market, and ultimately

elevating the quality of patient care and outcomes. EASY TO USE In comparison to most other O.R. integration offerings, which are workflow-based with outdated interfaces, Brainlab has developed an easy-to-use software that immensely increases usability. The platform uses an intuitive user interface similar to a smart phone, with a simple drag and drop functionality for changing what data is displayed in the room at any given time. This allows the surgical staff to display the right data, at the right time, in the best location in the operating room, for every setup. SCALABLE OPTIONS Additionally, the Brainlab Digital O.R. integration offerings provide vastly scalable options for an enterprise-wide experience. The software and hardware can be customized specifically for each room’s needs, while keeping a consistent user interface across all platforms, garnering the same experience in each room regardless of size and procedure type. This allows the same functionality and usability even in smaller procedure rooms, reducing the burden to retrain staff on different interfaces across various rooms.

As vascular surgeons, Brainlab provides us with such a valuable resource. Vascular surgery is very image intensive - not only do we need to review images prior to the procedure, but also throughout the entire procedure. We are continuously acquiring images, and comparing them to archival images – and Brainlab can provide us with both of these simultaneously. For me, this means providing the patient with optimal care, because all patient specific information is at our fingertips at the same time.” - Dr. Gregg Landis, System Chief of Vascular Surgery - Northwell Health

STREAMLINE SURGICAL DOCUMENTATION Buzz Digital O.R. is a next generation, central information hub that routes, displays, interacts, streams, records, and enhances videos, medical images, and software content. Brainlab has supporting documentation solutions to streamline the full documentation workflow and reduce the need for any manual transferring of videos or image captures from the operating room into the clinic, which can be saved and used for teaching, follow-up with patients and families, and long-term storage either in the EMR, PACS, or VNA systems. Brainlab also delivers software solutions that allow surgeons to create semi-automatic surgical reports generated from data produced during the procedure, lessening the time surgeons and clinical staff have to spend on surgical documentation. ACCELERATE COMMUNICATION AND TEACHING Utilized as a single consolidating platform, Buzz Digital O.R. helps centralize and connect the relevant information with various video sources needed for surgery and integrate that data with hospital information systems to provide data insights and facilitate collaboration throughout the procedure. It allows users to share video sources and information securely for teaching and training, or to call a specialist during an emergency. ENHANCE SURGICAL PLANNING Brainlab offers a comprehensive portfolio of various planning elements for many different surgical specialties, including its state-of-the-art DICOM Viewer, which allows surgeons to view and interact with patient images in three dimensions. There are several different options for various clinical indications, such as TraumaCad for orthopedic planning and templating, vascular surgery, and a plethora of additional planning elements for neurosurgery. For surgical specialties that are outside of the company’s planning offerings, third-party applications may be seamlessly integrated into the Buzz Digital O.R. platform for access within the operating room. FUTURE-PROOF SOLUTIONS Since Brainlab is primarily a software company, unlike its hardware-focused competitors, the company consistently

adds value through advanced software components, utilizing a software-as-a-service model. In this way, the software advances with the needs of the hospital and surgical teams, ensuring that the solution is equipped for the future and able to stay consistently up-to-date over the lifetime of the Northwell investment. The Buzz Digital O.R. is a future-proof platform that utilizes software-driven efficiency to fuel innovation and support the clinical workflows as they evolve over time.

The Buzz Digital O.R. is a futureproof platform that utilizes software-driven efficiency to fuel innovation and support the clinical workflows as they evolve over time.” PLANNING AND IMPLEMENTATION Digitalization and optimization of clinical workflows is one of the biggest challenges for hospitals today. With decades of experience in project management, healthcare IT integration, and managing and integrating third-party devices, Brainlab ensures that all components of the Northwell digital operating room work seamlessly together, optimized for all of the facility’s clinical teams. Detailed planning was essential for maximizing utilization of the Digital O.R. technology starting from day one, which created the environment and supporting infrastructure required to reduce manual effort on the surgical staff. The Brainlab team of expert project managers, technical consultants, healthcare IT, and customization specialists worked to support Northwell’s organizational goals from concept to realization, ensuring that integration was planned thoughtfully to ensure their digital operating room fit perfectly with their clinical and budgetary goals. Throughout the planning process, Brainlab worked very closely with Northwell’s IT department and clinical leadership to systematically and comprehensively identify data management systems and workflows specific to all the different surgical specialities. This ensured seamless

clinical staff are fully trained and comfortable supporting the new hardware and software.

Brainlab’s highly intuitive and dynamic ability to display needed surgical data with a single touch made it a clear choice for the next generation of operating rooms at North Shore.” - Kris Stillwell, Lead Medical Informatics Specialist - Northwell Health data access for planning, intraoperative, and post-operative documentation through the company’s industry-leading IT integration. Brainlab leverages pre-processing and preloading of surgical data, effectively decreasing clinical staff time dedicated to searching for patient data and waiting for it to download before the procedure. Brainlab has developed an efficient data infrastructure with the support of Northwell, designed around the needs of its surgeons, to meet all requirements of the hospital system and ensure proper stability and availability with failover and redundancy plans. When partnering with Brainlab, Northwell’s IT department was particularly drawn to the organization’s O.R. integration due to the careful handling of patient data and the software’s usability. Brainlab carefully curates a training and education plan to support the successful go-live of the products, to ensure all

After go-live, Brainlab experts are available in person and remotely to solve any issues that may arise, supporting the Digital O.R. equipment throughout the full product life cycle. Brainlab proactively provides maintenance and continuing education to ensure that all systems are running efficiently, and that all staff are properly trained to effectively support flawless workflows in the operating room.

FUTURE OF DIGITAL SURGERY Innovation lies at the Brainlab core. With its unwavering commitment to improving patients’ lives, the organization has a vision to use big data and machine learning to improve point-of-care decision-making and deliver real-time analysis and insights to ultimately improve patient care. Pushing digital medical boundaries, Brainlab is utilizing artificial intelligence (AI) algorithms and immersive mixed reality solutions to transform surgical procedures and operations across Northwell and beyond.

www.brainlab.com

Dr. Jeffrey Kuvin, Chairman of Cardiology

HEALTHCARE OUTLOOK: CAN YOU PROVIDE US WITH SOME INSIGHT INTO YOUR CAREER AND EXPLAIN HOW YOU BECAME INTERESTED IN MEDICINE? DR. JEFFREY KUVIN, CHAIRMAN OF CARDIOLOGY: “I come from a medical family, but I think the real spark in my interest in cardiology began when I started researching

“ W E CO N T I N U E TO P U S H T H E E N V E LO P E O N I N N O VAT I O N A N D R E S E A R C H W H I C H W I L L A L L O W O U R P AT I E N T S T O L I V E L O N G E R A N D BETTER LIVES” – D R . J E F F R E Y K U V I N , C H A I R M A N O F C A R D I O L O G Y, N O R T H S H O R E U N I V E R S I T Y H O S P I TA L

With top-quality care in the heart of the community, NSUH has a multidisciplinary team of experts who excel in a wide range of medical specialties and place the patient at the center of every decision made.

cardiac surgery. I was fascinated by the questions being asked and how we could methodically help to answer some of them. My training years were at Tufts, where I then stayed for 17 years and focused on education before coming to NSUH in 2020.”

38 | Healthcare Outlook Issue 3

RENOWNED CARDIAC PROGRAM AT THE HEART While Northwell and NSUH were already well respected in the cardiac space, the establishment of SABHH consolidated care and expanded cardiac services for the region – highlighted by Long Island’s first heart transplant in 2018. Fast forward to the end of 2022, and the

surgeons at SABHH performed their 100th transplant and NSUH remains Long Island’s only heart and lung transplantation center. Offering state-of-the-art advanced technology, access to clinical trials, and the expertise of a team of nationally recognized specialists, this subsect of NSUH is a premier destination for quaternary cardiac care – from minimally invasive procedures to the most complex, life-changing heart transplants. SABHH has been recognized for its top performance compared to other programs across the country in all quality areas of open-heart surgery

NORTH SHORE UNIVERSITY HOSPITAL NORTH AMERICA

by the Society of Thoracic Surgeons, a peer-reviewed rating system that’s one of the most respected measures of quality in healthcare. The cardiac hospital was also named one of America’s 50 Best Hospitals for Cardiac Surgery by Healthgrades, a leading resource for consumers to find a hospital or doctor. This cardiac program includes the most experienced heart team in New York, whose unparalleled expertise and skills are advancing medicine and changing lives for the better. Northwell delivered more cardiac care than any other health system in New York State in 2022 with 660,000 ambulatory visits, 38,000 inpatient discharges, 8,700 coronary interventions, 3,900 thoracic surgeries, 3,300 cardiac surgeries, and 2,800 cardiac ablations; SABHH led the way. “Northwell is the largest provider of

healthcare in the region,” says Jeffrey Kuvin, MD, Senior Vice President of Cardiology, co-Director SABHH, and Chairman of Cardiology at NSUH and the Long Island Jewish Medical Center at Northwell. “At Northwell, we have more than 300 cardiologists who participate in the care of about 25 percent of all New Yorkers who need cardiac care. SABHH here at NSUH is the quaternary cardiac hub of Northwell. We are committed to the highest quality of cardiac care, using the latest and most advanced medications, therapies and procedures, with a patient-focused, team-based approach.” Recruited to NSUH in 2020 after serving as Section Chief of Cardiovascular Medicine at the Dartmouth Hitchcock Medical Center’s Heart and Vascular Center for over 17 years, Dr. Kuvin is a fellow of

the American College of Cardiology and the American Heart Association, has extensively lectured, and his research has been widely published. He has received numerous research and education awards due to his time serving as the principal investigator on numerous clinical studies that focused on a range of cardiovascular diseases. “SABHH serves as a real beacon for cardiovascular care throughout our system,” states Dr. Kuvin. Dr. Kuvin and Dr. Alan Hartman, Senior Vice President and Executive Director for Cardiovascular and Thoracic Surgery at Northwell, delve into the mission and vision that define the core values of NSUH, the actions that are being taken to deliver exceptional healthcare to those in the community, and the bright future that is being built by those within NSUH who are truly passionate about serving others.

Combining efficiency and well-being in the health sector

egarding the safety and security of your hospital, at dormakaba we know you want to lead confidently. In order to do that, you need your hospital to be safe, secure, and sustainable for the lifecycle of the building. The problem is there are too many options when it comes to navigating the complexities of modern hospitals and the liabilities and risks associated with crime, access breaches, and societal issues, which makes you feel overwhelmed and stuck. We believe it shouldn’t be so hard to meet the fundamental need of safety. We understand how frustrating it is when the people who matter cannot safely and seamlessly access the places that matter, which is why we have called upon 160 years of service to focus our business around partnering with companies just like yours to mitigate risk in their hospitals. Healthcare facilities need to satisfy a host of complex security requirements as well as maintain an environment that is comfortable and conducive to healing. Optimizing operational processes saves lives and resources. dormakaba offers innovative, high-quality solutions and tailored local resources for installing, modernizing, and servicing automatic and manual doors and door hardware. dormakaba supports hospital

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Hospitals do not have downtime

Automated doors are intricate pieces of equipment subject to punishing wear and tear. A regular maintenance program ensures that wearing components are replaced or a malfunction is addressed before it becomes a problem. dormakaba’s service branch network covers all brands of revolving, automatic, and manual doors, including architectural hardware and access solutions, to offer you a complete solution. Understanding the urgency of your needs and building a response team to accommodate them is our passionate commitment to you, our customers. And with this foundation, we want to remain at your side as a skilled partner you can trust with your building.

Proactive maintenance

At dormakaba, we believe that proactive planning for the maintenance of your door systems is the best way to support customers

with their budget and security needs, ensuring the safety of the hospital’s patients and staff. Well-maintained products can provide safe and efficient use for years and are vital to the smooth operation of any hospital. Consider the risks of inefficiently operating doors – reduced security, increased downtime, productivity loss, patient and staff complaints, acoustic reduction, and soaring air conditioning and heating costs. Scheduled maintenance not only identifies malfunctions but also avoids extensive, costly repairs in the future and allows you to choose when downtime for the door occurs. Our service technicians are AAADM (American Association of Automatic Door Manufacturers) certified, providing the highest level of expertise in automatic doors. Our AAADM technicians are committed to continued training on new technologies as well as code requirements to ensure your openings always work seamlessly and safely.

People flow safety and security

Automatic doors make sense in a healthcare setting. They are the perfect combination of accessibility, safety, and security. dormakaba entrance solutions provide access and security for the constant stream of employees, patients, and visitors, keeping hospital areas secure and protecting patient privacy. We provide

solutions designed to meet your unique building specifications, ADA compliance to accommodate people of all abilities and needs and all code requirements for each opening. Your patients, staff and visitors count on you to make their experience one of comfort and healing. Our products allow you to create an environment that is conducive to this. Hospitals have unique needs for their openings. Whether it’s because they require an opening large enough for hospital beds during patient transport, specialized openings for intensive care units or swinging doors operated via push or wave plate for specific hospital wards automatic doors make it faster and more convenient for staff to move quickly through the building or reach patients more effectively.

Partnership built on trust

Northwell Health was looking for a hospital service partner to handle their automatic door service. They needed to find a vendor with quick response times, effective communication, excellent customer service, factory-trained technicians, and the ability to provide quality products to ensure the safety and security of their employees, patients, and visitors. Over the last four years, dormakaba has built a trusted partnership with Northwell Health, servicing 12 locations and over 700 doors. We also service multiple off-site areas and urgent cares, ensuring their main entrances, ADA

doors, and door hardware remain in perfect working order. We work with each individual location to provide the product and service that best meets their needs to find long-term solutions to their problems, routine maintenance for less downtime and proactive rather than reactive service to improve patient safety. In addition to working with Northwell staff, we partner with their chosen integrator, coordinating openings and security for the smoothest operation for all doors. North Shore University Hospital (NSUH) is under a platinum service contract with dormakaba covering 115 automatic door openings. Our technicians provide 24/7/365 service as well as planned maintenance at this location. Working with the hospital’s engineering staff, dormakaba created a plan that met NSUH’s exacting needs for each of their openings while offering options for modernizations and upgrades where it made the most sense. “I have been working with dormakaba for about four to five years, directly and indirectly. The overall experience has been phenomenal between new installs, service/diagnosing, and repairs. Whenever we call, for whatever our needs might be, they are responsive and professional. We most recently had an issue with our main OR entrance doors, and they were here within the hour to repair them. They also recently installed a new complicated door within the ED triage area that went very well,”

says Scott Baumgarten, the Assistant Director of Engineering and Energy Plant Operations at Northwell Health. Our partnership with Northwell Health, as with all of our customers, is built on trust. Trust that we will provide the solutions and services they need to keep their buildings running efficiently, effectively, and safely day in and day out. At dormakaba, our purpose reflects our contribution to society: we are where our communities come together - from locations across town to across the world, for every place that matters.

Visit dk.world/Service2023 to contact us and learn how dormakaba can help your building provide seamless flow, keeping people moving safely and freely.

Our Service. Keeping people moving safely and freely. We take care of safe access to your hospital: from modernizations, upgrades, preventative maintenance – and beyond. dk.world/Service2023

Integral to the structure and continuous upward progression of NSUH, Dr. Kuvin and Dr. Hartman epitomize the passion and tenacity that those at the top of the healthcare industry must possess to succeed in this competitive field. With more than 30 years of surgical experience and an incredible reputation for taking high-risk cases that others have turned down, Dr. Hartman is one of New York’s most sought-after cardiac surgeons. Currently, he oversees one of the state’s busiest and most successful cardiothoracic programs across all the Northwell campuses providing cardiovascular and thoracic surgery. In this crucial role, Dr. Hartman routinely achieves high rankings in the New York State Department of Health’s (NYSDOH) reports on cardiac surgery, having among the best outcomes in the state. He also participates in corporate social responsibility (CSR) principles and philosophies, including patientfirst, inclusion and diversity, 44 | Healthcare Outlook Issue 3

common-sense practices, and women’s rights to full reproductive care. With a vision of making advanced cardiac care accessible to people in all the communities served by NSUH, Dr. Hartman is proud of the focused care and attention he and his team offer to patients and their families – before, during, and after surgery. He even took the initiative to create the Follow Your Heart program, which sends skilled medical professionals to patients’ homes to help with recovery after surgery and reduce hospital readmissions. Dr. Hartman asserts that the most gratifying thing about his job and decades-long career is simply knowing his patients. Interacting with them and getting to know them and their families is what ultimately provides him with the most satisfaction at the end of the day. He adds that while some in the medical field may become hardened after many years of practice, he feels just the opposite. Dr. Hartman’s

Partnership with Modern Facilities Services During the COVID-19 pandemic, NSUH partnered with Modern Facilities Services to ensure the safety of patients, visitors, and staff. Fernando Arias and the Modern Facilities Services team worked side by side with NSUH’s environmental services team to maintain the cleanliness of the facility. The Modern Facilities Services team showed such exemplary skills that NSUH hired a number of their staff into various support service roles. The hospital truly appreciated the professionalism of Modern Facilities Services, who demonstrated a true partnership with NSUH during a time of crisis.

driving principle has always been to treat everybody with the respect and due diligence that you would want for yourself and your family.

NORTH SHORE UNIVERSITY HOSPITAL NORTH AMERICA

WATCH NSUH ON NETFLIX EMERGENCY: NYC A heart-pounding spinoff of the critically acclaimed Lenox Hill, this deeply human 2023 docuseries follows New York’s frontline medical professionals as they balance the intensity of their work with their personal lives.

Life on the frontline – the cast from Emergency: NYC

NETFLIX SERIES HIGHTLIGHTS TRANSPLANT PROGRAMS With care so compelling that it has been featured in the Netflix series Emergency: NYC, Northwell and NSUH have had the distinct opportunity to showcase their services, following everything from transplants and pediatric trauma units to emergency services and more. Following the success of Netflix’s Lenox Hill in 2020, which largely profiled the neurosurgeons at Northwell’s Lenox Hill Hospital, Emergency: NYC premiered on Netflix in 2023. This docuseries follows New York’s healthcare professionals as they strive to achieve a balance between their professional and personal lives, immersing viewers in the dynamic world of emergency medicine, including NSUH. “Emergency: NYC illustrates emergency care at NSUH, Long Island Jewish Medical Center, and Lenox Hill Hospital, as well as the unique ground and helicopter emergency medical services (EMS) provided by Northwell – an extremely robust, organized, and can-do emergency transport system so excellent that New York’s EMS and voluntary ambulance services frequently ask and rely on Northwell

for coverage,” explains Dr. Hartman. SkyHealth, a state-of-the-art emergency helicopter service that is a joint venture between Northwell and Yale New Haven Health, significantly reduces the time a critically ill or injured patient spends outside of the acute care environment. SkyHealth helicopters have the ability to fly over traffic at 135 miles an hour, saving precious minutes and, therefore, patients’ lives. As Northwell notes: sometimes, timing truly is everything. Emergency: NYC features a Long Island teenager whose father donated his kidney to him in a successful transplant surgery performed by Elliot Grodstein, MD. After a full recovery by both, the boy eventually realized his dream by playing high school baseball, but his story is just one among countless patients who have relied on NSUH transplant surgeons to provide a second chance. NSUH has performed more than 900 adult kidney transplants since its inception. Zachary Kon, MD, Northwell’s Surgical Director Of Advanced Heart Failure And Cardiac Transplantation, As Well As Advanced Lung Failure And Lung Transplantation, led a team that performed Long Island’s first heart and lung transplant in 2022. NSUH remains the only heart, lung, and liver transplant center for Long Island, Queens and Brooklyn. In fact, the COVID-19 pandemic has driven up the need for transplants, especially lungs and livers. While wait times for transplants have generally been halved, thanks in part to new rules opening up access, the number of patients in need of a transplant has increased. NSUH is positioned to deliver and can travel several hundred miles to procure an organ in need. “Lung transplants are the latest life-changing specialty we’re proud to offer to the communities we serve, and like everything we do at NSUH, it will be performed with sophistication and best-in-class care,” said Sendach. Healthcare Outlook Issue 3 | 45

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and Welcome Center, part of the 2008–2009 expansion project. The stadium also features light stanchions that allow for night games, a cannon for firing when Rutgers scores, concessions, and restrooms. Until 2004, the field maintained a grass surface but has since been replaced with artificial turf. Our organization has been fortunate enough to be given the great pleasure of servicing one of New Jersey’s iconic stadiums. The cleanliness of the stadium comes in first place. This unique public environment speaks to our ability to mobilize large crews, organize them in an efficient manner, and execute a nearly impossible task. Given only eight hours to clean up after 52,454 crazy fans, mostly college kids, having a blast, eating and drinking, and in general having a great time truly is a challenging task. Cleaning this challenging environment takes a small army of people operating in a well-orchestrated ballet. We have been doing this for over 10 years with great reviews from the Rutgers management.

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In 2023, NSUH completed its 150th liver transplant since the program’s inception in 2019. Nabil N. Dagher, MD, Vice President and Director of Northwell’s Transplant Center, forged ahead with expansion by opening a transplant office in New Jersey. “Northwell is filling an urgent need for more transplant services in the region and the pandemic has only exacerbated the demand for expert liver disease care,” says Dr. Dagher.

PETROCELLI SURGICAL PAVILION OPENS An exciting new endeavor that NSUH is embarking on after more than a decade of planning is the construction of the Petrocelli Surgical Pavilion (PSP). “The Petrocelli Surgical Pavilion represents the future of health care for Long Island and Queens residents,” says Michael Dowling, President and CEO of Northwell. “This impressive facility is the realization of a lot of planning and work that goes back more than a decade. It will serve to magnify all of the great things already happening at North Shore University Hospital.” The PSP, a $560 million project opening for patient care in February of 2024, will feature 18 operating rooms, including three hybrid rooms with advanced imaging, and 132 intensive care rooms. Hybrid operating rooms are unique because they combine a traditional operating room with an image-guided interventional suite, allowing for highly complex, advanced surgical procedures. This project is upgrading and expanding the critical care capabilities of the campus to ensure the facility is a tool helping our team members deliver exceptional care. “In addition, it will be the home of SABHH, which will have a concierge entrance for cardiac patients and their families to ensure they are really being cared for at the top level,” says Dr. Kuvin. 50 | Healthcare Outlook Issue 3

The unveiling of the Petrocelli Pavilion

Michael Dowling, Rabat and S. Zaki Hossain at the unveiling

“The PSP is going to catapult NSUH into a premier institution,” explains Dr. Kuvin. “We are already a top heart hospital, but the PSP is going to take us to new heights. It will provide the campus with all new intensive care units, which will allow us to monitor, care for, and provide bedside technologies for patients that we otherwise might not have been able to,” he continues. The 288,000 square foot (sqft) pavilion will accommodate the

future healthcare needs of the local, national, and international community, bolstering the local public healthcare infrastructure. Once complete, the PSP will significantly expand the high-quality capabilities of NSUH and create opportunities for advancements in technology and medicine. “NSUH and this new pavilion really serve as the premier quaternary care hospital for the largest healthcare system in the region,” comments Dr. Kuvin.

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OUTCOMES DATA FOR NSUH STROKE OUTCOMES DATA FOR NSUH: NSUH is the only NYSDOH and Joint Commission recognized Comprehensive Stroke Center in Nassau County and holds the Stroke Gold Plus and Target Stroke Elite Plus award, which is the highest recognition from the American Heart Association and the American Stroke Association. CARDIAC OUTCOMES DATA FOR NSUH: Based on the most recent Society of Thoracic Surgeons (STS) report, all Northwell hospitals received the highest quality rating (three stars) for cardiac surgery. SABHH at NSUH is one of only three cardiac programs in the US and Canada to receive three stars in all categories scored by STS.

52 | Healthcare Outlook Issue 3

Further advancing the mission and values that NSUH is so proud to consistently uphold, the PSP is a further example of the innovation and passion that are at the forefront of every decision made and step taken by the hospital, who always places the community and the patient first.

NSUH MEDICAL EDUCATION AND RESEARCH Committed to teaching the doctors of tomorrow, Northwell provides education to residents and fellows, ultimately training and educating more than 1,800 students each year across 180 programs and 15 hospitals. Dedicated to enriching the healthcare professionals of today while developing the doctors, nurses, and other medical personnel of tomorrow, NSUH is shaping the future of healthcare, one professional at a time. In order to enhance the training experience, NSUH offers a variety of educational, research, and community

service opportunities to those looking to begin their journey in healthcare, educating trainees in a highly efficient, patient-centric environment and allowing the advancement of one of the main goals of the US health system: to provide skilled, compassionate, and individualized care to every patient. These exceptional programs show participants how to practice awardwinning medicine and ultimately challenge them to become the most innovative, compassionate caregivers possible. NSUH researchers work on groundbreaking studies through the Feinstein Institutes for Medical Research, which ranks within the top sixth percentile of all independent research institutes receiving funds from the National Institutes of Health. It offers opportunities for residents and fellows to participate in research studies in laboratories or at the bedside.

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NORTH SHORE UNIVERSITY HOSPITAL NORTH AMERICA

NSUH INSTITUTES, SCHOOLS, CENTERS, AND PROGRAMS: • Feinstein Institute for Medical Research • Elmezzi Graduate School of Molecular Medicine • Donald and Barbara Zucker School of Medicine at Hofstra/ Northwell • Healthcare Exploration Program • Nursing Exploration Program • Dietetic and Culinary Exploration Program • Patient and Family Partnership

W E P R O V I D E T H E R I G H T C A R E , AT T H E R I G H T T I M E , I N T H E R I G H T P L AC E , W I T H C O M P A S S I O N , S E N S I T I V I T Y, A N D E M P AT H Y ” – DR. ALAN HARTMAN, SENIOR VICE PRESIDENT AND EXECUTIVE D I R E C T O R O F C A R D I O VA S C U L A R A N D T H O R A C I C S U R G E R Y, N O R T H W E L L H E A LT H

Council • Office of Community Health and Investment • The Auxiliary • Organ Donation • Institute for Neurology and Neuroscience

The Elmezzi Graduate School of Molecular Medicine is an individually tailored three-year PhD program designed to train exceptional physicians in research. This graduate school is one of only two in the country that specifically trains recent medical school graduates to use state-of-the-art methods to identify critically unanswered questions relating to human disease, shed light on fundamental biological processes underlying disease, and invent new diagnostics and therapeutics. The goal of this program is to create a cadre of highly-trained physicianscientists who will establish careers in academic medicine and conduct exceptional basic and translational research directly related to human disease. The Donald and Barbara Zucker 54 | Healthcare Outlook Issue 3

School of Medicine at Hofstra/ Northwell, a partnership between Northwell and Hofstra University, was the first new allopathic medical school in New York in 45 years when it opened in 2008. The medical school enhances the academic offerings and reputation of Northwell and increases the opportunities for residents and fellows to gain the highest level of knowledge and experience during their time within the health system. The Office of Community Health and Investment, which focuses on improving the health of the communities served (approximately eight million in the areas of Long Island, Manhattan, Queens, and Staten Island), provides health education and prevention courses for the community, helps members gain access to healthcare, and

• Sandra Atlas Bass Heart Hospital • Emergency Department • Comprehensive Wound Healing Center • Organ Donation • Ostomy Clinic • Office of Community Health and Investment • Charlotte and Roger Blumencranz Caregiver Center • Northwell Sleep Disorders Center • Sandra Atlas Bass Center for Liver Disease

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NORTH SHORE UNIVERSITY HOSPITAL NORTH AMERICA

HEALTHCARE OUTLOOK: CAN YOU PROVIDE US WITH SOME INSIGHT INTO YOUR CAREER TODAY AND EXPLAIN HOW YOU BECAME INTERESTED IN MEDICINE? DR. ALAN HARTMAN, SENIOR VICE PRESIDENT AND EXECUTIVE DIRECTOR OF CARDIOVASCULAR AND THORACIC SURGERY: “I became acutely interested in healthcare at the age of 16 when my father died suddenly from a myocardial infarction at home. As a single child with a working mom, the pursuit of academic success in biological sciences became my singular passion. From there, I was accepted into the Mount

“ E V E R Y T H I N G A N D A N Y T H I N G T H AT E X I S T S AND CAN BE DONE IN CARDIOLOGY AND C A R D I A C S U R G E R Y I S P E R F O R M E D AT T H I S INSTITUTION”

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busy “city” hospital.”

trains medical professionals on cultural competency, language, and communication access. Trainees have the opportunity to participate in the courses to gain a better understanding of diversity and inclusion and their importance in the healthcare industry. Not only do these many programs ensure the continual growth and advancement of healthcare professionals, but they also allow Northwell and NSUH to train and gather the most talented and dedicated staff within their respective fields. “Our goal is to continue to recruit top-notch professionals for our care 56 | Healthcare Outlook Issue 3

team because these are the folks who provide bedside care, allow our patients to thrive, and ultimately continue to progress our tripartite mission of taking care of patients, doing research, and teaching at all levels,” notes Dr. Kuvin. The opportunities that Northwell and NSUH provide make a significant contribution to the growth and development of the healthcare system. Not only is NSUH committed to preparing the next generation of physicians for the demands of the ever-changing healthcare landscape, but it is also providing them with the tools to advance the field itself.

became fascinated with surgery. I wanted to go to the busiest surgical program in New York, one with an active trauma center and a

240 Languages at Every Bedside Collaboration with LanguageLine Solutions puts Northwell’s Petrocelli Advanced Surgical Pavilion at the leading edge of health equity There are many impressive numbers that go along with the Petrocelli Advanced Surgical Pavilion at North Shore University Hospital: • $325 million construction costs • 280,000 square feet • 44 Intensive Care Unit beds • 18 operating rooms • 10 years of planning

This achievement is soul-stirring, and yet we think there is another number that tops them all: 240. This is the number of languages spoken in New York.

Northwell Health is prepared to offer care to every person who comes through the Pavilion’s doors, regardless of language, culture, or physical ability. LanguageLine is honored to be Northwell’s language-access partner. As the Pavilion was being constructed, we have had the privilege of collaborating with Northwell on a bold mandate: to create the world’s most innovative approach to equitable healthcare. When the new Pavilion opens its doors, visitors will have on-demand, one-touch access to professional interpretation in more than 240 languages. Each patient will have the power of over 20,000 LanguageLine Certified medical linguists at their fingertips.

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In fact, LanguageLine will be featured at every one of the Pavilion’s key touchpoints, including at the patient’s bedside, where the app will be installed on a wireless tablet. This live interpreter service will be available in seconds, with year-round access 24 hours a day, seven days a week. If a patient’s language is outside the 240plus offered on-demand, we will make exhaustive efforts to find an interpreter who can assist. The goal is that every patient entering the facility will have an equal ability to share and comprehend information related to their health, and every caregiver will understand not just what their patient says, but what they mean. The road to greater health equity and literacy is paved with innovation, and it is never finished. In fact, this is just the beginning. The aim is to create a language-access system that is as diverse as the patients for which Northwell Health cares. We have already deployed video interpretation in Northwell EMS’s fleet of ambulances. Next, we will integrate on-demand interpretation within its Electronic Health Record (EHR) system. We are also working to implement translation in the system’s virtual chat.

To learn more, we invite you to visit www.LanguageLine.com

NORTH SHORE UNIVERSITY HOSPITAL NORTH AMERICA

VOLUNTEERING OPPORTUNITIES AT NSUH No matter your age, you can make a significant difference to the lives of others by volunteering at a hospital. Not only can you gain experience and make lasting friendships, but you can serve as a source of comfort and cheer to those who are hospitalized. NSUH offers volunteering opportunities, including: • Art, music, and magic with patients • Hospital Elder Life Program (HELP) • Patient library • Pet therapy with a certified therapy dog • Reading to patients • Babies alumni • Mealtime mate feeders • Volunteers for waiting rooms • Patient and family ambassadors

NSUH VOLUNTEERING AND CAREER OPPORTUNITIES In addition to the educational programs and schools that are offered, NSUH is continuously looking for volunteers who are committed to making a difference in patients’ lives and gaining valuable exposure to the healthcare industry as a whole. With a variety of volunteer opportunities ranging from pet therapy with a certified therapy dog to art, music, and magic with patients, these programs are designed to serve as a source of comfort and cheer to those who are hospitalized and allow volunteers to have a meaningful and satisfying experience that lasts a lifetime. Along with the volunteering opportunities within the hospital, NSUH also offers the Healthcare Exploration Program, which is 58 | Healthcare Outlook Issue 3

designed to expose undergraduate college students to various careers in the medical field through an eight-week curriculum in which they encounter a broad range of clinical services at a tertiary care medical center and have the opportunity to explore the educational components of healthcare by attending hospital rounds. The Nursing Exploration Program is designed to encourage high school students to explore their interest in becoming registered nurses. Students have the opportunity to meet with a nurse educator to discuss their career goals, develop a personalized calendar of nursing experiences, and shadow different nurses based on their interests. The Dietetic and Culinary Exploration Program, meanwhile, encourages high school students to

• Emergency department ambassadors • Caregiver coach • Stroke Club

explore their interest in becoming a registered dietitian or pursuing a career in the culinary field. Students are able to meet with a dietitian or chef to discuss their career goals and shadow dieticians, chefs, and managers in nutrition and culinaryrelated industries. The Auxilary, a volunteer force established over 60 years ago, has equally been integral in raising funds to help the growth and evolution of NSUH, providing important programs and services, serving as goodwill ambassadors and acting as a vital link between the hospital and the community.

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Tanya Louis, Northwell Health nurse practitioner

Then there is the Patient and Family Partnership Council, a dedicated group of patients, caregivers, and healthcare professionals who partner to create meaningful changes within the hospital. NSUH believes that educating healthcare professionals, both current and future, is one of the most impactful ways to shape the future of the field for the better, and by providing world-class programs for potential students to take advantage of, this can be achieved and further the industry’s potential.

PATIENT TESTIMONIES AND AWARDS FROM NSUH

According to US News & World Report’s 2023 – 2024 Best Hospital Rankings, Northwell is New York’s most awarded healthcare system. NSUH, which tied for the number one hospital in the state, is proud to be nationally ranked in nine adult specialties, including pulmonology and lung surgery, cardiology and heart surgery, geriatrics, urology, 60 | Healthcare Outlook Issue 3

“ T H E P AT I E N T A N D FA M I LY E X P E R I E N C E I S E X C E P T I O N A L , M A R K E D B Y R E S P E C T, C O U R T E S Y, E M P AT H Y, A N D E X C E P T I O N A L C O M M U N I C AT I O N A M O N G A L L T H E H E A LT H P R O V I D E R S A N D S U P P O R T S TA F F ” – DR. ALAN HARTMAN, SENIOR VICE PRESIDENT AND EXECUTIVE D I R E C T O R O F C A R D I O VA S C U L A R A N D T H O R A C I C S U R G E R Y, N O R T H W E L L H E A LT H

orthopedics, gastroenterology and GI surgery, diabetes and endocrinology, cancer, neurology, and neurosurgery. With these incredibly impressive rankings, there are many patients who have had their lives changed for the better and are sharing the exceptional service they received while in the hands of Northwell and NSUH. “We do things at NSUH that other tertiary and community hospitals do not do,” comments Dr. Kuvin. “We support patients with mechanical devices if their heart pumps aren’t working very well, we move patients towards heart and lung transplantation, and we are involved

in cutting-edge research that affords patients the opportunity to have therapies and options that they would otherwise not have been eligible for,” he elaborates. One example of this is the treatment that patient Susan Kotkin received when she flew over 1,000 miles from Florida to New York to be treated by the cardiac team at NSUH’s SABHH. Having run out of options in Florida, Susan came to NSUH, where the cardiac team worked tirelessly to save her life and get her back home. They ended up providing her with a left ventricular assist device (LVAD)

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to keep her heart pumping strong, allowing her to get back to driving, visit her grandkids, and enjoy the endless heat of the Florida sun. Susan explains that she felt like she was treated wholistically at NSUH,

where the team gave her incredible care and support. In another example, Northwell nurse practitioner Tanya Louis was diagnosed with breast cancer after having a routine mammogram. She

NSUH AWARDS AND RECOGNITIONS: • Received a 5-star Healthgrades rating for coronary bypass surgery for six years in a row (2018-2023). • Recipient of Healthgrades’ Patient Safety Excellence Award for five years in a row (2018-2023). • Recognized by U.S. News & World Report as one of America’s best hospitals for neurology and neurosurgery (2020-2021). • Received two Silver Beacon Awards for excellence from the American Association of Critical-Care Nurses (AACN) for the neurosurgical intensive care unit and cardiothoracic unit. • Earned the coveted Magnet designation from the American Nurses Credentialing Center (ANCC), which rewards excellence in patient care and innovations in professional practice as a nurse.

62 | Healthcare Outlook Issue 3

was then treated by her employer, Northwell, and by a team of medical oncologists, breast surgeons, and plastic surgeons, who provided her with a treatment plan that included surgery and a double mastectomy, which took place at NSUH. After the successful surgery and recovery, Tanya’s boss suggested that she take the opportunity to become a nurse navigator, working with patients with pancreatic and liver cancer. She now educates as many patients as possible, as well as the public, to show them that there are new treatments and technologies available, there isn’t one type of cancer patient, and there is always light at the end of the tunnel. Tanya testifies that there was no doubt in her mind that she would choose Northwell, and that the professional relationships she developed with her care team translated into the high level of care she ultimately received.

NORTH SHORE UNIVERSITY HOSPITAL NORTH AMERICA

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“We ensure that we provide patients with the highest level of patient care possible, including novel techniques, surgeries, medications, and other therapies,” comments Dr. Kuvin. This high level of care and compassion for every patient, no matter their background, is evident in every step that NSUH takes. This is why Northwell has been named one of the world’s most ethical companies by Ethisphere – a global leader in defining and advancing the standards of ethical business practices – for the eighth consecutive year based on its record on environmental, social, and governance (ESG), as well as safety, equity, and inclusion. Along with this recognition from Ethisphere, NSUH has been named among the top five percent of all short-term acute care 64 | Healthcare Outlook Issue 3

hospitals evaluated nationwide by Healthgrades’ Patient Safety Excellence Award for the fifth consecutive year, and is now a Magnet-recognized hospital by the American Nurses Credentialing Center. This is a prestigious designation that reflects the highest standards of nursing professionalism, collaboration, teamwork, and superiority in patient care delivery. Less than 600 hospitals worldwide (only about eight percent) have achieved Magnet designation, and research demonstrates that this recognition provides specific benefits to healthcare organizations and their communities, such as an improved patient experience and better outcomes. Northwell has also won New York’s Military Friendly Employer Award for the fourth consecutive year in

recognition of its integrated approach to hiring, training, promoting, and supporting veterans and their families, with 1,300 veterans hired in the past three years as part of the Veterans Employment Initiative. Additionally, Northwell and NSUH are committed to raising the standard of healthcare for all with its LGBTQIA+ services, explicity noting that its mission is to make the most personalized and inclusive healthcare accessible. This commitment to diversity and community partnerships has led to 25 of Northwell’s facilities being named leaders in LGBTQIA+ healthcare equality by the Human Rights Campaign Foundation. With the philosophy that diversity is what makes a community colorful, it is NSUH’s mission to break down barriers and provide personalized, compassionate healthcare for all.

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Michael Dowling, President and CEO of Northwell Health, speaking at a rally

THE FUTURE OF HEALTHCARE AND NSUH We will all need healthcare at some point in our lives. This is the mindset that NSUH always keeps at the forefront, allowing the hospital to truly connect and form relationships with everyone who comes in for help, providing them with unrivaled compassion and individualized care. Despite current disparities within the US healthcare system, people who are genuinely passionate about serving others are working diligently to help the system change for the better. This is no more evident than at NSUH and the day-to-day actions that are being taken to ensure that everyone, not just in the community but around the US, is able to access healthcare regardless of their background or circumstances. 66 | Healthcare Outlook Issue 3

“The US can provide the most advanced healthcare in the world, and we have really amazing technology and the incredible ability to translate ideas into therapies and solutions for disease,” explains Dr. Kuvin. “Having said that, there are great disparities in healthcare in the US. While we can provide the latest and greatest treatments to the most complex patients, we struggle at times in terms of providing basic preventative care to much of our population, and I think these are the greatest assets but also some of the greatest challenges that we face,” he says. The future of healthcare delivery in the US may seem uncertain, especially due to the COVID19 pandemic which thrust the healthcare industry into disarray and exacerbated affordability challenges. However, despite the seemingly

unclear path forward, there are people dedicating themselves to the advancement and inclusivity of a system meant to provide unbiased help to all. “NSUH and Northwell are a nonprofit academic healthcare system which are really focused on reimagining healthcare as we move forward,” emphasizes Dr. Kuvin. “While this is a great responsibility, we are proud and eager to serve our patients and the entire system at the highest level. We take this task very seriously and with great pride, but it really challenges us at NSUH to be the best,” he continues. Healthcare is the largest industry in the US, accounting for approximately 17 percent of GDP. Therefore, it is integral that people within the industry ensure that the patients and their well-being are always put first.

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NORTH SHORE UNIVERSITY HOSPITAL NORTH AMERICA

THE WELL BY NORTHWELL HEALTH The Well, a digital resource for whole human health, is the fastestgrowing publication by Northwell and is inciting unparalleled growth in search, social, and referral traffic to the health system. With over half a million story views within the first six months of launching, The Well is a manifestation of Northwell’s mission to make a difference as an honest, trusted, and caring healthcare provider. In a time of information overload, much of which is unhelpful, inaccurate, or one-sided, The Well is on a mission to make people smile, laugh, and feel more confident and capable on their healthcare journey.

“Our goals are to continue to take the best care of patients from our community and across the system. Being the quaternary care hub of the region, we have the responsibility of taking care of the sickest of the sick. Our goal is to continue to do this, expand our capabilities, and make sure that each and every patient gets the best care at the right time,” comments Dr. Kuvin. Within the healthcare industry, it is not just important, but of the utmost necessity to ensure that access to care, health equity, health literacy, and the ability to access accurate health information from a reliable source are priorities to be highlighted and remedied in the coming years. NSUH has taken the initiative to ensure that it is at the forefront of this mission for a better, healthier future for both patients and those who work within the industry. To embody this mission, it is 68 | Healthcare Outlook Issue 3

essential to invest in the future and sustain a learning mindset. Empowering physician leaders who devote their time and employ their experience to further this mission is a key tenet of NSUH. Being such a progressive and regularly developing industry, there is never a moment in which healthcare technology and improvements are at a standstill. “The healthcare industry is an exciting place to work; technological and pharmacological advances are increasing and improving at an exhilarating pace,” enthuses Dr. Hartman. These new technological advancements, and new infrastructure investments like that of the PSP, assist greatly in the progression of the healthcare industry. NSUH has proven beyond a doubt that it remains at the top when it comes to not only embracing these

advancements, but also paving the way for such developments to be made. At the core of all of these achievements is the fundamental goal of guaranteeing that patients not only receive the best when it comes to treatment, but can expect long-term health. “I think the legacy that NSUH would like to leave is the ability to provide the best possible patient care to improve the lives of our community members,” concludes Dr. Kuvin. NSUH has earned a time-tested reputation for providing the highest quality care to both the local New York community and beyond. There is no doubt that there is progress to be made, but NSUH will continue to be the leader of the pack.

nsuh.northwell.edu

NORTH SHORE UNIVERSITY HOSPITAL NORTH AMERICA

Founded in 1964, Matco Service Corp. is one of the largest and most respected independent HVAC contractors in the Tri-State area. We are a diversified company specializing in the engineering, installation and maintenance of commercial HVAC systems. Our dedicated staff of professional engineers, mechanics and service technicians are active members of the American Society of Heating, Refrigerating and Air Conditioning Engineers (ASHRAE). For over five decades, Matco Service Corp. has provided superior HVAC service to our valued customers in the Tri-State area. We have a diversified team of factory trained technicians, specializing in Absorption, Centrifugal and Reciprocating air conditioning systems. We pride ourselves on our extensive experience and long history of success in the industry. Equipment served:

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LIFE-ENHANCING PERFORMANCE PUMPS 70 | Healthcare Outlook Issue 3

Delivering life-enhancing performance in infusion therapy and enteral feeding systems, we discuss the impact that Moog Medical has on the lives of patients with Vice President and General Manager, Mike Henderson Writer: Jack Salter Project Manager: Felix Revell

MOOG MEDICAL NORTH AMERICA

and General Manager of Moog. “What motivates me about the healthcare industry is the opportunity to help so many people by using my experience, expertise, and skills to continually improve our products and services. I use these same skills to help improve the efficiency of our operations and thereby increase the value of our business to employees, suppliers, communities, and shareholders.”

IMPACTFUL PERFORMANCE

he healthcare industry in the US has been in a constant state of flux due to the COVID-19 pandemic. The system has been under stress for many reasons, and supply chain disruptions at all levels have prevailed. However, at the end of the day, it’s deeply rewarding for Moog

Medical (Moog) to be designing, producing, and distributing products and services that provide relief to many people afflicted with various maladies. “It’s even more rewarding to provide many of our products worldwide; we touch a lot of lives across the planet,” states Mike Henderson, Vice President

Moog is the medical device division of Moog Inc., whose advanced motion control products are designed and manufactured for aerospace, defense, industrial, and medical applications where precise control of velocity, force, acceleration, and fluid flow are critical. For over 20 years, Moog has designed proven, reliable, and easyto-use infusion pumps and enteral feeding pumps that provide precise and steady fluid delivery. “We are the second-largest enteral feeding pumps and sets company in the world when we combine our own domestic Moog-branded products with our original equipment manufacturer (OEM) products produced for three of the world’s largest clinical food companies,” acclaims Henderson. Advancing the delivery of infusion therapy, Moog’s industry-leading infusion pump expertise and collaboration with customers and patients continue to benefit the delivery of healthcare and enhance patient and caregiver outcomes. Moog’s enteral feeding pumps, meanwhile, have enabled both pediatric and adult tube-fed patients to follow prescribed feeding regimes. Powerful enough to use in a hospital and lightweight enough for patients to wear at home or on the go, these pumps deliver personalized nutrition anytime, anywhere. Healthcare Outlook Issue 3 | 71

MOOG MEDICAL NORTH AMERICA

MOOG PRODUCTS – AT A GLANCE INFUSION THERAPY CURLIN 6000 – A portable multi-therapy infusion pump used for continuous, PCA, TPN, intermittent, and variable infusions in home care and alternate site settings.

“A K E Y T O O U R S U C C E S S O V E R T H E Y E A R S H A S B E E N TO PA R T N E R W I T H S U P P L I E R S W H O S H A R E O U R VA L U E S A N D P R I O R I T I E S F O R P AT I E N T S A F E T Y. O N E O F O U R MAJOR SUPPLIERS, SEMI-KINETICS, HAS B E E N P R OV I D I N G U S W I T H M A J O R S U B ASSEMBLIES FOR OUR IV PUMPS FOR YEARS. THEIR QUALITY IS HIGH, THEIR C O O R D I N AT I O N I S S U P E R B , A N D T H E Y H AV E B E E N W I T H U S FO R OV E R 1 8 Y E A R S ” – M I K E H E N D E R S O N , V I C E P R E S I D E N T A N D G E N E R A L M A N AG E R , MOOG MEDICAL

CURLIN PAINSMART – A line of portable infusion pumps uniquely designed to deliver PCA, PCEA, and epidural infusions in home care and alternate care settings. CURLIN DRUG SOFTWARE – The Protocol Library Safety System (PLSS) offers an additional level of safety, control, and compliance for infusion programs.

ENTERAL FEEDING INFINITY – The only truly 100 percent mobile nutrition delivery system that enables patients of all ages to adhere to recommended

The company’s product offering also includes ambulatory IV pumps and sets for the North American market, where it has the largest market share in that segment. Ultrasonic sensors and highpowered surgical handpieces are also designed and manufactured by Moog for many of the biggest medical device companies globally.

LEAN, GREEN FACILITIES Moog manufactures and services its products in two facilities located in Salt Lake City, Utah. These are complemented by a manufacturing plant in Alajuela, Costa Rica, as well as Vilnius, Lithuania, where Moog also services its European pumps. All of Moog’s facilities have emphasized lean techniques and continual improvement as part of its 72 | Healthcare Outlook Issue 3

working philosophy. “Over the past 10 years or so, the integration of lean enterprise into our way of working has been a top priority,” Henderson emphasizes. In Costa Rica, for example, the team has endeavored to integrate the guiding principles of the Shingo Model™, which are the basis for building a sustainable culture of organizational excellence. For its efforts, the Shingo Institute this year awarded Moog the Shingo Bronze Medallion, which recognizes organizations in the earlier stages of cultural transformation. The factory in Costa Rica is also certified as carbon neutral, with Moog working on achieving this certification at its other locations by the end of the year, exemplifying its very active focus on environmental, social, and governance (ESG) practices.

feeding schedules. INFINITY ORANGE – An enteralonly feeding system optimized for small-volume feedings; accurate enough to use in the hospital, yet portable enough to be used at home. INFINITY DELIVERY SETS – Infinity delivery sets are not manufactured with DEHP or natural rubber latex, do not contain Bisphenol A (BPA) in the fluid path, and include a patented in-line occluder for free-flow protection. ACCESSORIES – A full line of accessories is available for both hospital and home use, including a variety of carry packs designed for use with the Infinity pump.

Together, We Build Amazing Products With over 40 years of experience in contract electronics manufacturing, Semi-Kinetics has developed an operation that consistently builds high-quality and high reliability products. Strong leadership and a highly-productive team focused on quality, continuous improvement, and total customer satisfaction has also been key in supporting SemiKinetics’ reputation as a leading provider of electronics manufacturing services. Semi-Kinetics manufactures products for a variety of industries, each with their own specific challenges and unique specifications. However, they all have one thing in common – they need reliable electronic assemblies. We know how to deliver high-quality, highly reliable electronic assemblies, built to industry specifications and integrated into electro-mechanical systems as per your design requirements.

Semi-Kinetics is a leader in highly reliable electronic and electromechanical medical device manufacturing. We support a variety of medical device OEMs specializing in technically advanced products that demand a high level of expertise. We support these customers with a diverse range of flexible manufacturing capabilities, providing low volume/high mix as well as high volume/low mix manufacturing. Semi-Kinetics has extensive experience manufacturing medical electronics, medical devices, and medical equipment. We are proud to be a trusted supplier of high-quality medical devices that are thoroughly tested to meet the safety and reliability standards of the medical industry. We manufacture a variety of specialized and technically advanced medical devices, complete with cable and wire harness assembly, that demand a high level of expertise. In aerospace and defense, meanwhile, Semi-Kinetics is focused on meeting the technically challenging, missioncritical, long life-cycle, high mix, low volume, and high reliability product and manufacturing requirements of our customers.

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“ I T ’ S E V E N M O R E R E WA R D I N G TO P R OV I D E M A N Y O F O U R PRODUCTS WORLDWIDE; W E TO U C H A LOT O F L I V E S AC R OSS T H E P L A N E T ” – MIKE HENDERSON, VICE PRESIDENT AND G E N E R A L M A N AG E R , M O O G M E D I C A L

THE CULTURE AND CORE VALUES OF MOOG INC. “How we conduct business speaks volumes. When we say we believe in our people, it shows in the ways we attract and retain the best and

Indeed, 100 percent of the power at Moog’s facilities is generated via renewable sources. This is alongside a strong waste management program, extensive employee health and safety program, and several employee resource groups within the entire Moog Inc. organization for women, the LGBTQ+ community, veterans, and more. Across all sites, Moog is also standardizing all of its quality management systems (QMS), including the document management process, through MasterControl’s connected QMS and manufacturing execution systems (MES) software. “This will allow us to move work, be it engineering or manufacturing, between facilities with a common set of procedures and document processes,” explains Henderson. 74 | Healthcare Outlook Issue 3

PEOPLE-CENTRIC PHILOSOPHY Additionally, Moog has invested in developing the ability to bi-directionally communicate with its pump products through cloud infrastructure. “Our next step is to commercialize what we have learned, and we’re in the process of doing that now,” Henderson reveals. Always on the lookout for compatible products to add to its portfolio, Moog is also currently exploring several new pumping technologies being developed by start-ups that do not have the scale to break into the market with their own products. Moog designs the very best products and services available through the esteemed combination of its high-caliber working environment and 1,100+ dedicated employees.

brightest talent in our community. You can see our culture reflected in the phenomenal energy, enthusiasm, and commitment to one another that we bring to work every day. “Our collaborative culture is one of the many reasons why customers and partners choose to work with us; we are dedicated, innovative, and easy to work with as we create solutions to meet their complex technical challenges. “Our core values have remained our bedrock. I believe in them, and it is up to each of us to live these values and carry them forward for generations to come.” - Pat Roach, CEO, Moog Inc.

Innovative Quality from Prototype to Production At ITW Medical, our commitment is to deliver world-class quality, design and customer experience in innovative thermoplastic filtration & fluid-control disposables to OEM customers, advancing healthcare every day, around the world. We are an ITW company, which means we are nimble and respond quickly to the needs of the customer and the end market, while having the financial wherewithal to solve our customer’s pain points and challenges. Our 80-20 mindset and entrepreneurial culture means that we prioritize and innovate around the most critical problems in the spaces we serve – infusion therapy and drug delivery, surgical, radiology and bioprocess applications. We work with the top OEMs in each space, delivering care to billions of patients worldwide. Our commitment to the Medical Devices and Life Sciences industry is to deliver product on-time, in-full 98 percent of the time with 0 ppm in the field.

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Under the Coeur brand, ITW Medical is a trusted partner for medical device contract manufacturing. Our advanced injection molding and automated assembly processes ensure precision and quality, while our in-house engineering R&D drives innovation and continuous improvement initiatives. With a focus on seamless supply chain management and regulatory compliance, we’re committed to delivering safe and reliable medical solutions. Under the Filtertek brand, ITW Medical designs and manufactures single-use components focused on filtration and flow control. Specializing in solving the industry’s most challenging fluid management problems, ITW Medical develops components that integrate key specialty materials such as filter membranes, thermoplastic elastomers and liquid silicone rubber. Our portfolio of off-the-shelf products is consistently evaluated and continuously improved for alignment with performance and quality demands of the market. Our R&D team collaborates closely with customers for tailored solutions.

ITW Medical Product Highlight The BOLUSSAFE™ Check Valve excels, delivering exceptional backflow performance during bolus conditions surpassing current market offerings. Whether it’s rapid medication delivery or other bolus scenarios as seen in patient-controlled analgesia, the BOLUSSAFE™ series ensures uninterrupted infusion lines, setting a new standard for performance.

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“Our clinical staff are the best in the business, our Sales, R&D, Supply Chain and Operations teams are world-class, our administrative staff are top drawer; all in all, these people are the secret to our success,” highlights Henderson. Moog believes in its people, and that work can be a rewarding and satisfying experience for all in an atmosphere of mutual trust and confidence. This has been the overarching philosophy of Moog Inc. as a whole ever since Bill Moog founded the company in 1951, and it remains in place to this day. “Moog Inc. has a set of values and principles that all divisions within the company seek to achieve,” Henderson outlines. In the words of recently-appointed CEO, Pat Roach, who has been with the business for more than 30 years, the celebrated culture and core values that encompass Moog Inc. help it 76 | Healthcare Outlook Issue 3

MOOG MEDICAL NORTH AMERICA

FRIWO North America Mark Rossi mark.rossi@friwo.com + 440-719-9118 Medical Industry expert Matthias Kahle matthias.kahle@friwo.com +49 2532 81 159

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Innovative solutions for the highest requirements FRIWO’s medical power supply solutions are designed for the most challenging conditions. Whether the aim is to survive falls during tumultuous emergency treatment thanks to patented potting technology, to protect the patient with minimum leakage current of ≤10μA, or to secure the power supply with redundant systems and battery-operated backup solutions: FRIWO develops and manufactures reliable power supply units.

For over 35 years, OSI Electronics has provided manufacturing solutions of the highest quality, reliability, and customer support. With over 30 years of successful operations in Southeast Asia and over 3,000 employees in the region, we specialize in customized solutions with a portfolio of capabilities and factory locations needed to provide our customers with a competitive advantage in the global marketplace. As the manufacturing division of US-based, NASDAQ-traded OSI Systems, we offer the financial strength and stability to support our customers well into the future.

We thereby keep our focus on user safety and develop innovative concepts that make day-to-day medical life easier. For example, in the area of inductive charging technology – we already offer contactless energy solutions with power transmission of up to 150 W and simultaneous transmission of data. The use of inductive charging technology allows the development of medical devices with completely sealed housings – a huge advantage in sterile working environments! FRIWO takes possible future changes to norms and increasing efficiency requirements into account in development and manufacturing, to ensure the seamless long-term marketing of your products. And FRIWO is a reliable partner for advice about legal requirements, such as the Medical Device Regulation (MDR). On request, we can use materials that ensure a high level of biocompatibility in our medical power supply units.

“ OV E R T H E PA S T 1 0 Y E A R S O R S O, T H E I N T E G R AT I O N O F L E A N E N T E R P R I S E I N T O O U R WAY O F W O R K I N G H A S B E E N A T O P PRIORITY” – MIKE HENDERSON, VICE PRESIDENT AND GENERAL M A N AG E R , M O O G M E D I C A L

stand out from other companies. Of equal importance to Moog are its long-term relationships with suppliers, who were able to keep pace with the 20 percent increase in demand for the company’s enteral and IV pumps during the COVID-19 pandemic. Moog was likewise able to increase its capacity to meet this growth in demand during the pandemic. However, it was nevertheless a testing period in which the company experienced an inornate number of supply chain challenges. “While we are no longer facing as

many problems as we did six months ago, we are still challenged from time to time,” acknowledges Henderson.

PRIORITIZING PATIENTS Despite the demands and challenges that Moog had to overcome during the pandemic, its number one priority is unwavering: to build and distribute the safest, most effective enteral and ambulatory IV pumps and sets for its most important stakeholders – patients and caregivers. “If we do this right, then all of our other stakeholders are taken care

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of, and our mission of enhancing healthcare and enriching lives is achieved,” Henderson affirms. Looking ahead, the company has developed a new IV pump for the US and European markets, which is currently being evaluated by the Food and Drug Administration (FDA) and a Notified Body in the European Union (EU). “We hope to gain marketing clearance and launch the product. We also plan to continue to expand our market share in all the segments where we ply our trade,” concludes Henderson.

MOOG MEDICAL Tel: 800.970.2337 medcustomerservice@moog.com www.moogmedical.com Healthcare Outlook Issue 3 | 77

A.C.CAMARGO CANCER CENTER NORTH AMERICA

THE BEST OF

BRAZILIAN O N C O LO GY At the forefront of oncological care in Brazil, members of A.C.Camargo Cancer Center’s management team inform us of the institution’s latest projects, programs, partnerships, and investment plans Writer: Jack Salter | Project Manager: Felix Revell

razil is a country of continental proportions, with more than 200 million inhabitants and upwards of 6,400 public, private, and philanthropic hospitals. There are circa 12.5 million hospital admissions per year in Brazil, where the public healthcare sector is responsible for most medical-hospital procedures performed. The private sector in Brazil, meanwhile, has experienced an aggressive movement of mergers and acquisitions in recent years, whilst large healthcare groups have expanded their own networks of hospitals and clinics with the aim of reducing operating costs and expanding capillarity.

Victor Andrade, CEO

However, there are many challenges to overcome, such as financing the public and private health system, the cost of acquiring technologies, the high tax burden on payrolls, and charges on inputs and equipment. The challenges are even greater in oncology, the study of cancer, where the focus of A.C.Camargo Cancer Center (A.C.Camargo) lies. “The aging population and introduction of new technologies are cost drivers that compromise the sector’s sustainability,” observes Victor Andrade, CEO of A.C.Camargo. “The system today is fragmented and inefficient, which makes A.C.Camargo stand out even more in terms of its patient services.”

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A.C.CAMARGO CANCER CENTER NORTH AMERICA

A.C.Camargo is a freestanding Cancer Center offering everything a patient may need for any type of cancer over the last 70 years. The legacy of A.C.Camargo in South America goes beyond patient care, as many oncologists from different countries and all Brazilian states were educated there. A.C.Camargo has also developed clinical trials, and collected over 100,000 tumor samples for biobank and research projects in genomics. Since the Ludwig Institute from New York joined A.C.Camargo in 1983, genomics has helped to develop diagnosis and treatment locally.

TREATING COMPLEX CASES A.C. Camargo is the only centralized, specialized and integrated private center for cancer diagnosis, treatment, rehabilitation, teaching, and research that operates under the Cancer Center model in Brazil. Across 100,000 square meters, three hospitals, one outpatient clinic and one day hospital, as well as research and administrative units, the entire A.C.Camargo complex comprises 449 beds, 184 offices, four surgical centers and four diagnostic 80 | Healthcare Outlook Issue 3

“ W E C H A L L E N G E O U R S E LV E S T O I M P A C T HALF A MILLION LIVES A YEAR THROUGH T R E AT M E N T S , S E R V I C E S , C O U R S E S , R E S E A R C H , A N D T H E D I S S E M I N AT I O N O F K N OW L E D G E TO S O C I E T Y ” – V I C TO R A N D R A D E , C E O, A .C .C A M A R G O C A N C E R C E N T E R

centers, including a world class surgical pathology and genomics laboratory. 12 disease centers offering integrated care with over 700 professionals, supported by nurse navigators and tumor boards, are at the forefront of medicine and obtain outcomes comparable or even superior to the very best cancer centers in the US and Europe. Survival curves for each tumor in almost 99,000 cancer patients treated in the last 20 years are available at the Cancer Observatory, published in January 2023. “We described all new cases of cancer treated at our institution (including the sociodemographic, epidemiological, clinical patterns of patients and five-year percentage

of survival). We are proud of the improvements of survival percentages in each tumor we achieved within the last 20 years,” says Pedreira. “We treat complex cases, both local and referred, from all over Brazil using minimally invasive surgeries, reconstructions, interventional radiology, liver and bone marrow transplants, CAR-T cell therapy, including the opportunity for patients to be part of phase I to phase III clinical trials.” outlines Andrade. Since 2013, 4,000 robotic oncological surgeries were performed by A.C.Camargo until December 2022, the most in Latin America, complementing an impressive portfolio of annual data in all areas including 300,000 outpatient visits, 270,000 imaging tests, almost

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A.C.CAMARGO CANCER CENTER NORTH AMERICA

FORESEEING AND MANAGING THE COVID19 PANDEMIC The success of oncological therapy greatly depends on the early diagnosis and adequate treatment of a tumor. A.C.Camargo therefore knew the importance of continuing to care for patients during the COVID19 pandemic, and subsequently established “Protected Oncology Care” protocols, many of which proved beneficial and remain in force as a result: • Virtual screening • Emergency triage • Isolation in hospital and ICU • Outpatient clinic • Surgical treatment

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30,000 infusion sessions, and 20,000 surgical procedures. “This year, the center carried out its first CAR-T infusion and we pioneered in phase I CART cell clinical trials as well. We are the technical reference for this technology in Latin America and have had several other technological innovation projects within the pharmaceutical industry, including risk sharing and the design of bundle payments.”

INVESTMENT PLAN In the last 20 years A.C.Camargo has evolved from a cancer hospital to a Cancer Center and is now endeavoring to become an oncology platform that will welcome BioTech, DeepTech, and EdTech, while taking 70 years of accumulated knowledge in oncology to partners and sharing best practices and efficiencies carried by the Cancer Center format. A.C.Camargo hopes to develop new business at the same time, helping

to improve the Brazilian oncology ecosystem. “Brazilian citizens and payers deserve more outcome data and less waste in healthcare, and we believe we can help,” says Andrade. Since 2021, the center has also added an immunization service and completely rebuilt the Emergency Room, Endoscopy Center, Pediatric Tumor Unit (both outpatient and inpatient clinics), and the Rehabilitation Unit. Last year, A.C.Camargo also kickstarted its R$279 million (USD$60 million) investment plan to expand its triple A inpatient and outpatient units, acquire robots, linear accelerators, MRI, CT scans, digital pathology scanners, and update its technological infrastructure, including preparation for the demands on artificial intelligence (AI) and a 5G environment. A new data center, high performance computers, and Data Science team are in place to transform efficiency and the patient experience. “We have been investing in pertinent and safe care, removing barriers to a more efficient pathway. Even though the NPS index was 90.6 last year, new protocols focusing on a better patient experience are on the way to meet expectations even for premium patients,” says Pedreira. A.C.Camargo is also investing in digital transformation for faster and more intelligent processes that will save time for patients, doctors and employees. The center is investing to make its clinical trials unit three times larges to accommodate the number of studies it is expecting from the industry in the coming years. This has positively impacted the number of people treated by A.C.Camargo and will benefit both public and private patients.

SUPPORTING A CANCER NETWORK A.C.Camargo believes that cancer care requires a high level of integration between providers to

A.C.CAMARGO CANCER CENTER NORTH AMERICA

match patient complexity with the proficiency of providers. Less complex cases can be treated locally, whereas complex cases deserve to be treated at cancer centers. A.C.Camargo is building a cancer network to offer the best care as close to a patient’s house as possible. The center started partnering with Sabará Children’s Hospital in São Paulo, a large private not-for-profit pediatric hospital with dozens of cases of cancer diagnosed at the emergency room annually. Despite its specialization and superb infrastructure, cancer is a rare disease at that hospital and A.C.Camargo is now integrating its staff and protocols to better treat each patient, with most complex cancer cases referred to the center. Recently, A.C.Camargo also signed referral partnerships with Grupo Santa Joana, an OB-GYN specialized hospital in the city of São Paulo and, Hospital Santa Rita, a tertiary general

hospital 1,000 kilometers north of São Paulo, as well as several other members of A.C.Camargo’s private cancer network. It plans to organize and support a solid cancer network formed by a diagnostic laboratory running prevention tests, outpatient clinics, general hospitals, and specialized non-oncologic hospitals and hospices to build a high quality, low waste ecosystem.

STRATEGY AND PROJECTS In order to understand its value in society and mission for the future, A.C.Camargo last year delved into measuring the epidemiological cancer trends in Brazil. Its clear that oncology in Brazil is a fast-growing market and many new entrants would like to invest. The current challenges point to a higher frequency of oncological cases, rising costs above Healthcare Outlook Issue 3 | 83

A.C.CAMARGO CANCER CENTER NORTH AMERICA

inflation, and a strangulation of paying resources. “A.C.Camargo’s 2023-25 strategy is to take advantage of its 70-year knowledge and credibility to help organize the players in a more sustainable way, while enhancing the A.C.Camargo brand as a protagonist in national oncology,” says Andrade. “We understand the potential of A.C. Camargo to increase the efficiency by addressing cancer in the Brazilian population through education, training, access to prevention, treatment, rehabilitation, and well-being after cancer,” he continues. For this reason, the center has reformulated its A.C.Camargo Social Impact Program, aiming to increase geographic coverage and the number of beneficiaries, via multiple publicprivate partnerships. This innovative program aims to contribute with technical and

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management assistance from prevention to rehabilitation, supporting municipalities that present major challenges in their oncology services. “In addition, short- and long-term outcomes, costs and pertinence indicators have been shared with payers hoping we will progress to a value-based payment models,” shares Pedreira.

CANCER SPECIALIZATION FOR THE WHOLE COUNTRY A.C.Camargo’s priority is to provide patients with the best treatments and protocols available worldwide,

which is why the center encourages its physicians and researchers to keep updated on international forums and congresses. “We are formal partners with cancer centers abroad, such as the Princess Margaret Hospital in Toronto and the Institute Curie in Paris, and the exchange of innovations and best practices is continuous, bringing Brazilians closer to the best oncology in the world,” emphasizes Andrade. A.C.Camargo has trained doctors in different specialities from various Latin American countries and all Brazilian states since 1953, and is

“ O N E O F O U R S T R AT E G I E S F O R G R O W T H I S TO S U P P O R T C A R E P R OV I D E R S I N SÃO P A U L O A N D O T H E R S TAT E S I N B R A Z I L ” – V I C TO R A N D R A D E , C E O, A .C .C A M A R G O C A N C E R C E N T E R

responsible for the specialization and postgraduation of a large proportion of current Brazilian oncologists. Now, the center plans to move into an open platform of oncology education to reach graduate students and senior professionals, offering lifelong learning for everyone interested in oncology in the country. In the first half of 2023, A.C.Camargo announced a partnership with Cogna, the largest education group in Brazil, to expand training opportunities for health professionals in the multidisciplinary treatment of cancer, taking knowledge to all regions of the country. There is a demand for trained professionals in oncology, and this partnership will enhance A.C.Camargo’s protagonism in the field of education throughout Brazil. “We just launched three courses, but our intention is to provide dozens of virtual and face-to-face courses in the upcoming years,” reveals Andrade.

“We have different teaching and training tools, from face-to-face training and classes to online courses aimed at all our professional staff.”

DELIVERING VALUE One of A.C.Camargo’s objectives is to present the best balance between outcomes and cost for the patient and payers, bringing a sustainable model to healthcare in Brazil. “For this, we need to continue developing our internal models, and always seek medical, technical, and personal improvement,” says Pedreira. In addition to these internal objectives, A.C.Camargo wants to work on prevention and early diagnosis, partnering with private companies to educate them on how to take good care of their employees. With the pharmaceutical industry, A.C.Camargo is working on risksharing and market sustainability projects, finding innovative ways to pay more for drugs that work better

for the patient and pay less or even nothing for ineffective drugs. Each of these objectives is evaluated so that, in future, they can serve as a benchmark for the entire health sector. “We are also advancing other ways of sharing expertise, with a consulting area specialized in oncology,” concludes Pedreira. As such, it seeks to continue sharing the concepts, knowledge, and skills that it has acquired in 70 years as a Cancer Center with the healthcare market in Brazil and Latin America.

A.C. CAMARGO CANCER CENTER Tel: +55 11 2189-5000 https://accamargo.org.br/form/contato www.accamargo.org.br Healthcare Outlook Issue 3 | 85

SHEPHERD CENTER NORTH AMERICA

E X T R AO R D I N A RY CARE FOR E X T R AO R D I N A RY O U TC O M E S Providing world-class clinical care for complex conditions like spinal cord and brain injuries, Shepherd Center is a vital pillar of rehabilitation care. Vice President of Research and Innovation Deborah Backus tells us more Writer: Lucy Pilgrim | Project Manager: Felix Revell

stablished in 1975, Shepherd Center (Shepherd) is widely recognized for its comprehensive clinical care, research, and family support for people experiencing the most complex conditions, including spinal cord and brain injuries, multi-traumas, traumatic amputations, strokes, multiple sclerosis (MS), and pain. Ranked among the top rehabilitation hospitals in the nation by U.S. News, 90 percent of Shepherd’s patients return to their communities after receiving care, which exceeds the national average by more than 20 percent. It is also one of the few institutions recognized as both a Spinal Cord Injury and Traumatic Brain Injury Model System by the National Institute on Disability, Independent Living, and Rehabilitation Research (NIDILRR). “Our mission is to help people who have experienced catastrophic injury or disease to rebuild their lives with dignity, hope, and independence, advocating for their full inclusion in all aspects of community life,” opens 86 | Healthcare Outlook Issue 3

Deborah Backus, PT, Ph.D., FACRM, Vice President of Research and Innovation at Shepherd. The organization is accredited by the Joint Commission (JCAHO) and the Commission on Accreditation of Rehabilitation Facilities (CARF), and is a catastrophic care hospital dedicated to neurorehabilitation.

FOUNDED ON CARE Shepherd’s mission is close to the founders’ hearts. In 1973, late co-Founder James Shepherd, then 22 years old, went on a backpacking trip after graduating from the University of Georgia. While bodysurfing off a beach in Rio de Janeiro, he was pushed to the ocean floor by a wave and sustained a spinal cord injury. With no rehabilitation facilities close to his home in Atlanta, Georgia, the Shepherd family traveled to a specialized facility in Denver. Upon his return to Atlanta, James and his parents, Harold and Alana Shepherd, were compelled to create a rehabilitation facility. With generous community support, Shepherd was

Deborah Backus, Vice President of Research and Innovation

founded in 1975 as a six-bed unit operating out of leased space. After outgrowing that space, the hospital moved to its own facility. Today, Shepherd has grown to a 152-bed hospital. As part of Pursuing Possible: The Campaign for Shepherd Center, the hospital will expand to 200 beds.

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SCIENCE AND ACTIVITY Throughout its nearly 50-year history, Shepherd’s research and innovation initiatives have grown with a primary focus on improving patient outcomes and paving the way for greater independence beyond injury and illness. “Shepherd was founded on an innovative spirit driven to fill a need for top-tier complex rehabilitation, and it continues in that spirit to find improved approaches to patient care today,” Dr. Backus says. A core component of Shepherd’s clinical care and research initiatives is addressing the concept of neuroplasticity, which has remained at the forefront of neurorehabilitation. “Neuroplasticity refers to the nervous system’s potential to change with learning or recovery. “After an injury or when someone has a disease like MS, neural pathways are altered or damaged. We’re trying to retrain the nervous system to complete tasks in a way that’s 88 | Healthcare Outlook Issue 3

effective and efficient,” she explains. One of Shepherd’s research aims was to assess evidence related to what drives neuroplasticity. One approach is to combine intense activity with other methods, such as electrical stimulation or pharmacologic drug approaches, to achieve better outcomes. An example is Shepherd’s postacute outpatient program, Beyond Therapy®, created by Shepherd staff in 2005. The rigorous, activity-based program is designed to help people with various neurological disorders improve lifelong health, minimize secondary complications, and get the most from any new neural links to their muscles. While standard therapy focuses on helping people develop strategies to become as independent as possible after injury or illness, Beyond Therapy® serves clients who have already participated in traditional rehabilitation. It combines exercise science and rehabilitation science to

SHEPHERD’S EULA C. AND ANDREW C. CARLOS MULTIPLE SCLEROSIS REHABILITATION AND WELLNESS PROGRAM The Eula C. and Andrew C. Carlos Multiple Sclerosis Rehabilitation and Wellness Program, an integrated component of the MS Institute and the CRI at Shepherd, integrates all aspects of wellness, including fitness, nutrition, and education, into a single approach tailored specifically for people with MS. Adaptive equipment and advanced technologies, such as gait trainers, robotic hand and arm trainers, brain stimulation systems, and spinal cord stimulation systems, may be incorporated into the overall program.

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SHEPHERD CENTER NORTH AMERICA

Shepherd campus

drive the nervous system, focusing on weaker muscles and nerve connections that may not have gotten much attention in the initial stages of therapy. The goal is to improve functional recovery and reduce the likelihood of secondary health issues. A team of exercise physiologists, physical therapists, and other clinical, research, and administrative staff contribute to the program’s success. Beyond Therapy® was built upon evidence related to neural recovery, and Shepherd continues to collect data to examine the effectiveness of the approaches used in the program. The development of the Beyond Therapy® program exemplifies how a culture that supports research and innovation allows ideas to grow into impactful advances in patient care.

IMPROVING CARE THROUGH RESEARCH To ensure that the organization provides the necessary care to its vast 90 | Healthcare Outlook Issue 3

Shepherd’s current main campus at 2020 Peachtree Road (left) and the future Marcus Center for Advanced Rehabilitation (right), will be connected by a bridge

Located on Shepherd’s main campus, the new MCAR will make an undeniable mark on neurorehabilitation for patients from all over the world

SHEPHERD CENTER NORTH AMERICA

“ O U R M I SS I O N I S TO H E L P P E O P L E W H O E X P E R I E N C E D C ATA S T R O P H I C I N J U R Y O R D I S E AS E TO R E B U I L D T H E I R L I V E S W I T H D I G N I T Y, H O P E , A N D I N D E P E N D E N C E ” – D E B O R A H B A C K U S , P T, P H . D . , FA C R M , V I C E P R E S I D E N T O F R E S E A R C H A N D I N N O VAT I O N , S H E P H E R D C E N T E R Student training

range of patients in need, Shepherd is underpinned by various research initiatives. “Much of our research is focused on evaluating ways to bring together the right tools to achieve changes in the nervous system. This is not just for walking, but also the function of the arms and hands, bladder, and sexual and cognitive function,” Dr. Backus highlights. Shepherd’s Virginia C. Crawford Research Institute was founded in 1996 to broaden the organization’s research program and support the integration of research into clinical

practice. Federal and industrysponsored clinical studies are conducted with leading experts at other hospitals, research centers, medical schools, and universities worldwide. The principal investigators and research associates at the Crawford Research Institute work to develop, refine, and evaluate new treatments, drugs, surgical techniques, diagnostic tools, and physical therapeutic interventions. One such area is the Andrew C. Carlos Multiple Sclerosis Institute at Shepherd. MS research at

Shepherd includes both clinical trials and rehabilitation, and wellness intervention trials. Shepherd researchers lead clinical trials testing investigational medications, new cell therapies, and new devices to help people with MS participate more fully in their lives. The team also conducts studies to better understand the effects of physical and cognitive rehabilitation and exercise interventions, focusing on people with MS that have mobility challenges or barriers to accessing rehabilitation interventions. Shepherd shares its findings with healthcare Healthcare Outlook Issue 3 | 91

A BRIEF LOOK AT SHEPHERD’S SHARE MILITARY INITIATIVE SHARE Military Initiative (SHARE) at Shepherd is an outpatient program that serves military veterans, service members, and first responders needing help to deal

“ S H E P H E R D WA S F O U N D E D O N A N I N N O VAT I V E S P I R I T D R I V E N T O F I L L A N E E D F O R T O P -T I E R C O M P L E X R E H A B I L I TAT I O N , A N D I T C O N T I N U E S I N T H AT S P I R I T T O F I N D I M P R O V E D A P P R O A C H E S T O P AT I E N T C A R E T O D AY ” – D E B O R A H B A C K U S , P T, P H . D . , FA C R M , V I C E P R E S I D E N T O F R E S E A R C H A N D I N N O VAT I O N , S H E P H E R D C E N T E R

with traumatic brain injuries and mental health concerns. SHARE provides comprehensive rehabilitation, including collaborative care, transition support, community reintegration, and housing options, to clients so that they can take part in their individualized rehabilitation program.

providers outside of the organization so that people with MS worldwide can access the best care.

PARTNERING TO ADVANCE RESEARCH Sharing knowledge is a cornerstone of making progress, which is why Shepherd has more than 200 industry and academic partnerships to advance research and innovation. 92 | Healthcare Outlook Issue 3

“We identify collaborators in the same way an academic institution would; are their areas of research the same areas we are hoping to expand into, and what do they bring that’s unique?” Dr. Backus questions. Shepherd’s range of research programs is integral to advancing its value-added care offerings. In particular, using data analytics helps garner a greater understanding of the most meaningful interventions to achieve the best outcomes possible.

FUTURE EXPANSION In September 2022, Shepherd launched Pursuing Possible: The Campaign for Shepherd Center. The most ambitious campaign in the history of the center, Pursuing

Possible will create opportunities for Shepherd to help more patients begin again after catastrophic injury or disease. Of the many initiatives and growth opportunities the campaign will enable, few are as significant as the development of the Marcus Center for Advanced Rehabilitation (MCAR). Located on Shepherd’s main campus, MCAR will increase patient access and improve the patient and family experience in several ways, including growing day programs and outpatient services and creating space for a new 30,000 square-foot Innovation Institute. The Innovation Institute, which brings together current research programs and the work of Shepherd’s

SHEPHERD CENTER NORTH AMERICA

The 30,000 square-foot, state of the art Innovation Institute will be a critical part of the MCAR, allowing Shepherd to create so many more “I Cans” — now and into the future

SHEPHERD HAS RECEIVED RESEARCH FUNDING FROM SEVERAL ORGANIZATIONS, INCLUDING: - National Institute of Health (NIH) - National Institute for Disability, Independent Living, and Rehabilitation Research (NIDILRR) - Patient-Centered Outcomes Research Institute (PCORI) - Craig H Neilsen Foundation - Templeton Foundation - National MS Society

Assistive Technology Center into one space, will provide additional programs, including a performance evaluation suite, as well as a health suite that provides live and on-demand classes for exercise and wellness content for people with disabilities, and a technology showroom allowing people to experience the latest in adaptive technology. The organization looks forward to enhancing its research programs

The technology showroom will be a hallmark feature of the Innovation Institute, keeping Shepherd at the cutting edge and allowing patients and families to experience the latest in adaptive technology

with the new Innovation Institute to prepare for the hospital’s greater venture into advanced analytics and data science. As a result, the Shepherd research team can begin to define algorithms for precision rehabilitation and pilot its performance labs. “Combining data with information about the individual may reveal the best intervention for the greatest outcomes, for ultimate precision rehabilitation,” Dr. Backus comments. Shepherd is also working to establish the process for prototype design to cater to the assistive technology market, while establishing partnerships to evoke specialized solutions and support for each client. “We want to be at the forefront of figuring out the best algorithms that are necessary to help us know which patient needs which intervention at which time so we can be more effective and provide greater value with our care.”

WEATHERING CHALLENGES While navigating Shepherd’s trajectory of support across Atlanta, Dr. Backus is aware of the healthcare industry’s challenges, particularly within the realm of rehabilitation. “One of the most significant issues is the flattening of reimbursement and lack of insurance coverage for services, notably in the rehab sector. “Although this is a problem across

the entirety of the healthcare industry, this is a particularly detrimental combination for rehabilitation, which is often a lengthy, complex, and lifelong process for people after a traumatic event,” she explains. This is especially pertinent considering that not providing the appropriate care can exacerbate secondary conditions, costly comorbidities, and complications that increase the cost of healthcare, having huge detriments to many patients’ quality of life. “Rehabilitation needs to be comprehensive enough to address everything that people need, so an individual doesn’t develop secondary conditions, which lead to even more costs when people aren’t able to work and contribute to society in a positive way,” Dr. Backus concludes. Since Shepherd was built with a patient-centric approach, it continues to provide optimum care to help reduce the need for secondary support, ultimately benefiting the overall healthcare industry and society, by reducing long-term costs.

SHEPHERD CENTER Tel: 404-352-2020 www.shepherd.org Healthcare Outlook Issue 3 | 93

NATIONAL BIOPRODUCTS INSTITUTE AFRICA

THE P OW E R OF PLASMA N

estled snugly in an unassuming corner of Pinetown’s Paradise Valley, National Bioproducts Institute (NBI) provides a vital service for South Africa (SA). The world-class facility produces much-needed plasma-derived products for South African patients, something that the state-of-the-art facility has been doing for more than three decades. To date, NBI has worked tirelessly to develop a rich history of serving the needs of patients in its highly specialised area of plasma-derived medicinal products (PDMPs) and diagnostics. The company is a private, non-profit pharmaceutical manufacturer of human PDMPs, with NBI’s manufacturing site and head office currently located in Pinetown, KwaZulu-Natal, SA. 94 | Healthcare Outlook Issue 3

National Bioproducts Institute aims to establish itself as the leading African manufacturer and supplier of quality therapeutic proteins and diagnostic products. Shanay Singh, Head of Business Development, tells us more Writer: Ed Budds Project Manager: Cameron Lawrence

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In 1968, in response to local demand for PDMPs, the Natal Blood Transfusion Service (NBTS) established a small fractionation facility, known as the Natal Fractionation Centre. The facility was later relocated to the site in Pinetown in 1979, where it still stands today. Due to a raft of changes to medicinal legislation in SA, the company was required to re-register as a manufacturing pharmacy. Therefore, in 1994, NBI was subsequently registered as a separate pharmaceutical company. A decade later, the company name was changed to its current alias in order to reflect the national scope of its operations across SA. “Our small but growing biotechnology department specialises in monoclonal antibody development together with the production of near-patient test kits, and in doing so has gained an impressive reputation,” begins Shanay Singh, Head of Business Development at NBI. “The department supplies customers around the world but continues to focus on disease states that are pertinent to NBI’s mission. Our range of pharmaceutical products includes clotting factors, immunoglobulins, albumin solutions, and solvent detergent treated dried plasma,” he adds. Having previously headed up portfolio management as part of the new business development team at Aspen Pharma Group, Singh joined NBI in July 2020 and is responsible for the sales and marketing as well as export functions of the business, in addition to overseeing the expansion of the company’s portfolio and pipeline. Singh is also a registered pharmacist with Master’s degrees in clinical pharmacy and business administration, meaning he brings a valuable mix of clinical and commercial expertise to the role. 96 | Healthcare Outlook Issue 3

PERFECTING THE PLASMA PROCESS • NBI receives fresh frozen plasma for fractionation from blood transfusion services. These units are tested for several viral markers before they are combined to form a plasma pool. • Various manufacturing processes are applied to extract different proteins which are formulated into sterile products. NBI utilises a process of cold ethanol fractionation to separate plasma of human origin into intermediate protein fractions. The various fractions undergo purification by precipitation, centrifugation, and filtration. Formulations and sterile filling processes are then employed to produce sterile final products. • After extensive quality control testing, products are released and distributed to pharmacies throughout SA and in SADC countries. PRODUCT SAFETY • Plasma is sourced from voluntary, non-remunerated blood donors. • Each individual donation is tested by the blood service and additional testing is performed on the plasma by NBI. • Manufacturing processes include validated effective viral inactivation steps. • NBI’s product range meets international quality standards.

CARING FOR THE NATION NBI’s comprehensive range of products is registered with the South African Health Products Regulatory Authority (SAHPRA), while several of its products are also listed in the SA Essential Medicines List as well as the World Health Organisation’s Essential Drug List. Now displaying an impressive portfolio of work, the biotechnology department within the company develops and manufactures diagnostic kits and monoclonal antibodies for the South African and international diagnostics market.

“Back in 1994, NBI employed 63 people. Flash forward to today, and over 270 dedicated individuals come together each day to form the NBI team, driven and united with the purpose of providing plasma-derived medicinal products to the patients of SA and, where possible, beyond the nation’s borders to the inhabitants of sub-Saharan Africa,” details Singh. “In the future, we intend to extend our service commitment into areas which are largely underserved in terms of PDMPs. We aim to closely collaborate, both nationally and internationally, with like-minded

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NATIONAL BIOPRODUCTS INSTITUTE AFRICA

organisations whose vision, mission, and values closely match our own,” he sets out. For now, NBI’s core business is to manufacture pharmaceutical products from human plasma using a process of cold ethanol fractionation.

NBI MISSION NBI strives to meet the needs of patients and improve their quality of life by providing protein therapies and services within Southern and sub-Saharan Africa, and diagnostic products globally. This will be achieved by: • Building and maintaining value-added partnerships with stakeholders in the public health environment. • Continuously providing a dynamic range of products and services. • Being cost-effective, efficient, and competitive. • Strict compliance with internal, national, and international quality standards and regulatory requirements. • Committed employees who are qualified, competent, and empowered. • Behaving in a socially and environmentally responsible manner. • Respecting that donated human plasma is a scarce national resource and therefore optimising its use for patients. • Showing care and concern for the well-being of employees, patients, and the wider community.

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The majority of NBI’s plasma requirements are met from local sources, including the South African National Blood Service (SANBS) and the Western Province Blood Transfusion Service (WPBTS). Products are then distributed throughout SA, and to the Southern African Development Community (SADC) and other developing countries. NBI and SANBS continue to work in tandem and collaborate towards achieving the Department of Health’s goal of ensuring the self-sufficiency of blood, blood products, and plasmaderived medicinal products for all patients in SA. “To this end, we endeavour to provide products and services from regional resources using plasma from healthy, voluntary donors,” Singh elaborates.

QUALITY AND EMPOWERMENT NBI has a firm commitment to quality. Therefore, the company’s Quality Management System (QMS) is aimed at assuring that the desired product quality is routinely met, suitable process performance is achieved, set controls remain appropriate, and continual improvement opportunities are identified and evaluated in great detail. The QMS applies to all areas of NBI and has been implemented to ensure compliance with current Good Manufacturing Practice (cGMP) requirements as well as utilising many of the elements of ISO systems. Other areas that are key to NBI’s service assurance include the company’s focus on integrating quality principles into strategic planning to ensure that its commitments to patients, regulators,

“ W E A I M T O M O T I VAT E A N D E X C I T E S TA F F C O N S TA N T LY T H R O U G H O U T T H E Y E A R T O H E L P K E E P E V E R YO N E A P P R A I S E D A N D I N V O LV E D I N E V E R Y T H I N G T H AT ’ S G O I N G ON IN THE BUSINESS” – S H A N AY S I N G H , H E A D O F B U S I N E S S D E V E L O P M E N T, N AT I O N A L B I O P R O D U C T S I N S T I T U T E

and other stakeholders are fulfilled. Elsewhere, NBI ensures that all its systems meet or exceed cGMP requirements and good laboratory techniques, strives to ensure that it has suitably qualified and experienced staff to meet its commitments, and responds positively and appropriately to the changing needs of its stakeholders and their concerns. This also entails a commitment to engaging in continual improvement to ensure safe and effective products, reliable and accurate operations, and reduced production losses through routine surveillance of NBI’s systems.

Similarly, each staff member, as well as NBI as a whole, is responsible for striving for excellence in the manufacture, sale, and distribution of relevant biological products. To help empower its staff to achieve this, NBI recognises the need to create a shared feeling of excitement and empowerment amongst its people, who the company acknowledges as the most crucial cog in the machine of its ongoing success and prosperity. “We always try to include everyone who wants to join our strategic teams, and we welcome their ambition with open arms. In doing this, our

employees can contribute their input into the broader company strategy and simultaneously gain a sense of accomplishment and purpose beyond the great work that they already do in their operational roles,” Singh describes. “We aim to motivate and excite staff constantly throughout the year to help keep everyone appraised and involved in everything that’s going on in the business,” he adds. The proud teams that NBI has meticulously grown will no doubt continue to distinguish themselves and the company as one of the industry leaders in providing such a vital service within the South African healthcare sector for many years to come.

Tel: +27 (0)31 714 6700 info@nbisa.org.za www.nbisa.org.za Healthcare Outlook Issue 3 | 99

BESTMED MEDICAL SCHEME AFRICA

A C U LT U R E OF CARE With comprehensive and competitive healthcare strategies that are leading South Africa’s medical aid industry, Bestmed Medical Scheme is a titan in preventative care. Principal Officer and CEO Leo Dlamini tells us more Writer: Lucy Pilgrim | Project Manager: Cameron Lawrence

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he medical scheme industry is a vital part of South Africa’s functioning healthcare system. Yet, the sector has experienced recent challenges and remained stagnant due to prevailing economic circumstances that have restricted short to medium-term growth. The medical scheme industry has become highly regulated, with organisations in the sector

consistently reviewing their procedures and processes. To compound this, both public and private medical schemes are acutely aware of the developments related to the South African government’s implementation of National Health Insurance (NHI). As such, the funding for NHI and the overall future of medical schemes is still unclear. On the contrary, Bestmed Medical

Scheme (Bestmed) is optimistic about the future, as the organisation is a proactive part of the industry through its participation on the Board of Healthcare Funders, which monitors and contributes to the development and representation of the South African private healthcare industry in the face of the new NHI bill. “We believe that medical schemes have the opportunity to make a Healthcare Outlook Issue 3 | 101

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HEALTHCARE OUTLOOK: TELL US ABOUT THE ORGANSIATION’S SUPPLY CHAIN OPERATIONS AND THE IMPORTANCE OF THESE RELATIONSHIPS? LEO DLAMINI, PRINCIPAL OFFICER AND CEO: “To ensure mutually beneficial relationships with our various stakeholders, Bestmed continues to commit to our promise of being ‘Personally Yours’ via stakeholder engagements. At the centre of our stakeholder management plans is the aspiration to extract value for the Scheme and its members, while also positively impacting various spaces in which we operate. We achieve this by understanding any concerns or opportunities that stakeholders have and identifying measures that manage these effectively. “Bestmed has also built strong relationships with hospital groups, the healthcare advisor community, corporates, industry bodies, and service providers, and continues to foster a transparent and independent relationship with the Council for Medical Schemes (CMS). Ultimately, Bestmed’s stakeholder engagements ensure that we reach our goals of greater transparency and good corporate governance, as well as ensuring the Scheme’s sustainability.”

difference in people’s lives,” opens Leo Dlamini, Principal Officer and CEO of Bestmed. “We have reassured our members that Bestmed will do everything in its power to protect the rights of the Scheme and its members to ensure that access to quality healthcare is not compromised,” he explains.

BESPOKE OFFERINGS This tenacity and drive stems from Bestmed’s flourishing history, providing medical aid for nearly six decades. With in excess of 240,000 lives under its care, Bestmed is the largest self-administrated scheme and the fourth-largest open medical scheme in South Africa. To cater to its vast base of members, the organisation has approximately 18,000 competent healthcare providers and ancillaries nationwide, making it one of the country’s most extensive healthcare networks. Bestmed offers its members 14 structured plans, which include competitive preventative care benefits such as flu vaccines, female contraceptives, and baby growth 102 | Healthcare Outlook Issue 3

and development assessments. The organisation also offers managed healthcare interventions to ensure efficient, cost-effective, and highquality healthcare services including oncology, HIV/AIDS, dialysis, and maternity care. Significantly, the preventative care and managed healthcare interventions not only help minimise the risk of prolonged illness and impairment, but save members the associated treatment costs in the long-term. One of the organisation’s fundamental focuses is to ensure accessibility to as many members as possible. Bestmed prides itself on having an incredibly accessible member administration contact base, with walk-in centres in Pretoria, Cape Town, Durban, Port Elizabeth, Nelspruit, and Polokwane, where members can make appointments, obtain membership cards, and change contact details and dependants. “The Scheme’s promise of being ‘Personally Yours’ has become synonymous with Bestmed, distinguishing our people, our culture, our partners, and how we deliver

exceptional service to our members every day in every interaction,” Dlamini tells us. A key part of the organisation’s value proposition is its wellness programme, Tempo, which comes at no additional cost. “The Tempo wellness programme includes Nutritional Health, Fitness (Get Active), and Emotional Wellbeing Journeys to promote a healthy, balanced lifestyle,” he adds. Members can complete a health assessment to access two consultations each with a Tempo partner biokineticist and dietician, both playing a vital role in the patient’s Fitness and Nutritional Health Journeys. The consultations with a biokineticist include a fitness assessment and personalised exercise plan, alongside a nutritional assessment and the development of a tailored eating plan with a dietician. In 2023, the Tempo wellness programme was expanded to include a Get Active Journey, to incorporate physical activity into the wellness plan. Furthermore, all journeys are available on the Bestmed App and online member portal.

BESTMED MEDICAL SCHEME AFRICA

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“The Get Active Journey allows all members to set personal goals and sync their fitness devices for exercise tracking. Members also have access to challenges in which they participate, including on-demand Tempo exercise classes, with a library of health and wellness topics,” highlights Dlamini. In a competitive environment, it is an important focus for Bestmed to differentiate itself from competitors. To achieve this, it has two payment runs every week, whilst members pay child-dependant rates for children up to 24 years old and registered students are covered as child dependants up to 26 years old, inter alia. From a financial perspective, the CMS requires all medical schemes in South Africa to have a minimum solvency ratio of 25 percent to ensure financial sustainability in the event of

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“BESTMED WILL DO EVERYTHING IN ITS P OW E R TO P R OT E C T T H E R I G H TS O F T H E S C H E M E A N D I T S M E M B E R S T O E N S U R E T H AT A C C E S S T O Q U A L I T Y H E A LT H C A R E I S N O T COMPROMISED” – L E O D L A M I N I , P R I N C I PA L O F F I C E R A N D C E O, B E S T M E D MEDICAL SCHEME

an unexpected increase in claims. Bestmed has a solvency ratio of 41.7 percent as of December 2022, maintaining a strong financial position, and forecasts a promising growth trajectory.

IT INNOVATION Regarding the wider industry, the realm of virtual consultations is shaping the delivery of benefits and services for medical scheme members.

As an industry leader in this area, Bestmed was the first medical scheme to partner with Intermedix in 2020 to create the innovative iCanRefer™ digital referral programme. This has been instrumental in enabling general practitioners (GPs) to find cost-effective and Schemeapproved specialists near a patient’s home, through the use of an e-scripting web application that allows healthcare professionals to generate a digital

prescription to track and record their patients’ medical history. The application also makes costeffective medicine included in the Scheme’s medicine formularies available, issues a digital prescription, and lets GPs send the digital prescription and digital script to the retailer or courier pharmacy via an advanced electronic signature. “Through this process, the iCanRefer™ programme creates a digital footprint that ensures greater compliance and adherence by health professionals and patients. It also guarantees, through data analytics, a better overall health outcome for the individual,” Dlamini elaborates. Elsewhere, to strengthen the organisation’s position and remain competitive in the industry, Bestmed has strategically invested in improving its ICT infrastructure and systems to benefit the end user and enhance the efficiency of the organisation’s operations. In line with the organisation’s Healthcare Outlook Issue 3 | 105

BESTMED MEDICAL SCHEME HEALTHCARE

strategic objectives and need for agility, it refreshed the Scheme’s binary digit (BIT) administration hardware last year not only to remain relevant in the industry, but to enhance projects and add value to the member experience. “Businesses need to be agile, flexible, and willing to embrace new ideas and new technologies. We will continue to enhance our infrastructure throughout 2023 and into next year with the aim of providing an even better service for our members and other stakeholders.”

EMPOWERING LOCAL OPPORTUNITIES Alongside its strategic investment in digital infrastructure, the Scheme has an equally well-defined corporate social investment (CSI) framework. Bestmed’s main intent is to benefit previously disadvantaged members of society in a sustainable manner and engage as a good corporate citizen.

Matseke Primary School, Atteridgeville

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BESTMED’S CSI INITIATIVES PARTNERS FOR POSSIBILITIES – Facilitating a partnership between schools and businesses that ensures personal growth and development opportunities at grassroots level over the space of 12 months. Last year, the initiative offered health assessments and a financial wellness presentation at Matseke Primary School in Atteridgeville, donating computers, projectors, desktops, tables, and chairs. UNJANI CLINIC HEALTH POD SPONSORSHIP – Funding a mobile clinic that is equipped with the necessary medicine and medical equipment to provide access to primary healthcare in underserved and vulnerable communities in and around the George region, where primary healthcare services are not usually accessible. PARTNERSHIP WITH SUPERSPORT LET’S PLAY – As a partner of SuperSport Let’s Play’s modified hockey programme, Bestmed helps make hockey more accessible to communities that previously had little to no exposure to the sport. STUDENT TRANSPORT DONATION TO NELSON MANDELA UNIVERSITY - A Bestmed-branded 22-seater bus was donated in March 2023 to the Faculty of Health Sciences at Nelson Mandela University in the Eastern Cape. The faculty continuously strives to produce fit-for-purpose graduates by ensuring they get practical training at clinics and hospitals throughout the Eastern Cape.

Student transport donation to Nelson Mandela University

Unjani Clinic Health Pod sponsorship

In addition to the CSI budget, Bestmed also implements initiatives that require its employees to contribute to society and nurture an organisational culture of caring. “Bestmed’s achievements of winning the Titanium Award for Excellence in Creating Access to Quality Healthcare, presented by the Board of Healthcare Funders (BHF), for three consecutive years is testament to our commitment to making a difference in South African communities.” The award seeks to honour organisations from across the healthcare industry who are driving programmes, initiatives, and campaigns that create access to quality healthcare for underserved communities. Alongside its corporate social responsibility (CSR), Bestmed also hopes to continue to enhance its brand and value proposition into next year. This will span several different areas, including increasing its service

provider network, growing its brand awareness, and remaining the preferred choice for members and healthcare providers. “We will actively continue to reposition Bestmed as a next-generation healthcare business that can achieve high growth and exceptional service whilst maintaining sustainable financial performance. “Caring for our employees also remains critical. We will support and build resilience in the ranks through various health and well-being initiatives that continue to provide a stellar member experience,” Dlamini closes.

BESTMED MEDICAL SCHEME Tel: +27 (0)86 000 2378 service@bestmed.co.za www.bestmed.co.za Healthcare Outlook Issue 3 | 107

NATIONAL INSTITUTE FOR COMMUNICABLE DISEASES AFRICA

CARING FOR THE SOUTH AFRICAN COMMUNITY Dedicated to surveillance and research, the National Institute for Communicable Diseases has an essential role in preventing epidemics. Executive Director, Adrian Puren explains how it responds to outbreaks Writer: Rachel Carr Adrian Puren, Executive Director

Project Manager: Cameron Lawrence

Vaccine roll out at Bara, 25th February 2021

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erving as a resource of knowledge and expertise on infectious diseases to the South African government, the National Institute for Communicable Diseases (NICD), a division of the National Health Laboratory Service (NHLS), is a national health institute serving healthcare workers, policymakers, and the general public by providing science-based, up-to-date information and articles. “NICD/NHLS serves as the national arm of the National Department of Health in terms of communicable diseases surveillance, which is its main focus,” introduces Adrian Puren, Executive Director of NICD.

Prof. Paweska and Dr Weyer working in the Biosafety Level 3 lab, 12th May 2020

With a long history of detecting and preventing infectious diseases, the Poliomyelitis Research Foundation was established to develop a vaccine in response to the global polio outbreak in the 1940s and 1950s. However, the foundation was quickly superseded regarding research and vaccine developments. After being taken over by the National Department of Health, it was changed to the National Institute for Virology, and from then onwards, it was developed as part of a more cohesive strategy for laboratory services called NHLS, a network of around 230 laboratories of which NICD is a division.

“There will be further evolution, just like what happened with Public Health England, which is now the UK Health Security Agency. Primarily a laboratory-focused surveillance institution, there is now a strong epidemiological focus on communicable diseases, although one of its biggest strengths is its laboratories,” Puren reveals. The core of NICD is centred around scientists, medical technologists, and epidemiologists. Additionally, epidemiology provides a rounded approach similar to how a public health institute responds to communicable diseases. “We have the largest number of

epidemiologists in the country in a single focal space. That’s what gives us a unique blend of being able to respond from a laboratory perspective and perform epidemiological analysis. This is alongside having just under 500 staff supporting the institute and addressing all the challenges we regularly face,” Puren informs us.

VIGILANT ABOUT VIRUSES Being forever aware and watchful is a significant part of NICD’s operations. Alongside examining emergency outbreak responses, its overall communicable disease surveillance includes the Notifiable Medical Conditions (NMCs) arm. Healthcare Outlook Issue 3 | 109

COMMUNICABLE DISEASES COVERED BY LABORATORYBASED SURVEILLANCE EPIDEMIC-PRONE DISEASES: Meningococcal disease, typhoid, shigellosis, and viral haemorrhagic fevers. VACCINE-PREVENTABLE DISEASES: Polio, measles, haemophilus influenzae, and streptococcus pneumoniae. DISEASES TARGETED FOR ERADICATION OR ELIMINATION: Polio and measles. OPPORTUNISTIC INFECTIONS: Those associated with HIV, which can create incorrect statistics connected to AIDS-related diseases. Infections such as cryptococcus spp, pneumoniae, and invasive salmonella spp.

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Opening of the RDDC, 9th December 2022

“NMCs are the diseases we keep under surveillance, especially because if there are larger or more severe outbreaks, it is critical that we know what is in circulation so we can respond accordingly. The International Health Regulations (IHR) also have notifiable specific diseases,” Puren outlines. Early detection is imperative as the broader South African population can be informed and take the necessary precautions. Furthermore, the World Health Organisation (WHO) must be notified about specific outbreaks. “We have different diseasespecific centres, diverging into HIV or tuberculosis, for example. Our Centre for Respiratory Diseases and Meningitis would have been intimately involved with the COVID-19 pandemic; it was critical in setting up diagnostics because we diagnosed the first case in South Africa (SA).” The Outbreak Response and Emergency Operations at NICD play a leading role

in responding to outbreaks with the various NICD centres. Indeed, during the pandemic, NICD expanded beyond diagnostics by collecting data through its data centre and providing technical support to the National Department of Health, the medical profession, and the public, as well as technical support to other regional and international laboratories. “HIV surveillance and antimicrobial resistance is a vital part of our activities. It is a mixture of implementation science, blue skies research, and surveillance at the institution’s core.” Although NICD has the capacity for disease surveillance, training, outbreak response, research, proficiency testing schemes, and diagnostic services, it practices prevention interventions such as HIV vaccine programmes and developing diagnostic reagents. There is a growing emphasis on

NATIONAL INSTITUTE FOR COMMUNICABLE DISEASES AFRICA

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the importance of laboratory-based surveillance in all countries due to the potential rapid transmission of emerging infections, and NICD is continuously analysing and interpreting data collected from laboratories and research and providing feedback to all relevant parties.

PANDEMIC PREPAREDNESS Preparedness during the COVID19 pandemic, and laboratory

preparedness in particular, was integral to NICD’s approach to the outbreak. Moreover, it ensured that its diagnostic capabilities were ready and available so its approach could be expanded further. “It was essential to develop guidelines for the public, outlining the correct responses. Of course, those changed over time, but so did clinical responses. That was a key role for NICD from a data perspective.

We were critical in collating all the data from the laboratory networks where testing was done, including the private sector,” Puren details. NICD played an important role in reporting events. SA has a strong and well-developed private sector, whose data informed NICD about what was happening around the COVID-19 pandemic. Subsequently, discussions around vaccines became available, and NICD knew which approach to adopt. “There were areas of controversy and debate over how to move forward given the limitations surrounding access to vaccines, who receives them, and the costs around that.” Various committees, such as National Incident Management Teams (IMTs), were set up to respond to events and implement key modelling programmes around the trajectory of the various “waves”. “We had a range of activities, from basic diagnostics to more advanced Healthcare Outlook Issue 3 | 111

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and complex areas such as policy decisions,” he notes. The COVID-19 pandemic highlighted specific challenges for NICD, so there is now an impetus to develop vaccines and reagents within the country. Internal development would certainly mitigate SA’s increasing vulnerability regarding sourcing materials. “As famously quoted by Louis Pasteur, “chance favours the prepared mind”, but the COVID-19 pandemic caught us out. We were busy preparing for the flu, and then this blindsided us. Being sensitive and aware of what is happening in one’s environment using data is underestimated. “To gain a level of preparedness, we need to be agile around diagnostics, rapidly scale up and respond to it, and utilise data. We learned many lessons

from the COVID-19 pandemic in terms of integrating and reporting data,” Puren acknowledges.

RESEARCH, REPORT, AND RESPOND One of the major projects NICD is undertaking is integrated disease reporting. Through a laboratory network in NHLS, the disease surveillance warehouse is critical in

“HIV SURVEILLANCE AND ANTIMICROBIAL R E S I S TA N C E I S A V I TA L P A R T O F O U R AC T I V I T I E S . I T I S A M I X T U R E O F I M P L E M E N TAT I O N S C I E N C E , B L U E S K I E S R E S E A R C H , A N D S U R V E I L L A N C E AT T H E INSTITUTION’S CORE” – A D R I A N P U R E N , E X E C U T I V E D I R E C T O R , N AT I O N A L I N S T I T U T E FOR COMMUNICABLE DISEASES

Cancer Surveillance Workshop, 22nd August 2023

Fungal Awareness Day at Sandringham High School, 19th September 2023

looking at emerging cases. “There are notifiable medical conditions where patterns may change, so the warehouse is a powerful tool which enables us to respond appropriately. Suppose there is a measles or cholera outbreak, as there was recently – in this case, the laboratory network is critical for us to keep tabs on the outbreak, and of course, work with our counterparts

Opening of the RDDC, 9th December 2022

internationally through Africa CDC,” explains Puren. Establishing weekly reporting that scans the horizon means NICD can be alerted to what is happening. For example, a report of increases in legionella cases can determine the implications; similarly, the Nipah virus in India could have repercussions for the population of SA. “We keep track of events using an integrated disease tool; we upload our data and start horizon scanning. The data warehouse is a good example of setting a baseline because some diseases are endemic. They can be severe, but they may be in circulation constantly,” he states. An important investment for NICD is a sequencing core facility. Nextgeneration sequencing has played an important role in identifying variants of concern, as proven during the COVID-19 pandemic because it

NICD CENTRES • EMERGING ZOONOTIC AND PARASITIC DISEASES • ENTERIC DISEASES • HEALTHCARE-ASSOCIATED INFECTIONS, ANTIMICROBIAL RESISTANCE, AND MYCOSES • HIV AND STIs • RESPIRATORY DISEASES AND MENINGITIS • TUBERCULOSIS • VACCINES AND IMMUNOLOGY • PUBLIC HEALTH SURVEILLANCE AND RESPONSE DIVISION • NATIONAL CANCER REGISTRY • TRANSVERSAL FUNCTIONS

NCR Prostate Cancer Awareness Day at Tembisa Hospital, 28th September 2023

Opening of the Gift of the Givers SAFETP building, 28th July 2022

shows what is in circulation and the implications of new variants. “Next-generation sequencing has taken off, and the COVID-19 pandemic has been an example of utilising those data types. Analysing and uploading the data so it becomes part of the broader scientific community and the general population is all about knowing what is in circulation,” Puren elaborates. As the world has seen with mpox, future outbreaks and infectious agents will be subjected to those types of analysis. Although it was a more stable virus, it was still important to show its origins. Additionally, great strides have been made in ensuring that NICD has kept up with different types of technology and equipment. “Across the different centres of the institution, technology is an important area regarding surveillance types. Wastewater surveillance has become essential, especially for polio.

NICD Heritage Day 2023

If the design is appropriate, we can triangulate what we see in wastewater with our clinical data to show whether the data is in sync with early alerts, which the wastewater is supposed to show,” Puren concludes. Indeed, systems and investments are crucial alongside development and rigid approaches for the prevention of and response to communicable disease outbreaks and epidemics. NICD prides itself on having the only Biosafety Level 4 containment facility in Africa. The return on investment from such a facility for SA and the African continent is tangible.

NATIONAL INSTITUTE FOR COMMUNICABLE DISEASES Tel: +27 11 386 6400 www.nicd.ac.za Healthcare Outlook Issue 3 | 113

I N N OVAT I N G H E A LT H I E R POSSIBILITIES The future of healthcare is changing, and GE Healthcare is paving the way by advancing personalised, connected, and compassionate medical care while simplifying the patient journey Writer: Lauren Kania | Project Manager: Cameron Lawrence

nly 16 years after the patenting of Thomas Edison’s light bulb, his colleague and General Electric (GE) co-Founder, Elihu Thomson, modified the electric lamp technology to develop an early X-ray machine that enabled doctors to diagnose bone fractures and locate foreign objects in a patient’s body for the first time. Today, GE Healthcare now boasts over 50,000 employees across 160 countries, with African offices in the likes of Algeria, Ivory Coast, South Africa, Egypt, Kenya, and more. The company operates at the centre of an ecosystem that actively works towards precision health, digitising healthcare, helping drive productivity, and improving outcomes for patients, providers, health systems, and researchers in Africa and around the world. With a long and storied history of innovation, GE Healthcare has served patients and providers for more than 100 years and currently makes everything from magnetic resonance

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imaging (MRI) machines to 4D ultrasound scanners, super-resolution microscopes, and bioreactors. Proud to be a stand-alone company, GE Healthcare is an undeniable leader in care provision, infusing forwardthinking strategies with patientfocused technologies to enable better care. It is dedicated to providing integrated solutions that ultimately make hospitals more efficient, clinicians more effective, therapies more precise, and patients healthier. GE Healthcare’s vast portfolio of solutions addresses the biggest challenges facing the healthcare industry today, including helping to provide better outcomes and improve productivity. Ultimately, these qualities foster a community of strong trust, loyalty, and partnership with the organisation’s global customer base. The company is constantly rising to the challenge of building a world that works, bringing forth an era of more precise, connected, and compassionate care for all.

GE HEALTHCARE AFRICA

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INNOVATING ACROSS THE WORLD With the aim of providing a broad array of healthcare tools and technologies to the largest number of people possible and a promise to differentially impact underserved populations, GE Healthcare is focused and passionate about making a difference and breaking down barriers to transform today’s personal challenges into tomorrow’s breakthrough solutions. Partnering with customers to fulfil healthcare’s greatest potential through ground-breaking medical technology, intelligent and connected devices, and care solutions, GE Healthcare knows that better tools enable better patient care in the long run. As a leader in digital healthcare innovation, along with being one of the world’s top three medical technology companies, the organisation works diligently to

“ W E W O R K T O D E V E L O P, M A N U FA C T U R E , A N D M A R K E T A B R OA D P O RT FO L I O OF PRODUCTS, SERVICES, AND C O M P L E M E N TA R Y D I G I TA L S O L U T I O N S U S E D I N T H E D I A G N O S I S , T R E AT M E N T, A N D M O N I T O R I N G O F P AT I E N T S ” – G E H E A LT H C A R E

produce complex technology that simplifies healthcare. Whether it’s pin-sharp imagery that provides confidence for physicians, or digitally-led solutions that change how healthcare is delivered around the world, the company’s machines, software, and people make a genuine difference and never lose sight of what healthcare really needs – a human touch. In Africa and beyond, millions of people every day feel the beneficial impact of GE Healthcare’s intelligent

devices, advanced analytics, and artificial intelligence (AI). Paving the way as a global medical technology and digital solutions innovator, the organisation enables clinicians to make faster, more informed decisions through intelligent devices, data analytics, applications, and services, all supported by its Edison intelligence platform. By embracing creativity, acting boldly, and unlocking endless possibilities, GE Healthcare is creating a world where healthcare has no limits.

GE HEALTHCARE AFRICA

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CARBON ROADMAP As evident through all of GE Healthcare’s time-tested and steadfast work, it dreams big to deliver an accessible future for healthcare, including in Africa. This dream includes upholding a spirit of integrity and prioritising sustainability in all decisions made and steps taken. From safety and environmental stewardship to human rights and investment in local communities, GE Healthcare is dedicated to building a healthier environment where everyone can thrive. Specifically, climate actions are an integral part of the company’s mission to improve outcomes for patients, healthcare providers, and researchers around the world, and GE Healthcare is steadfast in the belief that it is the organisation’s responsibility to intensify its actions to further reduce emissions. This is especially important in Africa, a continent that is highly

GE HEALTHCARE STRATEGIC PILLARS: PRECISION INNOVATION: Delivering better outcomes at better costs along the connected care pathways, through the digitalisation of healthcare. GROWTH ACCELERATION: Growth in revenue streams by strengthening and developing its commercial capabilities and product leadership. BUSINESS OPTIMISATION: Operational efficiencies, sustainable margin expansion, and strong cash flow by focusing on optimisation. PEOPLE, PATIENTS, AND CULTURE: Optimising its people and the way it works to serve customers.

vulnerable to the impacts of climate change. With the growing threat of climate change, systemic inequality, and global health disparities in Africa and indeed worldwide, the company

recognises that following through on its sustainability goals has never been more essential than right now. GE Healthcare is looking to enable earlier, better, and faster diagnostics and treatment for people Healthcare Outlook Issue 3 | 117

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in need while reducing, or ideally even eliminating, its impact on the environment. To date, the company has made significant progress on these goals. GE Healthcare has seen a 27 percent reduction in operational greenhouse gas (GHG) emissions since 2019, directly in line with its near-term goal to reduce Scope 1 and 2 emissions by 50 percent by 2030 and achieve net zero by 2050. The company has also introduced the GoldSeal circularity programme, which has reused and recycled 5.15 million kilogrammes (kg) of material from 6,700 recovered machines. These environmental, social, and corporate governance (ESG) considerations are central to the GE Healthcare vision, and the company is embedding sustainable principles into the core of the business as it seeks to create a more sustainable and healthier world.

THE PEOPLE OF GE HEALTHCARE GE Healthcare highlights the progression of diversity, equity, and inclusion within its company and for its people. It is strong in its belief that every voice makes a difference, which builds a healthier world. By embracing these diverse perspectives, GE Healthcare is ultimately better equipped to help improve lives in the moments that matter. It intentionally uses the word colleague when speaking about its many employees in order to reinforce a more team-based and less hierarchical culture. This desire for an inclusive and supportive work culture is furthered by its recent installation of a Chief Diversity, Equity, and Inclusion (DEI) Officer, a set of cultural operating principles that is designed to serve,

guide, and inspire GE Healthcare’s people, and a supplier diversity council to integrate diversity into its supplier selection process. Advancing new cultural operating principles is not just about programmes and initiatives, and GE Healthcare is well aware of this. So much so, that it has recently initiated a transformation in its culture via a multi-year, phased, and integrated change process. This process was formed to align awareness and understanding at all levels of the company to drive the adoption of the new principles and to foster the new culture across the entire company ecosystem. Ultimately, GE Healthcare recognises that to shape a culture of equity and inclusion, driving thoughtful engagement of all colleagues is of the utmost importance and that people are at the centre of all positive change.

GE HEALTHCARE OFFICES IN AFRICA: • ALGERIA • IVORY COAST • SOUTH AFRICA • EGYPT • KENYA • TUNISIA • GHANA • NIGERIA

DELIVERING THE FUTURE OF HEALTHCARE Impacting the lives of billions around the globe, many of which live in Africa, is a responsibility that GE Healthcare takes very seriously. With the ultimate goal of expanding access to care, the company believes that the advancement of precision health, greater digitisation of healthcare, and increasing access to quality care are all essential to accomplish this goal. GE Healthcare plays a critical role in helping healthcare systems and governments improve accessibility and outcomes for every patient by leading with a lean mindset. This mindset is how the company executes its strategy, aligns its priorities, and runs its business. GE Healthcare simplifies the complex, eliminates waste, and solves problems with speed and agility while being dedicated to safety and quality

to deliver on its commitments to patients, customers, and stockholders. The company is firm in its belief that everyone it interacts with, from patients and providers to colleagues and customers, deserves the absolute best and to be heard with an open mind. GE Healthcare, in partnership with its global supplier network, strives to conduct business ethically, responsibly, and with integrity in order to deliver the highest quality products for the many patients in Africa and across the world who rely upon its services. With the company’s extensive history of innovating and setting the standards of healthcare, GE Healthcare has spearheaded the future of the industry, and today its dedicated team, leading technologies, and global reach help the world work more efficiently, reliably, and safely. Healthcare Outlook Issue 3 | 119

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