Africa Outlook, APAC Outlook, EME Outlook, North America Outlook, Mining Outlook, Healthcare Outlook, Manufacturing Outlook, and Supply Chain Outlook are digital publications aimed at boardroom and hands-on decisionmakers, reaching an audience of more than 800,000 people around the world. With original and exclusive content compiled by our experienced editorial team, we look to promote the latest in engaging news, industry trends and success stories from across the globe. Your company can join the leading industry heavyweights enjoying the free exposure we provide across our platforms with a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to help you grow your business. Visit www.outlookpublishing.com/work-with-us for details on how your company can feature for free in one of our upcoming editions.
Finance Assistant: Victoria McAllister victoria.mcallister@outpb.com
CONTACT
Healthcare Outlook
First Floor, Norvic House, 29-33 Chapelfield Road
Norwich, NR2 1RP, United Kingdom.
Sales: +44 (0) 1603 804 445
Editorial: +44 (0) 1603 804 431
SUBSCRIPTIONS
Tel: +44 (0) 1603 804 431
jack.salter@outpb.com
www.healthcare-outlook.com
Like us on Facebook: facebook.com/healthcareoutlookmag
Follow us on Twitter: @hc_outlook
RAYS OF EXCELLENCE
Welcome to our fifth edition of Healthcare Outlook.
X-rays have an extensive and engrossing history, stretching back almost 130 years to when they were first discovered by Wilhelm Rontgen, with new developments and innovations continuing today.
A quick and painless procedure commonly used to produce images of the inside of the body, X-rays are an extremely effective method for inspecting bones and joints, as well as detecting a variety of conditions.
Just like X-rays, this latest issue closely examines a variety of healthcare industry leaders, including our cover star, Varex Imaging.
With an equally expansive history of pioneering technological innovation, Varex Imaging is a leading innovator, developer, and manufacturer of X-ray imaging component solutions worldwide.
“We are the largest independent X-ray and detector manufacturer on the planet. The reason people purchase from us is because of our high quality and innovation,” acclaims Senior Vice President and General Manager of X-ray Sources, Mark Jonaitis.
Equally, Rady Children’s Hospital is committed to providing high-quality care for its patients, as the sole medical institution in the San Diego area dedicated exclusively to paediatric healthcare and the region’s only designated paediatric trauma centre.
For 80 years, the hospital has been on a mission to restore, sustain, and enhance the health and development potential of children through excellence in care, education, research, and advocacy, imbuing it with an innate sense of altruism, tenderness, and goodwill.
“What makes us special is that every single person within the hospital knows that we’re here to take care of children,” prides Nicholas Holmes, M.D., Senior Vice President and COO at Rady Children’s Hospital.
From looking after children to protecting society as a whole, we also find out how the South African Police Service Medical Scheme secures the safety of the nation through the provision of healthcare to the South African Police Service (SAPS).
“We are committed to our vision of ‘health members for a safer South Africa’, which is supported by our mission to enable quality healthcare for SAPS members and their dependants in a cost-effective manner,” says Principal Officer, Neo Khauoe.
With additional corporate stories from the likes of CIUSSS West-Central Montreal, OHC, Invio Automation, and more, we hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook
Publishing
Tell
Varex Imaging
Pushing the boundaries of technological innovation for all
Contributing excellence to the medical community
Healthcare
a Safer South Africa Ensuring the well-being of the country’s police service
Thoughtfully providing personalised medical aid
Around the healthcare sector in seven stories…
CLIMATE CHANGE IMPACTS HEALTH
RECENT RESEARCH FROM the World Health Organisation (WHO), entitled Climate Change Across the Lifecourse, reports a rise in the range of health impacts that can be attributed to climate change.
While the phenomenon can affect everyone, the research uncovered that climate-related displacements and disruptions have more severe consequences for those needing regular access to health services and social support.
In addition, children, the elderly, and pregnant women may suffer difficulties with temperature regulation, dehydration, and a weaker immune system.
By documenting the health impacts of different climate hazards for various social groups, the research aims to aid governments in addressing risks and implementing action plans.
PROSTATE CANCER PROGRESS
UK RESEARCH HAS found that saliva tests carried out at home are better at identifying men who are at higher risk of prostate cancer than standard blood tests.
The at-home test could identify genetic factors that make men more likely to develop the disease.
Yet to be published in a specialist journal, the research was carried out by the Institute of Cancer Research, London and The Royal Marsden NHS Foundation Trust.
Currently, the UK does not have a national screening programme for prostate cancer. Researchers believe the simple, cost-effective testing method could both help detect the disease earlier and save lives.
UNICEF’S CALL FOR MENSTRUAL HEALTH EDUCATION
A RECENT UNICEF report with a special focus on menstrual health has found that only one in 10 schools in sub-Saharan Africa currently have waste bins in the bathroom to dispose of sanitary products, whilst only 39 percent of girls knew what a period was before theirs arrived.
Having identified the need for education in the region, UNICEF has launched its Menstrual Health and Hygiene Management (MHH) programme in schools across Ethiopia.
Beginning in fourth grade, the objective of the educational programme is to ensure the safety, dignity, and empowerment of girls during menstruation and to address social taboos surrounding menstruation within the local population.
AVIAN INFLUENZA THREATENS AUSTRALIA’S FARMS
A HIGHLY PATHOGENIC strain of avian influenza has recently been identified on a poultry farm near Melbourne, Australia.
The local government reported that two other properties in the vicinity had already detected the disease, which can spread quickly amongst birds.
So far, this is the fourth Australian property that has detected the virus in recent weeks.
The H7N3 strain of the virus detected at the farm is not the same as the H5N1 strain that has historically spread globally through bird and mammal populations and even into humans.
Officials say there is no risk to the public from eating eggs and poultry.
77TH ANNUAL WORLD HEALTH ASSEMBLY
THE WORLD HEALTH Assembly, the annual meeting of WHO’s 194 member countries, met in Geneva between 27th May and 1st June this year.
Based on the theme ‘All for Health, Health for All’, the assembly devised a series of critical actions to ensure a unified approach to global health and safety.
These included reports on health conditions in occupied Palestinian territory, strengthening health emergency preparedness and response in urban settings, and proposing a strategic roundtable to discuss the links between climate change and health.
The assembly also made concrete commitments to completing negotiations on a global pandemic agreement within a year.
INDIA’S MOUNTING NURSE SHORTAGE
DESPITE ITS GROWING population, India is facing an extreme shortage of nurses as many choose to emigrate abroad in large numbers shortly after their training is complete.
With a poor nurse-to-patient ratio of only 1.96 nurses per 1,000, the country falls short of the WHO’s recommendation of three nurses per 1,000.
The mass exodus has been attributed to many European countries and the US easing their eligibility criteria to just one year of nursing experience, compared to the previous requirement of three years.
Despite its recent leap in technology and healthcare infrastructure, the country must find ways to retain its skilled nursing workforce.
GERMAN HOSPITAL REFORM PROGRESSES
GERMAN MINISTER OF Health, Karl Lauterbach, recently presented a draft bill regarding the fundamental reform of the country’s hospital system.
The bill includes proposals intended to strengthen the financial resilience of German hospitals in line with the federal budget and the establishment of uniform quality standards.
It also seeks to guarantee the avoidance of hospital closures and ensure high-quality care throughout the country, including in rural regions.
The reform is anticipated to benefit pharmaceutical and medical device industries, life sciences companies, laboratories, and digital health organisations.
However, some fear that the reform could lead to privatisation or further austerity measures.
Modernising Diabetes Care
A growing number of diabetes physicians are leveraging the powers of artificial intelligence in combination with continuous glucose monitoring systems to empower physicians in providing more personalised and effective care for diabetic patients, writes Dr Jerome Fischer, Chief Medical Officer of Bio Conscious Technologies
Written by: Dr Jerome Fischer, Chief Medical Officer, Bio Conscious Technologies
Across the healthcare industry, the role of artificial intelligence (AI) in advancing medical care is the subject of ongoing discussions.
Given AI’s potential to enhance care, and considering that the AI healthcare market is expected to soar to USD$431 billion by 2032, this attention is welcomed.
Whether utilising AI to fight antibiotic resistance or developing AI-powered ultrasounds to help identify pregnancy risks, modern innovators today are making big bets on the future of AI in healthcare.
While AI’s ability to improve chronic care, specifically diabetes management, stands out as a prime candidate for innovation, many questions remain unanswered.
With an estimated 700 million individuals predicted to be living with diabetes by 2045, the demand for innovative solutions that optimise patient outcomes and streamline healthcare workflows has never been greater.
The combination of continuous glucose monitoring (CGM) systems with AI large language model
(LLM) predictive modelling will be a progressive force in diabetes patient care, supporting the work of clinicians.
AI cannot and will not replace a healthcare professional’s human touch or decision-making responsibility. Guard rails that require care provider approval of AI-generated recommendations will be vital.
AI should be an important tool in the clinician’s toolkit, analysing and aiding in understanding CGM data, detecting alarming patterns, and offering personalised insights and recommendations, each of which the clinician should review and approve.
HOW AI CAN COMBAT CGM DATA OVERLOAD
The synergistic relationship and integration of CGMs and AI is reshaping diabetes treatment and improving both the efficiency and effectiveness of healthcare delivery.
While CGM technology has been central to the evolution of diabetes management in providing a comprehensive view of patient glucose levels throughout the day and night, the abundance of data now being gathered threatens to overwhelm already stressed clinical staff, resulting in data overload and the potential for suboptimal clinical outcomes.
With glucose readings typically generated every one to five minutes, clinicians can become mentally burnt out by having to continuously interpret the data and then make informed decisions about the patient’s medication, diet, and lifestyle choices. Similarly, the patient or home caregivers can become equally overwhelmed.
AI platforms that integrate seamlessly with CGM technology possess the computational ability to analyse vast datasets and derive actionable insights that can assist the clinician in their decision-making role. Through machine learning (ML) and pattern recognition techniques, AI algorithms can discern patterns in CGM data, identify subtle trends that might otherwise be difficult to detect, and predict glycaemic responses to various stimuli, such as food intake, exercise, stress, and medication.
Moreover, AI-powered systems can anticipate and alert individuals and healthcare providers to impending glycemic excursions, enabling proactive interventions to prevent hypoglycaemic or hyperglycaemic events. AI’s data assessment maximises the value of CGMgenerated glucose readings.
Additionally, the integration of GPT 4 LLMs within these AI platforms is a significant leap forward in automated remote patient management.
A GPT 4 LLM gives clinicians access to personalised chart notes tailored to individual diabetes patient profiles, accelerating the documentation process and ensuring compliance
with billing requirements.
With nearly half of endocrinologists only spending 17 to 24 minutes with their patients on average, these functions create a “virtual assistant” for clinicians, freeing up valuable time to focus on patient care and clinical decision-making.
EMPOWERING CLINICIANS
Just as AI analyses CGM data and provides evidence-based recommendations aligned with the latest clinical guidelines, it addresses another serious pain point in current diabetes patient management - the generation of chart notes.
One of the most compelling advantages of AI integration in diabetes management is creating more precise and efficient chart notes.
By leveraging trained GPT models based on the latest American Diabetes Association (ADA) guidelines, clinicians can receive advanced chart notes that are concise and patient-specific.
This streamlines the otherwise time-consuming documentation process for healthcare providers and enhances the accuracy and completeness of patient records, facilitating continuity of care and collaboration among multidisciplinary care teams.
In addition to incorporating the latest ADA clinical guidelines, AI-generated chart notes can be tailored specifically to a diabetes clinician’s practice preferences and patient population, alleviating the burden of documentation while enhancing the quality and timeliness of clinical decision-making.
The AI-driven insights can integrate directly with existing electronic health record (EHR) systems, facilitating data-driven care coordination and population health management. The result should be improved healthcare outcomes at scale, achieved with fewer scarce resources.
PERSONALISED AND PROACTIVE CARE
As we navigate the complex landscape of chronic disease management, the convergence between technology and medicine will continue to drive innovation and shape the future of healthcare delivery.
By harnessing the power of AI to analyse CGM data, generate actionable insights, and facilitate informed decision-making, we can pave the way towards a brighter and healthier future for the hundreds of millions of individuals living with diabetes.
With the support of decisionmakers and funding agencies, we can chart a path towards personalised, proactive, and precision-driven diabetes care that empowers individuals, engages healthcare providers, and transforms lives.
ABOUT THE EXPERT
Dr Jerome Fischer is a boardcertified endocrinologist and Chief Medical Officer of Bio Conscious Technologies, a global innovation brand at the intersection of healthcare technology and applied AI.
SUSTAINABLE AND SENSITIVE SKINCARE DERMAVG
Redefining hospitality cosmetics and pioneering vegan skincare, VGDerma has developed a range of products for the eco-travelling industry. We discuss the use of plastic-free packaging and innovative ingredients with Founder, Valentin Garnier
Writer: Rachel Carr
Behind every brand, there is a story. For VGDerma, creators of the world’s first vegetal skincare range, its narrative is entwined with Founder, Valentin Garnier, who was born with dermatological sensitivity requirements.
“I was fortunate to travel growing up because my family loved to explore different parts of the world. However, due to restrictions related to my skin, I couldn’t use hotel toiletries that were petroleum-derived or chemicalbased. These products make up over
90 percent of what is available on the market and are too harsh for my skin,” Garnier introduces.
Always surprised by the diversity of his hotel experiences, Garnier was simultaneously intrigued by the quality of bathroom amenities available to guests. Indeed, there
were extremely limited vegan and sensitive skin substitutes available in the hospitality market.
“My concerns extended to newborn babies due to their low tolerance and susceptibility to endocrine disruptors, pregnant women due to their stretched epidermis layers, and every
individual who wants to take care of themselves. Whether travelling for business or leisure, the challenge remains the same – guests have no alternative but to use the toiletries provided, regardless of the hotel’s scale.”
Garnier soon realised that the physical issue he faced had turned into a business opportunity as his caring, entrepreneurial-minded family prepared him for the adventure ahead.
THE PATH TO PLASTIC-FREE
In all its endeavours, VGDerma embraces lateral thinking and consistently challenges the skincare industry’s status quo by ensuring its products are sustainable, hypoallergenic, and completely plastic-free.
VGDerma Founder, Valentin Garnier
“I graduated with a master’s degree in financial engineering and took a specialised Harvard course in entrepreneurship in emerging economies. Prior to that, I earned a bachelor’s degree in hospitality management, where I met a wonderful friend who is now my business partner,” Garnier reflects.
With backgrounds in hotel manufacturing-derived products and investment banking, his previous roles were the perfect combination to turn a business concept into tangible production.
“Our journey, punctuated by extensive feasibility investigations and numerous formulation adjustments, led us to assemble a small team of hospitality experts and pharmaengineers to create an elevated alternative. After 18 months of clinical R&D, VGDerma was established.”
A step ahead of international regulators limiting the use of plastic
dispensers for environmental reasons, Garnier and his team firmly believed in the cutting-edge potential that VGDerma could bring to the market. The company’s journey was fast-tracked after a successful pitch, making it a finalist for the Glion Alumni start-up accelerator programme that recognises the most forward-thinking hospitality project of 2024.
“This wonderful recognition was completed by the signature of our very first pre-commercialisation contract with Forbes’ 5-star hotel on Florida’s coast in the US,” he prides.
To emphasise Garnier’s eco-friendly goal, VGDerma monitors carbon emissions across its integrated supply chain using a tracking system that not only complies with strict standards but also aims to achieve a negative emissions balance by 2027.
“Anticipating future needs is a driving factor of our business model.
VGDERMA – CREATED BY HOTELIERS, FOR HOTELIERS
The brand’s mission is to establish a strong identity, proudly embracing a legacy of immediate well-being and a welcoming heritage. Every VGDerma hotel partner provides the most attentive service while enjoying the finest nature has to offer.
“Providing ethical, natural, and hypoallergenic products, VGDerma revolutionises hotel amenities. Since the brand’s inception, maintaining control of the entire supply chain and creating a virtuous circle have been our top priorities.
“Our business model focuses on eliminating intermediaries and global distributors; when working with us, clients are directly involved in every step of the process. As owners of our production sites, we ensure full management from certified formulation to distribution,” Garnier expands.
Combining rigorous skincare protocols with the world of tourism, VGDerma actively supports hotels in their efforts to further enhance pioneering sustainability achievements.
“We believe that sustainable travel should be accessible to as many people as possible. We have numerous exciting opportunities for innovation. By choosing our brand, hoteliers can not only enhance their image but also prioritise the well-being of their guests, the environment, and their financial performance simultaneously,” he highlights.
We are currently developing an innovative, 100 percent plastic-free product line as an alternative to the ceramic collection. This will be completed with a renewing night balm and ultraviolet (UV)-secure sun protection,” Garnier reveals.
ESSENTIAL WELL-BEING
The unique health and environmental benefits that distinguish VGDerma’s skincare line stem from promoting not just products but also a belief system. Therefore, rather than immediately formulating, the company first creates a comprehensive blacklist of ingredients to avoid.
“As a precaution, and to adhere to our sensitive skin standards, we have excluded certain ingredients that may pose immediate or delayed health and environmental risks, such as parabens, silicones, and phenoxyethanol. To ensure our sustainable commitment, all our products are formulated with strict criteria to protect marine ecosystems, ensuring compatibility with sea wildlife,” assures Garnier.
VGDerma has created the world’s first line of plant-based products for hospitality businesses, using 100
“TO ENSURE OUR SUSTAINABLE COMMITMENT, ALL OUR PRODUCTS ARE FORMULATED WITH STRICT CRITERIA TO PROTECT MARINE ECOSYSTEMS, ENSURING COMPATIBILITY
WILDLIFE”
percent natural ingredients extracted from plants. This unique range includes organic flower petals and citrus extracts.
Each formula is labelled as hypoallergenic and has been carefully developed with as few ingredients as possible to enhance the skin’s natural radiance, protect sensitivity, and promote natural cell regeneration.
In terms of environmentally and skin-friendly business-to-business (B2B) partners, VGDerma was created with a focus on operational optimisation, aiming to maximise
VGDERMA GOALS
hotel guest satisfaction while minimising waste and loss.
“Global environmental transition legislations are supporting the first half of our business, helping to raise awareness of skin sensitivity. Other legal aspects and human consciousness are also in our favour,
The hospitality skincare market is currently valued at USD$5.5 billion and is estimated to reach USD$17 billion by 2030. VGDerma aims to capture 0.05 percent of the niche hospitality amenities market before the same date by providing a more sustainable, plastic-free bottle alternative.
To reach this target, the company plans a fouryear ramp-up phase focused on generating leads and negotiating contracts to reach a run rate of approximately 4,000 to 5,000 rooms signed per year. Furthermore, industry leaders are dedicated to providing top-quality cosmetic products in their flagship properties.
The transition to bulk-size products, or an alternative, is expected due to internal and external industry factors, including guests, owners, operators, investors, and suppliers. Exploring new cosmetic horizons requires youthful, innovative, and disruptive partners, which can be found among:
• High-end boutique hotels
• Exclusive expedition cruise lines
• Eco-resorts
• Desert, jungle, and safari lodges
• Over-the-water sustainable villas
• Luxury sanctuaries
• Sustainably engaged airlines
• Luxury high-altitude mountain refuges
as being 100 percent transparent about our composition is a key success factor and part of the brand’s DNA, alongside inclusivity. For example, our bottles are readable for visually impaired people with a braille note sticker,” Garnier reports.
INNOVATIVE INGREDIENTS
As a team of five, VGDerma oversees the administration and manufacturing processes, which are the core elements of the business. By cutting out intermediaries, the company can capture the full value of its creations
S PECIFICATION NOTE
I NGREDIENT BLACKLIST
As a matter of caution and in alignment with our sensitive skin formulation requirements we decided to exclude from our formulas many ingredients which may be the source of immediate or delayed risk to health and the environment
0 % Paraben: may distrub hormonal balance inappropriate to use in sensitive skin dedicated products/ during pregnancy
0
Silicone: qualified as « endocrine pertuptors » in countless scientific reviews it also pollute drinkable water
Phenoxyethanol: irritant w th neurotoxic effects easily absorbed through skin pores this chemical element is inappropriate to sensit ve skin and in particular young children and babies
Phthalates: absorbed directly through the skin into bloodstream, EU banned chemicals for toxicity
Triclosan: harmful for the environment and the aquatic ecosystem (fishes and corals)
VGDerma is a « marine ecosystem protect » labeled and engaged brand
Animal derived ingredients: VGDerma is engaged in sustainable cosmetics and committed to preserve natural resources excluding every kind of animal derived ingredients (animal collagen fish guanine sheep lanolin or beeswax)
VGD
HYPOALLERGENIC FORMULATIONS
Each formula labeled hypoallergenic (regulation EC 1272/2008) has been carefully developed with as few ingredients as possible to enhance skin s natural radiance, while protecting sensitivity and natural cell regenerat on
Organic tangerine peel oil (citrus reticulata) traditionally used in the mediterranean region for its naturally purifying refreshing and antiinflamatory benefits and naturally boost immune the system
Ginseng is an essential element of the traditional asian herbal medicine natura emollient that smooths and brightens skin, soften hair while protecting volume and natural brilliance
Undaria pinnatifida (wakame) is a millennium age known Japanese traditionnal seaweed with exceptional anti-ageing & rejuvenating minerals that penetrate skin
Xanthan gum s a non-irritant emulsifier that is frequently found in sensitive skin products to ensure a long-lasting effect of its active element naturally proceeded from sugar cane
Vegetable glycerin is naturally derived from sunflower and rapeseed to enhance superficial skin moisturising
Coconut cetearyl glucoside is a vegetal emulsif er that allows the purified water and functional ngredients to blend in a lasting and stable way
and invest in state-of-the-art research and equipment to better serve the market.
“The three individuals who joined us during the brand creation process brought essential specialised skills with a scientific background and 12 years of experience in corporate luxury hotel development,” outlines Garnier.
In addition to the five main members, VGDerma has an extended team of industry experts and external doctors temporarily working in its laboratory.
“Developed by our dermatologist,
“PROVIDING ETHICAL, NATURAL, AND HYPOALLERGENIC PRODUCTS, VGDERMA REVOLUTIONISES HOTEL AMENITIES”
– VALENTIN GARNIER, FOUNDER, VGDERMA
every product combines environmental protocols with centuries-old natural ingredients adapted for sensitive skin, such as Korean ginseng, ylang-ylang, or Undaria pinnatifida (wakame), a millennium-aged Japanese seaweed used in traditional medicine,” he discloses.
Rich in precious active botanical extracts, organic leaf and flower serums are carefully blended to enhance the skin’s radiance while protecting sensitivity. Mediterranean tangerine extract provides natural antioxidant support and refreshes and rejuvenates collagen elasticity.
Bringing together Mediterranean aesthetics and Far Eastern well-being traditions, VGDerma offers a tangible solution for a new generation of travellers committed to sustainable experiences.
“Innovation comes with safety and upgrade options. Unlike many competitors, we designed signature safe-lock bracket holders for our ceramic bottles to prevent users from unlocking them for hygiene purposes,” details Garnier.
With a hospitable heritage, a bold identity, and products that claim a legacy of well-being, VGDerma may be nascent, but it is spearheading a new approach to skincare and eco-travel as its story continues to evolve.
VGDERMA
VGDERMA -
TACKLING TUBERCULOSIS AND HIV
Based in South Africa, THINK utilises the latest technology and industry innovations to improve the treatment of tuberculosis and HIV. Trevor Mvundura, Executive Director and Country CEO, tells us more about the company’s commitment to advancing the health and well-being of vulnerable people
Writer: Lucy Pilgrim Project Manager: Cameron Lawrence
According to the World Health Organisation (WHO), tuberculosis (TB) remains the leading cause of death amongst people living with HIV across the world, with the two illnesses being intrinsically linked and in need of vital support.
It is from this critical need that THINK was established by Dr Kristina Wallengren as a non-profit company in 2013, with the founding purpose of making a difference to individuals affected by TB and HIV.
Today, the organisation has broadened its scope to improve the health and well-being of vulnerable people locally and globally.
With its current head office in Hillcrest, Durban, South Africa (SA), THINK is rapidly expanding across the country and beyond, embarking on a strategy to extend its regional footprint across Eswatini, Mozambique, Namibia, Angola, and Zimbabwe, to ensure that its industry
experience and knowledge is shared throughout the continent.
Meanwhile, the company’s international arm, established in Denmark three years ago, ensures that the organisation’s global impact is sustainable and long-lasting.
“In 2023, THINK not only celebrated the milestone of a decade in business, but also the triumph of resilience, grit, and unwavering belief,” introduces Trevor Mvundura, Executive Director and Country CEO of the company.
“We have contributed to reshaping the health sector in SA and the world, and have left a permanent mark on the canvas of progress, empowering lives, lifting community spirits, and igniting the flames of inspiration through countless efforts.”
THINK’s work spans five central domains: community engagement; education, capacity building, and training; technological advancement; research and clinical trials; and health system strengthening.
Although the company’s initial focus was on TB and HIV, it has expanded to address a wider spectrum of critical challenges related to planetary health, including mental well-being, digital health, and climate change.
THINK’s holistic approach spans prevention, treatment, and care, as well as developing new diagnostic tools, effective treatment regimens, improved vaccines, and innovative healthcare delivery approaches. This addresses the underlying detriments and risk factors that exacerbate health challenges.
“As a result of our work, the treatment of TB has been reduced from two years to six months, whilst three new drugs have been developed for adults and children, and WHO’s guidelines for TB treatment have been altered three times,” Mvundura proudly tells us.
CUTTING-EDGE SOLUTIONS
The rise of digitalisation in South African healthcare and the
integration of technology into healthcare systems present myriad opportunities to improve the quality of care and accessibility of health services, particularly in regions underserved by conventional industry frameworks.
The streamlining of health systems via comprehensive digital health
infrastructures is increasingly important in understanding industry trends, including artificial intelligence (AI) and data analytics, which are being used to predict outbreaks and personalise patient care.
Furthermore, these technologies can help allocate resources more effectively, identifying
“WE HAVE CONTRIBUTED TO RESHAPING THE HEALTH SECTOR IN SA AND THE WORLD AND HAVE LEFT A PERMANENT MARK ON THE CANVAS OF PROGRESS, EMPOWERING LIVES, LIFTING COMMUNITY SPIRITS, AND
IGNITING
THE FLAMES OF INSPIRATION IN COUNTLESS EFFORTS ”
MVUNDURA, EXECUTIVE DIRECTOR AND COUNTRY CEO, THINK
TREVOR
at-risk populations and tailoring interventions to meet the specific needs of different communities.
However, the digitalisation of healthcare also presents immense challenges.
“Not everyone has equal access to the internet or digital devices, which can exacerbate existing health disparities. Additionally, ensuring the privacy and security of patient data in the digital realm is paramount to maintaining trust in digital health services,” Mvundura warns.
Therefore, as the company navigates digital transformation, its focus remains on leveraging technology to enhance public health and ensures nobody is left behind.
Additional challenges can be witnessed in the major gaps of the healthcare system that need
addressing, as each patient needs a different level of care depending on the stage of their illness.
“The healthcare cascade is like an onion; the first layer includes all the people who have TB, the second represents those who realise they need care, and the third represents
those who get the right test and so on. Then, you have the fourth and final layer in the centre of the onion representing the small segment of people cured of TB,” he explains.
To address the gaps in populations with varying stages of the condition, THINK has developed an innovative technological solution in the form of the Comprehensive Active TB Tracker (CATT), a software system designed to systematically tackle shortages in healthcare delivery.
THINK’S FUTURE PLANS
Diversify funding sources – A critical objective is to diversify the company’s funding by attracting various investment streams across all areas of focus. This strategy is designed to ensure financial sustainability and enhance the capacity to make a meaningful impact.
Expand the THINK network – Growth and collaboration are at the heart of the company’s mission as it aims to expand its network by welcoming more affiliate organisations. This development will not only broaden THINK’s scope both regionally and globally, but also grow its collective ability to address public health challenges more effectively.
Broaden its project base – In alignment with its goal to extend its reach, THINK plans to develop its project base across all network countries. This initiative is pivotal in increasing its impact, enabling the company to touch more lives and foster healthier communities on a larger scale.
Align with UN Sustainable Development Goals (SDGs) – In the coming year, the company wishes to strengthen its alignment with and enhance reporting on UN SDGs. Thus, THINK aims to contribute more concretely to global efforts to promote well-being, ensure healthy lives, and foster sustainable development.
capabilities beyond social media and gaming.
As an immersive digital environment, the Metaverse presents an ideal climate for building awareness and providing information in an engaging and captivating manner. Through THINK avatars, the organisation connects with younger generations, early adopters, and future users of social media platforms.
The aim is to establish an
individuals in need with essential care and assistance,” expresses Mvundura. Moreover, by capturing the attention of potential collaborators in the technology, investment, and health industries, the organisation’s innovative Metaverse initiative is sure to leave a lasting impression.
Building upon its foundation of forward-thinking healthcare solutions, THINK places immense importance on cultivating and maintaining robust
relationships with tech firms.
It prioritises the alignment of vision and values when seeking partners, who are not just vendors but allies in its transformative public health landscape.
The company engages in continuous dialogue and co-development initiatives with its
tech partners and suppliers. Fostering a collaborative environment allows for the tailoring of technological solutions to meet the specific needs of its programmes and the unique challenges of the regions in which it operates.
“We believe in growing together, which involves mutual investments
in capacity building and knowledge sharing. This approach not only strengthens our suppliers’ understanding of the public health domain, but it also allows THINK to stay at the forefront of technological advancements,” reflects Mvundura.
Thus, through strategic partnerships with tech firms, THINK is able to leverage the latest in digital health and AI solutions to build resilient healthcare systems, tailor interventions to individual patient needs, and ultimately save more lives.
“The innovations developed through these collaborations not only improve immediate healthcare delivery but also bolster our preparedness for future crises.
“In essence, our relationships with tech firms are not just important
but indispensable to the mission of THINK, driving forward our vision of a healthier, more equitable world.”
INTEGRATING INNOVATIVE SOLUTIONS
In its commitment to harnessing technological innovation, two recent projects stand out as exemplars of THINK’s dedication to advancing public health through cutting-edge technology.
Funded by the United States Agency for International Development (USAID), the company’s first project comprises a mobile X-ray TB screening initiative that has shown recent promise.
By utilising mobile vans equipped with digital chest X-ray (DCXR) technology, this initiative aims to
THINK – AT A GLANCE
500,000 improved health and treatment journeys.
18,012 people screened with mobile digital X-rays in their local communities.
194 WHO countries have followed guidelines informed by the company’s clinical research.
467 facilities supported by THINK’s health system strengthening initiatives.
identify TB cases earlier, especially in hard-to-reach areas. The mobile units are deployed based on the analysis of TB hotspots using geographic information system (GIS) technology, ensuring targeted and efficient screening efforts.
The second pivotal project is a data programme funded by a grant from the Bill & Melinda Gates Foundation, which explores the application of AI to bridge the data gap in healthcare decision-making, especially in low and middle-income countries (LMICs).
A significant aspect of this initiative is the establishment of THINK’s Digital Discovery Hub, which will serve as an AI and computer lab dedicated to
integrating innovative solutions to meet the healthcare needs of underserved populations.
As it looks towards the future, THINK’s overarching goal remains steadfast – to maintain and enhance the quality of the services it currently provides to nearby communities.
In a nutshell, the company hopes to expand and diversify its operations and, in doing so, strive to amplify its impact, support more vulnerable
it with dedication, innovation, and collaboration at the forefront of our efforts,” concludes Mvundura.
The ability to have a medical record follow the patient across every setting is changing the way in which health and social care is being delivered, with its value already being demonstrated for the early adopters of electronic prescribing and medicines administration (EPMA) solutions.
For example, in the north-east of England, an NHS healthcare trust has deployed new technology across all clinical areas including inpatient, outpatient, and emergency departments, allowing it to extend its reach into more complex and highrisk areas such as neonatal intensive care units (ICUs).
This means that clinicians within
Electronic prescribing and medicines administration technology can be pivotal in transforming the way medication is delivered and managed, but that is only possible with the right solution that provides data insights
Writer: Gary Mooney, Clinical Solution Executive, InterSystems
the hospital have access to vital prescribing information in seconds, streamlining the prescription process and improving the overall patient experience.
Abolishing the barriers between different medicine data silos in this way reduces the well-known
medication risks associated with transfers of care, ensuring information is passed on quickly and accurately between the different teams.
EPMA EVOLUTION
All of this is possible because EPMA solutions have continually evolved
EVOLUTION
to meet varying demands and requirements over the last five years.
Previously, there were few electronic patient records that could offer comprehensive medicines management. Many early initiatives in the NHS focused on a best-of-breed approach, adopting standalone solutions, and while each one may have had good functionality, the net result was a disjointed system of medicines information that wasn’t coherent in the clinical record.
Given that this technology formed the basis on which decisions were made about crucial and potentially life-or-death medicines and treatments, there is a clear need for a more unified system.
Industry awareness that medicines must be part of a unified system is what has driven today’s exciting EPMA developments. Research has consistently shown many medication errors happen during transitions within a healthcare facility, whether that is a patient coming into the hospital or transitioning from the emergency department to a ward, for example.
A study conducted by the University of Manchester found that there were 1.8 million transition medication errors in England per year, with almost 370,000 patients being admitted, transferred, or discharged experiencing a transition medication error. As admitted, transferred, or discharged patients, a seamless, continuous flow of medicines information is essential to prevent prescription errors and potential patient harm.
SHARING AND RECEIVING INFORMATION
Alongside the step-up and stepdown transitions of care within an acute hospital, clinicians also need to share and receive information between additional services.
At the point of coming into the hospital, a nurse or doctor would need to see what a patient might have already been given by other services as, for example, the individual could be a cancer patient who has not been seen before in that specific hospital but is very ill.
Nursing teams need to be able to see, very quickly, the patient’s preexisting conditions, what medicines they have been given, and what chemotherapy they have taken.
In another case, the patient may have received medication for a mental health condition but is presenting with entirely separate symptoms. Clinicians need to know the full story before they decide the next step in a patient’s treatment journey.
Gary Mooney, Clinical Solution Executive, InterSystems
“THE ABILITY TO HAVE A MEDICAL RECORD FOLLOW THE PATIENT ACROSS EVERY SETTING IS CHANGING THE WAY IN WHICH HEALTH AND SOCIAL CARE IS BEING DELIVERED”
– GARY MOONEY, CLINICAL SOLUTION EXECUTIVE, INTERSYSTEMS
THE FUTURE OF EPMA
If solutions have analytical capabilities, organisations can also track the effectiveness of medication, fine-tuning use in a way that is not possible with conventional paper records.
Since this is an area of significant innovation, the future of EPMA in clinical settings may include pharmacogenomics, analysing the genomic influences on how individuals respond to medicines.
Taking the initiative to integrate such information could reduce hospital admissions caused by adverse drug reactions, saving time and money and providing better outcomes.
Yet, introducing a significant change in the way clinicians access and use patient information does not happen with the click of a single button.
It is interoperability that has advanced EPMA. The evolution of the Fast Healthcare Interoperability Resources (FHIR) standard has made a significant difference in terms of being able to precisely prescribe, code, and share medicines information across services.
This is a change that solution vendors have had to handle over the past few years, embedding an FHIR repository as a default capability so that it is ready to support transitions of care.
CLEAR, CONSISTENT COMMUNICATION
Alongside this has come the need to ensure clinicians are not tied to their computer screens for too long.
The focus has been on knitting the solution into people’s real-world workflows and practices so there is minimal disruption, with an emphasis on creating usable interfaces that are easy to navigate on the go.
This all matters because we
know clearer, more consistent communication can save significant hours in single trusts. No longer must staff sift through paper drug charts to see which patients need medication and what the dosages are.
Instead, they can see all that information in an easy-to-use and intuitive digital platform that provides up-to-date data in real time to help them make better decisions.
We also know from early adopters that the use of EPMA can reduce errors by as much as 80 percent, all the while giving staff far more time to spend with their patients.
It has resolved many difficulties relating to dosage monitoring, especially in pain relief, where doses can be missed due to the hectic nature of many wards.
Where EPMA solutions have been implemented, there has been a noteworthy reduction in the number of missed doses reported by trusts, which is important for outcomes and the patient experience.
It is necessary to involve nursing teams, clinical pharmacies, technicians, and of course, doctors, right from the outset. They also need the support of a capable digital team that is prepared to work collaboratively with those who will be using the technology to help drive up adoption from those on the ground.
As healthcare becomes more joined up, being able to follow a patient’s prescription history between wards, hospitals, and other care settings is going to be crucial.
Patient expectations are consistently changing, and as healthcare embarks on its own digital transformation journey, those trusts that adopt an EPMA solution that is purpose-built for its own health setting will transform efficiency, reduce risk, and improve patient experience and outcomes.
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.
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.
MAKING THE INVISIBLE
VISIBLE
As a leading innovator, developer, and manufacturer of X-ray imaging component solutions worldwide, Varex Imaging has an expansive history of pioneering technological innovation. We speak to Mark Jonaitis, Senior Vice President and General Manager of X-ray Sources, to learn more
Writer: Lauren Kania | Project Manager: Ben Weaver
Initially used in the late 19th century to help battlefield physicians locate bullets in wounded soldiers, radiology – specifically the discovery and usage of X-rays – has an extensive and engrossing history that continues with new developments and innovations to this day.
This forward-thinking is the lifeblood of Varex Imaging (Varex), a leading independent supplier of medical X-ray tubes and image processing solutions. With over 75 years of unparalleled
innovation and breakthrough technology in high-quality components for X-ray imaging systems, Varex’s story is one of dedication, determination, and a desire to create a positive impact in the lives of millions with its products.
“We’re the largest independent X-ray tube manufacturer on the planet, so much so that many of our customers are also our competition,” opens Mark Jonaitis, Senior Vice President and General Manager of X-ray Sources. Jonaitis has a background in
physics and began his career in process engineering at Varian Medical Systems (Varian) – the predecessor of Varex – learning to build X-ray tubes in the 1980s before progressing into management.
“We found so much growth as a company and our portfolio was expanding so rapidly that new opportunities were coming up on a regular basis and kept me constantly engaged until I eventually took up a management role,” he expands.
Headquartered in Salt Lake City, Utah, but boasting a worldwide presence, Varex has over 2,700 employees, 320 of which are engineers dedicated to the advancement of R&D. The company offers a range of products, including X-ray tubes, X-ray detectors, highvoltage connectors, X-ray collimators, ionization chambers, mammography paddles, solid-state automatic exposure control systems, buckies for digital imaging, X-ray acquisition software, and post-processing software.
With products designed to harness the power of X-ray energy to pioneer advances in many applications, Varex has a rich history of helping customers become world-class system suppliers by strengthening their competitiveness and enabling them to bring products to market at a faster pace.
TECHNOLOGY THAT COUNTS
From medical imaging to cargo screening and border security, Varex’s components are used by X-ray imaging systems manufacturers around the globe to detect, diagnose, and protect.
“We build both industrial
tubes as well as medical tubes for the two sectors; however, our biggest strengths are in computed tomography (CT) and mammography tubes,” insights Jonaitis.
“There’s a high probability that if you get a mammogram, it will be with one of our products, and our employees take a lot of pride in that because they know they are making a difference in the healthcare industry.”
Despite the company’s overarching prevalence in the medical industry, Varex has helped make waves within the industrial sector, specifically border security.
With the seemingly daunting task of combining X-ray sources and detectors to meet security image application needs, the company utilizes its extensive product knowledge and experience to accurately determine the energy needed to penetrate a material and match it with the best detector sensitivity and resolutions to produce a high-quality digital image.
“We pioneered anode grounded technology into CT 25 years ago, and since then, the entire industry has followed us. All high-power tubes on the planet are now anode end grounded,” Jonaitis further explains.
While Varex is a leader in industrial and security imaging components, supplying components for complex imaging systems is not the only service provided. Customers rely on the company’s knowledge of industrial requirements, component integration, conformity to industry standards, training, and overall 2D and 3D imaging experience to find the best technology for any application.
Additionally, the company has two smaller businesses in its portfolio: Mevis – a German software company whose primary product is artificial intelligence (AI), and C&C – a low-cost manufacturing site based out of the Philippines building high-voltage cables.
Combining the manufacturing scale and know-how with strong customer relationships and unparalleled
innovation, Varex is continually exploring the next generation of X-ray imaging products, technologies, and concepts.
PARTNER FOR SUCCESS
Committed to exceeding customer needs and expectations, Varex collaborates with its diverse range of clients to create new and exciting products that positively impact the lives of people around the globe.
These partnerships are crucial to the company’s long-lasting success and ability to stay on top of industry trends and new technologies.
“Many times, especially as new technologies roll out, significant original equipment manufacturers (OEMs) don’t want to be the ones on that leading edge as it can be expensive and a technological
VAREX’S VISION, MISSION, AND VALUES:
VISION: To be the preferred global partner for innovative X-ray imaging solutions.
MISSION: Through the talent of the Varex workforce and the vision of its customers, the company helps improve and save lives throughout the world by making the invisible visible.
VALUES:
E xecution
P eople
I ntegrity
C ollaboration
The company’s values support its mission and influence its behaviors as an organization. When seeking new talent to join the company’s team, it looks for those values as they are crucial to the success of the business, team, and customers.
burden,” comments Jonaitis.
“They’d rather have that hardship fall elsewhere until they can be positive about the results and volume. We have been able to come in and lead the way with cutting-edge technology and solutions.”
One way Varex is able to accomplish these technological endeavors is through building factories in different countries in order to make its supply chain operations more convenient for customers and streamline its operations.
“Besides the factories we already operate in the US, we have facilities in China and Germany. We are also in the process of building one in India so that we have a presence in every major population center in order to make doing business with us a seamless experience,” expands Jonaitis.
Paramount Machine, a modern contract manufacturer, is entering our 29th year of business. Starting as a humble one-man machine shop, we’ve grown into one of Utah’s premier machining contract manufacturers.
We take pride in our work; we focus heavily on your experience as our customer, and our goal is to be your resource for machining solutions. Our organization has diverse experience across multiple industries, including medical, defense, mining, and oil and gas. Specializing in low to mid-volume machining of highly complex parts.
Paramount Machine offers expertise in the machining of:
• Aluminum
• Copper
• Stainless Steel
• Titanium
• Nickel
We are a state-of-the-art facility with ZIESS and Mahr inspection systems and software, in addition to being ISO 9001/AS9100 certified and ITAR registered.
801.886.2775 | sales@paramount-machine.com
Our facility is equipped with cutting-edge technology, including:
Swiss Screw Machines
5-Axis Wire
EDM
Sinker EDM
Multi-Channel Lathes
Robot Tending
J D M A C H I N E
Where World-Class Capabilities Meet Unmatched ServiceYour Partner in Advanced Contract Manufacturing
“WE ARE THE LARGEST INDEPENDENT X-RAY AND DETECTOR MANUFACTURER ON THE PLANET. THE REASON PEOPLE PURCHASE FROM US IS BECAUSE OF OUR HIGH QUALITY AND INNOVATION. THEY EXPECT US TO KEEP THEM ON THE CUTTING EDGE OF TECHNOLOGY”
– MARK JONAITIS, SENIOR VICE PRESIDENT AND GENERAL MANAGER OF X-RAY SOURCES, VAREX IMAGING
VAREX’S HISTORY:
• Despite the company’s young age, Varex has a rich history dating all the way back to the 1930s when Jack McCullough and Bill Eitel created Eimac Products (Eimac).
• Eimac quickly became known for producing high-quality, high-power transmitter tubes and ended up relocating its operations to the state of Utah after a large military contract in 1941.
• Foreseeing the end of the second world war, Eimac began to expand its expertise to include new tube types and eventually merged with Varian in 1965.
• As Varian grew to become a global household name in X-ray imaging, it became apparent that another company would be needed to operate and hold its ever-expanding imaging components business.
• Varian then created Varex in 2017, and together, the two companies were able to concentrate their efforts on the unique needs of each business and pursue distinct opportunities for long-term growth and profitability in the imaging industry.
Alongside the investment into global factories, Varex has made several strategic acquisitions and built new relationships to continue to drive innovation and promote continued expansion.
This includes the 2019 acquisition of Direct Conversion (DC) in Stockholm, Sweden, who provides digital X-ray imaging for medical, dental, and industrial markets. DC also introduced the world’s first affordable plug-andplay photon counting detectors and changed the market with its groundbreaking hybrid sensors.
With a history that spans over seven decades, Varex is not only dedicated to the imaging industry but to its partners’ enduring success.
INVESTING IN THE FUTURE
With the motto ‘making the invisible visible’, Varex has undeniably become the leading innovator, developer, and manufacturer of X-ray imaging component solutions worldwide.
Looking towards the future, the company is excited to showcase new and advancing technologies, one of which includes tomosynthesis, an advanced form of mammography.
“This new imaging is becoming increasingly more popular because healthcare professionals are able to scan at a rapid rate with multiple exposures to make the procedure as minimally invasive as possible without compromising image quality,” explains Jonaitis.
Additionally, Varex is exploring the usage of cold cathode technology, which does not rely on the heating of a filament to provide thermionic emission of electrons.
“The advantage of cold cathode technology is that there’s no delay in the rise time for an exposure and that’s when you start to acquire the image,” divulges Jonaitis.
“Right now, our tubes are faster in their ability to make an exposure than the detectors can capture the image.”
Varex recognizes that all of this innovation and growth cannot be accomplished without the daily dedication of its workforce.
“We have a very well-educated and talented team, and ultimately, all of our employees want to make a difference. I fully believe that we give them a chance to see that and be a part of that success,” concludes Jonaitis.
With innovation at the heart of Varex’s vision to create a healthier, safer future, the company is proud to work hard to offer the most costeffective, high-quality diagnostics and imaging solutions.
Tel: 801-973-5000 vareximaging.com
HARING UCCESSS
With
a collaborative
approach to
pediatric medicine and healthcare, Rady Children’s Hospital seeks to share its knowledge with the world. Nicholas Holmes, M.D., Senior Vice President
and COO at Rady Children’s Hospital,
Writer:
Lily Sawyer | Project Manager: Ben Weaver
As the US healthcare industry continues to adapt and evolve amidst fluctuating economies and recent health crises, many institutions have faced challenges such as staffing shortages, funding and supply issues, and contract disputes to name but a few.
Despite recent destabilization, Rady Children’s Hospital (Rady Children’s), a tertiary and quaternary, acute care non-profit pediatric hospital in San Diego, California, remains optimistic in the face of change.
“As an organization, we haven’t lost our passion for doing the right thing and taking care of patients,” opens Dr. Nicholas Holmes, M.D., Senior Vice President, and COO at Rady Children’s.
Having been involved in the healthcare industry for almost three decades., Dr. Holmes has spent 17 years of his career at Rady Children’s.
“My life has always been about service, and my journey into healthcare has been about wanting to help people. At the age of five, I
tells us more
decided to cut my birthday cake with a plastic knife I got as part of a toy doctor kit, so I knew I was going to be a surgeon,” he recalls.
Over the past decade, which has seen Rady Children’s perform its first heart transplant and be ranked as one of the 10 best children’s hospitals in the nation, Holmes has been involved at a senior level.
“As an executive within the organization, I’m responsible for thousands of patients and the support of their families. Being able to influence that, and help them, brings me incredible gratification.”
Rady Children’s main campus boasts a 504-bed pediatric hospital that serves as the largest provider of comprehensive pediatric medical services in San Diego, Riverside, and Imperial County.
With more than 40 locations, Rady Children’s is the only medical institution in the San Diego area dedicated exclusively to pediatric healthcare and is the region’s only designated pediatric trauma center.
STANDING OUT FROM THE CROWD
Rady Children’s full services include almost every type of care delivery for its patients. From its outpatient and inpatient spaces to its high-level treatments, the hospital boasts a wide variety of surgical disciplines.
“As the only acute care provider for children in the region, if your child is sick anywhere within a 75-mile radius and you require high-level care, you’re going to end up coming to our facility in some capacity,” says Holmes.
“PEOPLE ARE OUR MOST VALUABLE RESOURCE, AND EVERYONE HERE IS COMMITTED TO PROVIDING HIGH-QUALITY CARE FOR OUR PATIENTS. THIS RUNS IN THE VEINS, THE DNA, AND THE CULTURE OF OUR INSTITUTION, AND IS WHAT MAKES RADY CHILDREN’S SO INCREDIBLY SPECIAL”
– NICHOLAS HOLMES, M.D., SENIOR VICE PRESIDENT AND COO, RADY CHILDREN’S HOSPITAL
As a result, Rady Children’s has been able to develop strong partnerships with many local adult healthcare institutions that don’t routinely provide pediatric acute care. A particular focus of the hospital is to share its unparalleled knowledge more widely.
“We consider ourselves experts in pediatrics for the region, so we make sure we have strong collaborations and associations, and that our expertise is readily available.”
Rady Children’s unique,
child-centered mission imbues the whole organization with an innate sense of altruism, tenderness, and goodwill.
“What makes us special is that every single person within the hospital knows that we’re here to take care of children. We have team members who never see patients at all, but it doesn’t matter what job people have because everyone knows they have a role to play,” explains Dr. Holmes.
“Our sense of unity towards a shared goal is palpable when you walk around and talk to people here, and that’s something that makes us incredibly unique. It sets us apart from any other children’s hospital in the country.”
Additionally, Rady Children’s aids local communities through its in-house Children’s Hospital Emergency Transport (CHET) team.
CHET’s pediatric and neonatal teams respond to medical emergencies and hospitals across the region to stabilize and transport seriously ill children to a Rady Children’s facility.
“Knowing what a profound impact you can have on a child’s life by doing a very small thing is really gratifying. The fact you can change the developmental potential of an individual and lead them onto a path of success is incredible,” reflects Dr. Holmes.
TRAINING THE LEADERS OF TOMORROW
Since Rady Children’s first opened its doors in 1954, its mission has been to restore, sustain, and enhance the health and developmental potential of children through excellence in care, education, research, and advocacy.
Therefore, the hospital cultivates a strong commitment and dedication to graduate medical education. In partnership with the University of California San Diego (UCSD) School of Medicine, trainees receive the utmost care and best-in-class training.
“Our faculty and physicians, the majority of whom are from UCSD, as well as our programs and subspecialty fellowship training, impart key knowledge that enables us to educate the next generation of leaders,” outlines Holmes.
With a focus on sharing knowledge, much like the hospital’s community partnerships with local adult healthcare institutions, Rady Children’s prioritizes a collaborative approach.
“We don’t want to keep secrets as all our work relates to the best way to take care of children. It’s important, especially when we have renowned expertise not just regionally but nationally, to make sure we don’t keep that education to ourselves.”
The hospital is considered a prominent pediatric academic medical center and has been published in many recognized academic journals. Its trainees are encouraged to go above and beyond to contribute to the medical community.
Additionally, the hospital showcases its leading-edge clinical work at pediatric medical specialty society meetings to ensure that this information is distributed widely.
“We have many partnerships with academic institutions, locally as well as nationally. Making sure we’re part of the process of sharing information is imperative, integral, and foundational.”
This applies to Rady Children’s
COMBATING A MENTAL HEALTH CRISIS
Rady Children’s educates its staff to recognize that mental and behavioral health issues are sometimes not visible externally. The hospital works to ensure that its staff are attuned to this and have the proper education to be able to take the appropriate action.
The hospital ensures that it always has the proper facilities to support children. An inpatient unit focuses on child and adolescent mental and behavioral health issues, whilst its psychiatric emergency department focuses exclusively on mental health treatment delivery.
In 2020, Rady Children’s signed a Memorandum of Understanding (MoU) with County Human Health Services to undertake the development of a new mental behavioral health campus. The campus’ overall goal is to expand services for the existing inpatient unit, and triple its size due to high demand.
“OUR TOP PRIORITY IS MAKING SURE WE TRAIN, RETAIN, AND RECRUIT THE BEST”
NICHOLAS
HOLMES, M.D., SENIOR VICE PRESIDENT AND COO, RADY CHILDREN’S HOSPITAL
specialist graduate medical education programs, including nursing and therapy courses, alongside the training of technicians, technologists, radiologists, and surgical technologists.
CARDIAC CARE PROGRAM
Rady Children’s superb cardiovascular surgery program, specializing in congenital heart disease, has boasted a state-of-the-art cardiothoracic
intensive care unit (CTICU) on its San Diego Campus since 2013.
Approximately four percent of the US population suffers from congenital heart disease. Parents are often relieved to discover that Rady Children’s offers surgical options to help their child.
However, prior to 2015, the hospital did not have the ability to carry out heart transplants. As an executive within the hospital, Dr. Holmes, alongside his colleagues, identified an opportunity for development.
“I remember the words of Dr. Gail Knight, our Chief Medical Officer and a neonatologist. It would cause her angst to need to transfer a neonate with a congenital heart defect to another institution for a cardiac transplant knowing it was a great burden for the families to leave the region, but it was the baby’s best chance,” reflects Dr. Holmes.
Fast-forward to today, and the cardiac transplant program at Rady Children’s is well-established and extremely successful. Thanks to a range of philanthropic and executive
Heart transplant
American Dark Fiber was founded in 2017 and is focused solely on providing dark fiber connectivity to anchor institutions, carriers, municipalities, content developers, datacenters, FTTx operators, and other sophisticated private network users (i.e. healthcare, financial, entertainment venues etc.)
Our flat-rate usage model allows for massive cost savings for users of high-speed bandwidth.
Give us a call at 833-353-4237 (833-DK-FIBER) and let us design a network that fits your needs.
We are a licensed CLEC in CA, NV, NM, TX, TN, and FL.
Website: americandarkfiber.com
Email: info@americandarkfiber.com
Phone: 833-353-4237 (833-DK-FIBER)
Healthcare Outlook: Could you provide some insight into the hospital’s recent focus on mental and behavioral health, and what
it hopes to achieve in expanding these services?
Dr. Nicholas Holmes, M.D., Senior Vice President and COO: “In the words of Dr. Ben Maxwell, our Chief of Child and Adolescent Psychiatry, there is no health without mental health, so we’ve always had a commitment to treating children holistically.
“If you look at traditional medicine, there has always been a separation between physical and mental wellbeing. We believe that if you don’t have good mental health, you have no health at all, so our commitment is to break down the barriers between physical and mental health. In our view, everything we do helps the developmental potential of the child.
“We have introduced the Transforming Mental Health Initiative, through which we seek to improve the emotional wellbeing of children and adolescents through early identification screenings, increased access to behavioral healthcare, implementing prevention programs, and providing evidencebased treatment.
“So far, the initiative has made a tremendous impact. We’ll soon be publishing more specific information about the outcomes, but right now, we know from discussions with families and pediatric partners that we’re making great strides.”
support, the Rady Children’s Heart Institute has been established across the organization within recent years.
“It was due to our covenant to the local community that we implemented the cardiac transplant program; it was the last piece of the puzzle. In terms of investment, the program is majorly serving the community and families.”
The Rady Children’s Heart Institute boasts myriad accolades, as the first in San Diego to have a 3D heartmodeling program, the first in the world to perform a nonsurgical,
catheter-only procedure for singleventricle congenital heart disease, and the designated Center of Excellence for California Children’s Services (CCS).
Heading up the cardiovascular surgery program within the Rady Children’s Heart Institute is Dr. John Nigro, a cardiothoracic and heart transplant surgeon with an interest in complex neonatal heart surgery.
“Dr. Nigro can do things that not many people can, and his outcomes are outstanding. He’s been pivotal in elevating our congenital heart
Pipe Trades is a San Diego-based plumbing and HVAC contractor that offers high-quality solutions for small to complex construction projects. We assist our clients with routine to complicated plumbing and HVAC issues providing 24/7 service.
We have a highly qualified and motivated field staff, supported by a management team with a diverse and extensive background. Our management team has over 100 years of combined industry experience in various sectors, including health care, military, commercial, process piping, and high-rise reconstruction.
Our expertise allows us to collaborate effectively with general contractors and engineers, ensuring the best possible experience for our clients.
At Pipe Trades we are known for employing an innovative approach to deliver the best possible product while meeting our customers’ budget, timeline, and specialized needs.
program,” remarks Dr. Holmes.
Overall, Rady Children’s aims to cultivate a center of national excellence for cardiovascular surgery to support families within the region, and additionally provide excellent quality of care for those traveling from afar to utilize the hospital’s facilities.
EXPANDING EXCELLENCE
Rady Children’s is currently in the process of implementing a $1.2 billion
campus master plan, including a new, seven-story acute care tower where its intensive care units will relocate.
New and expanded neonatal, pediatric, and larger cardiothoracic intensive care units are being built, alongside a new emergency department.
“Primarily, we’re expanding to accommodate capacity. For instance, our present emergency department was built in the 1990s to cater for
“KNOWING WHAT A PROFOUND IMPACT YOU CAN HAVE ON A CHILD’S LIFE IS REALLY GRATIFYING. THE FACT YOU CAN CHANGE THE DEVELOPMENTAL POTENTIAL OF AN INDIVIDUAL AND LEAD THEM ONTO A PATH OF SUCCESS IS INCREDIBLE”
NICHOLAS HOLMES, M.D., SENIOR VICE PRESIDENT AND COO, RADY CHILDREN’S HOSPITAL
approximately 12,000 patients per year – in 2023, we saw over 100,000 patients in that exact same space,” says Dr. Holmes.
There are also other support services in the pipeline, such as two additional buildings, one to connect the acute care tower to the existing campus, and a new central utility plant to support the facility.
As the hospital’s largest expansion project in its 70-year history, the new care tower will be almost 500,000 square feet (sqft).
“We’re building the right size for our capacity, to allow for incremental growth over the years. We’re doubling the size of our emergency department, so it will allow us to make sure we see patients in a timely fashion.”
OUR CARES VALUES
COMPASSION: We model and promote kindness, empathy, and dignity in all interactions. We honor our differences, valuing diverse perspectives, ideas, backgrounds, and cultures. We believe in the positive intent of others and listen to understand and assist.
ACCOUNTABILITY: We honor our commitments, responsibilities, and relationships, always aligning our actions and decisions with our mission. We serve as thoughtful stewards of the lives, information, and resources entrusted to us. We dedicate ourselves to creating a work environment that promotes the highest standards of safety.
RESPECT: We communicate thoughtfully, effectively, and courageously. We create a positive, open environment where learning and communication are productive and participatory. We embrace change, new ideas, and new solutions to improve personal, team, and organizational performance.
EXCELLENCE: We commit to the highest of standards in everything we do, advancing the health and well-being of our patients, families, ourselves, and each other. We champion curiosity and innovation, and we work together, leveraging our unique and diverse strengths to approach challenges with optimism and creativity. We improve our processes consistently to achieve best practice.
SERVICE: We create extraordinary experiences through individual acts and acknowledgments of kindness. We collaborate across teams and facilities, combining effort and mutual regard to create our possibilities. We are mindful of the perception and impact of our attitude and actions on our patients, families, coworkers, and community.
The hospital’s expansion is currently underway and is expected to reach completion in late 2027 or early 2028.
Looking towards the future, Dr. Holmes wishes to prioritize the workforce at Rady Children’s.
“In recent years, we have seen droves of talented nurses, physicians, and therapists leaving the healthcare profession altogether. Our top priority is making sure we train, retain, and recruit the best,” he explains.
Following the recent COVID-19 pandemic, workforce shortages have
accelerated in the US, whilst the cost of drugs and supplies have increased. Therefore, a primary focus for executives within medical organizations has been to seek out cost-effective healthcare, whilst continuing to deliver high-quality treatment to patients.
“We really need to figure out what this model looks like. I think if you ask any executive, that’s something we’re all struggling with. We’re just trying to figure out what’s the best way to navigate the changing landscape,” Dr. Holmes concludes.
Tel: 858-576-1700
refsvc@rchsd.org rchsd.org
COMPLETE QUEBECOIS CARE
Health is very personal, not just for me, but for everyone.”
As President and CEO of the Integrated Health and Social Services University Network for West-Central Montreal (CIUSSS West-Central Montreal), Dr. Lawrence Rosenberg leads the healthcare transformation across Quebec.
There is much to do in the province, with many needs to fill and problems to solve amid a period of transition and turmoil in the industry.
This is partly because current healthcare systems are no longer sustainable in the way they were originally conceived, especially in Canada, due to the growing needs of aging populations and the increase in chronic illnesses.
“We have the opportunity to do things differently; I think that’s where the excitement is,” Rosenberg notes.
Ensuring continuity of care and services to the public is always the top priority for CIUSSS WestCentral Montreal and its 14,000 employees, who are committed to providing timely access to a seamless continuum that focuses on the particular needs of individuals.
Dr. Lawrence Rosenberg, President and CEO of CIUSSS West-Central Montreal, details the network’s extensive digital healthcare transformation as technologies accelerate the industry transition
Writer: Jack Salter | Project Manager: Callam Waller
Healthcare in Canada is primarily a provincial jurisdiction, and the network was created by an act of legislation in 2015 that fused 10 previously independent healthcare and social service organizations in Western and Central Montreal.
Today, it has 34 sites across the region spearheaded by the Jewish General Hospital (JGH), one of Quebec’s largest and busiest acute care and teaching hospitals.
Serving as the hub of the CIUSSS West-Central Montreal network, JGH is complemented by five local community services centers (CLSCs), five rehabilitation centers, seven longterm care sites, two day centers, and several affiliated research facilities.
“We really run the gamut from birth to death across our territory,” acclaims Rosenberg.
Dr. Lawrence Rosenberg, President and CEO, CIUSSS West-Central Montreal
“Officially, we’re responsible for about 365,000 citizens, but in practice, we probably look after closer to 770,000 people because a lot of patients come from outside our territory specifically to access the care that we provide.”
DIGITAL HEALTHCARE TRANSFORMATION
Canada’s healthcare industry transition has also been accelerated by the rapid evolution of digital technologies such as generative
artificial intelligence (AI), which will undoubtedly begin to impact, if not outpace, traditional healthcare systems.
The digital transformation now being undertaken by some of the world’s leading healthcare institutions, including CIUSSS West-Central Montreal, will result in a significant rethink of the underlying foundations of conventional medicine.
Indeed, a paradigm shift is well underway, with digital health and AI rapidly becoming inseparable from
HEALTHCARE OUTLOOK: HOW DID YOU MANAGE TO GET AHEAD OF THE SUPPLY CHAIN CRISIS DURING THE COVID-19 PANDEMIC?
Dr. Lawrence Rosenberg, President and CEO: “Although the pandemic was officially declared in Quebec in March 2020, it was already clear by the end of January that something was going on.
“It was at that point that we put in place our supply chain for personal protective equipment (PPE), including gowns, gloves, visors, and masks. We split up the supply chain very early and took the decision to implement universal precautions in the institutions of our network.
“All this was done about a month before the emergency was officially declared, so we were well positioned in terms of having a prepared supply chain and being named the adult COVID-19 hospital for our part of the province.
“In the first and second waves of the pandemic, we probably saw more acutely ill COVID-19 patients than any other hospital in the country.”
providing best-practice healthcare and social services.
CIUSSS West-Central Montreal introduced its own digital healthcare transformation program in 2019, just before the start of the COVID-19 pandemic.
The strategy resulted from a thoughtful internal exercise looking at the direction of health and healthcare delivery over the next decade, and what the network needed to do differently in order to enhance the value it delivers to the population.
“The pandemic was an opportunity to implement things faster than we otherwise would have been able to,” Rosenberg tells us.
In a first for Quebec, CIUSSS
The command center was set up during the pandemic
West-Central Montreal deployed Microsoft’s mixed-reality HoloLens in several long-term care facilities during the pandemic to help connect staff virtually and reduce their exposure to the virus.
“We were also faced with the conundrum of trying to scale up the amount of critical care patients we could safely look after during the beginning of the pandemic, so we applied the HoloLens in those instances to allow for extended medical coverage,” he adds.
CIUSSS West-Central Montreal has since deployed the technology further in its long-term care, home care, and frontline services, as well as its neonatal intensive care unit.
REMOTE MONITORING
A number of pillars underlie the digital healthcare transformation program, the first of which is cybersecurity, something that CIUSSS West-Central Montreal has invested heavily in over the last six years.
Second is a command center that was set up during the pandemic, which gave real-time visibility across the entire territory in all of CIUSSS West-Central Montreal’s institutions, helping significantly with patient flow from one facility to another.
“As an extension of the command center mandate, we introduced our Hospital@Home program, which is now a little over two years old,” Rosenberg elaborates.
Hospital@Home enables certain patients who otherwise would have remained in the hospital to continue their care at home.
Patients are monitored by digital devices that are linked to CIUSSS West-Central Montreal’s virtual care team, with the frequency of monitoring adjusted according to their needs. Care is provided by a multidisciplinary team of doctors, nurses, and other healthcare professionals who combine their hospital and community expertise.
In effect, the patient’s home is transformed into a virtual hospital until they can be safely discharged from the program. Remote monitoring is carried out through
two different continuous monitoring devices that allow patients to be observed 24/7.
“Hospital@Home has been a very significant introduction with respect to how and where we care for our patients,” Rosenberg emphasizes.
“The whole notion behind our digital health transformation strategy is predicated on our vision of ‘Care Everywhere’, which is something we’ve branded over the last two or three years. The Hospital@Home program is the jewel in the crown of what we’ve done.”
“HOSPITAL@HOME HAS BEEN A VERY SIGNIFICANT INTRODUCTION WITH RESPECT TO HOW AND WHERE WE CARE FOR OUR PATIENTS”
– DR. LAWRENCE ROSENBERG, PRESIDENT AND CEO, CIUSSS WEST-CENTRAL MONTREAL
To safely look after patients at home and receive information as quickly as possible to inform medical decisions, CIUSSS West-Central Montreal has also deployed point-ofcare testing.
“Our home care nurses can go into the home, obtain results within 15 minutes, and forward them back to the physicians who then make decisions about care planning. This is something that is quite innovative in Quebec; no other sites have deployed this type of technology,” states Rosenberg.
Accelerating Care Pathways Developing
OPPORTUNITIES FOR INNOVATION
Meanwhile, CIUSSS West-Central Montreal is still in the process of expanding its focus on data science and AI as part of its digital transformation.
“We recognize that patient medical information is really the currency in which we trade, so we needed to improve our electronic healthcare record (EHR), which is fairly legacy and well beyond its shelf life,” outlines Rosenberg.
Therefore, around four years ago, the decision was made to partner with a Canadian software company to design and develop a next-generation connected health record (CHR).
The first part of the platform, the patient trajectory dashboard, was successfully rolled out in November 2023.
“For the first time, we now have a view of our patients across all of the facilities in our network in real time,” Rosenberg informs us.
“There actually isn’t a comparable software platform in the country at this point in time. The full CHR roll-out will be completed about 14 months from now.”
CIUSSS WEST-CENTRAL MONTREAL SUSTAINABILITY INITIATIVES
In August 2019, CIUSSS West-Central Montreal began working with Quebec-based energy efficiency consultancy and contractor, Énergère, on a massive energy-saving project to reduce the network’s environmental footprint and increase its operational efficiency.
Over the past two-and-a-half years, more than 40 measures have been implemented across nine facilities, including JGH, such as the:
• Replacement of steam boilers with efficient hot water systems.
• Addition of heat pumps.
• Integration of air-to-water (ATW) heat pumps.
• Complete review of control sequences and optimization schedules.
As the project nears completion, the network expects to reduce its greenhouse gas (GHG) emissions by 49 percent annually, the equivalent of removing nearly 2,128 cars from the road – with 2,200 tons of GHG savings from the ATW heat pumps alone.
CIUSSS West-Central Montreal’s annual energy consumption will also be reduced by 39.3 million kilowatt hours (kWh).
In addition to saving energy and reducing its environmental footprint, this initiative is helping the network to finance the modernization of its aging institutions.
Where cancer and care connect.
GE HealthCare's oncology solutions help cancer care providers gain the upper hand.
Personalized cancer care through innovative technologies and intelligent data management
Collaborative care with smart workflows
Broad access to precision care
Care that has no limits
At GE HealthCare, we are committed to supporting clinicians with flexible, comprehensive and personalized solutions through every stage of the cancer care.
“WE REALLY RUN THE GAMUT FROM BIRTH TO DEATH ACROSS OUR TERRITORY”
– DR. LAWRENCE ROSENBERG, PRESIDENT AND CEO, CIUSSS WEST-CENTRAL MONTREAL
Given the pace of change in the healthcare industry, it was also clear that the network needed a central coordinating body to identify and capture opportunities for innovation.
CIUSSS West-Central Montreal therefore created its own Connected Health Innovation Hub, OROT, bringing together clinicians and end users with entrepreneurs and innovators in order to build and launch technologies that improve people’s lives.
“OROT has been wildly successful and brought us an entirely different level of national and international recognition,” prides Rosenberg.
“The Connected Health Innovation
Hub has won a number of prizes and is funded both internally by our hospital foundation and externally by government grants and contracts.”
CIUSSS West-Central Montreal and JGH have likewise received innumerable Employer of the Year and Employer of Choice awards over the course of the past decade, a source of pride as it looks ahead to future targets and priorities.
“From an innovation point of view, we’re still looking to scale our virtual care programs. The introduction of AI is going to be a major preoccupation across the organization, not just for things related to operations but also in
clinical decision-making. We’re trying to build an AI team in order to make sure that we do this in an appropriate and efficient way,” Rosenberg concludes.
Tel: 514-340-8222
commuications@jgh.mcgill.ca
www.ciussscentreouest.ca
A NEW HEALTHCARE CONTINUUM
Shining brightly as a beacon of innovation and enhanced healthcare, OHC is transforming the treatment process for patients with cancer and blood disorders. Randy Drosick, MD, OHC President, and practicing medical oncologist and hematologist, outlines the company’s exciting new developments and how it continues to revolutionize the complete patient experience
Writer: Ed Budds | Project Manager: David Knott
Randy Drosick, MD
For 40 years, OHC (Oncology Hematology Care, Inc.) has been fighting cancer on the front lines.
The company’s physician-led offices have been recognized for going beyond clinical excellence, providing unmatched personal support, and caring for patients with cancer and complex blood disorders.
Proudly boasting eight locations, OHC is the leading independent adult cancer care group throughout Cincinnati and comprises more than 350 industry-leading team members.
“At OHC, we have one common goal: to surround adults diagnosed with cancer with everything they need, so that they can focus on what matters most – beating cancer,” opens
President, Randy Drosick, MD.
OHC is part of US Oncology, a nationwide network with over 600 sites that believes patients thrive when they can fight cancer close to home and delivers integrated cancer care through a network of independent physicians who share expertise and resources to provide high-quality, value-based care.
In addition, OHC is an established research leader in the communities across the greater Cincinnati region and collaborates with the Sarah Cannon Research Institute (SCRI), one of the world’s leading oncology research organizations conducting community-based clinical trials. SCRI has contributed to pivotal research that has led to the majority of new cancer therapies approved by the Food and Drug Administration (FDA) today.
This highly successful collaboration includes OHC in a network of globally recognized cancer experts enrolling patients in Phase 1-4 clinical trials at more than 250 locations across 24 US states.
“I just like working with people. Being able to help somebody is so rewarding, and for me, that’s the epitome of what we do. Even if we’re not curing someone, we just want to help them feel better,” he adds passionately.
This mindset defines the entire company’s culture of care, and OHC now supports over 130,000 patient visits a year.
DELIVERING CLINICAL EXCELLENCE
At OHC, the search for new treatments is relentless.
“The drive to provide superior care runs deep, and our fight against cancer is personal. OHC’s independent, physician-led practice is known for delivering clinical excellence combined with unmatched personal and emotional support in neighborhoods throughout the region,” Drosick explains.
The company’s renowned experts aggressively attack cancer with every possible strategy and utilize the latest innovations and advances in medical technology and treatment.
“Our nationally recognized cancer research and clinical trials team
remain engaged in a passionate search for innovative treatments. We are here to navigate and help our patients manage finances, understand the disease, and gain power over cancer’s impact on personal life,” he continues.
There is nothing fair about cancer, and a diagnosis can negatively impact every aspect of life, which is why OHC also surrounds both its patients and their families with leading experts who provide a range of services including emotional, financial, and social support to help people stay focused on the number one priority – getting well.
When under the care of OHC, patients have access to new, innovative, and novel approaches to cancer, such as personalized medicine, immunotherapy, and the ground-breaking CAR-T and NK cell immunotherapy. OHC was the first to offer this revolutionary immunotherapy treatment in the region.
OHC also offers ‘Call Us Early. Call Us First.’, a nurse triage service supported by highly trained oncology nurses from 7am to 5pm, Monday to Friday, with the goal to effectively manage a patient’s symptoms quickly in order to prevent unnecessary emergency room visits or hospitalizations.
“This program has made a dramatic impact on how we care for our patients and, more importantly, keeping them out of the hospital where they may face unnecessary exposures,” notes Drosick.
OHC is the only practice in the city to also offer weekend hours for patients needing hydration, medication, and a symptom evaluation.
This is alongside the opportunity to access superior technological advances such as CyberKnife for prostate cancer and Gamma Knife for brain tumors.
OHC also now uses the laser-like precision of robot-assisted surgery to treat gynecologic cancers and
“WHEN YOU JOIN OHC, YOU ARE PART OF A COLLABORATIVE, MULTIDISCIPLINARY TEAM COMMITTED TO DELIVERING PERSONALIZED, PATIENT-CENTRIC CARE IN A COMMUNITY SETTING. YOU ARE EMPOWERED TO BUILD YOUR EXPERTISE BY WORKING WITH THE REGION’S LEADERS IN CANCER CARE”
– DAVID DROSICK, MD, PRESIDENT, OHC
possesses early access to the most promising new treatments available only through clinical trials.
“With staff who greet you with a warm smile, call you by your name, and open their hearts to take you into their care, you’re more than just a patient to us at OHC; you’re treated as a member of our family.”
COMPASSIONATE AND DEDICATED
OHC is always looking for better ways to deliver care to its patients for the duration of their treatment.
“From diagnosis, and throughout
their treatment, we walk with our patients, support them when they struggle, and celebrate their successes,” Drosick shares.
This warm, caring atmosphere creates a professional family among team members where individuals have the opportunity to lead through mentorship and learn from OHC’s elite team of experts.
The company’s management endeavors to keep its staff energized by always recognizing exceptional work and hearing new ideas, as well as offering pathways to career advancement.
Answer With Care
PatientSync leaders have helped healthcare organizations utilize technology to serve patients more effectively for more than 20 years.
Today, PatientSync handles millions of calls every month and serves customers in 17 states, representing dozens of medical specialties including oncology, orthopedics, neurology, radiology, behavioral health, and many more.
The company traces its roots back to 2002, when managedservice provider Path Forward IT began helping healthcare organizations implement technology to increase speed, agility, and efficiency to serve patients more effectively.
This experience provided deep expertise in leading electronic medical records (EMR) and electronic health records (EHR) systems, as well as a comprehensive understanding of Health Insurance Portability and Accountability Act of 1996 (HIPAA)-compliant network security and data storage, and insight into all the ways technology can help improve patient experiences.
In response to the needs of its healthcare clients, frustrated by the demands of managing or outsourcing their call-center operations, Path Forward IT launched the Love Your Patient (LYP) Contact Center in 2013. LYP needed sophisticated, omnichannel communication and workflowguidance technology to empower their industryleading agents.
Because typical Contact Center as a Service (CCaaS) platforms simply weren’t equipped to handle the complexities of healthcare scheduling and triage protocols, the team began to develop PatientSync in 2017. This is a comprehensive healthcare communications platform built on Amazon Web Services (AWS) and the industryleading Amazon Connect CCaaS platform, customized and extended for healthcare and medical specialty-
specific needs. PatientSync accelerates contact center agents’ speed to competency with customized workflow guidance that ensures accurate adherence to practice protocols and individual physician preferences.This integrated, omnichannel, cloud-hosted software also enables personalized communication to enhance patient experiences. For tasks that benefit from artificial intelligence (AI)-enabled automation and machine learning (ML), PatientSync is leading the way. Its Virtual Agents utilize AI and natural language processing (NLP) to connect patients to their needed provider promptly, using the same AI technology that powers Amazon Alexa, in any language.
Virtual Agents save healthcare contact centers time and money while enhancing the value of human interaction. Customers using these Virtual Agents typically see call volumes decrease significantly, as the agents answer instantly and can scale infinitely to reduce queue wait times and triage connections with human agents.
The company enables its customers to transform their call centers into profit centers, facilitating a positive return on investment (ROI) from healthcare-focused solutions built for scalability. From identifying and prioritizing VIP callers to automating orders, follow-ups, and scheduling, the business can monetize agent downtime by queueing up revenuegenerating outbound activities automatically.
The PatientSync team has proudly served Oncology Hematology Care (OHC) since 2007. For more information, visit PatientSync.com.
The PatientSync Manifesto
We believe technology shouldn’t dehumanize patients—it should help every person feel known. Patients are names, not numbers, and by removing the communication barriers in healthcare we empower teams to focus on the person, not the software.
When done right, we believe healthcare technology can facilitate better quality care and a more human connection to provide an elevated experience for both patients and providers.
BUILDING A MULTIDISCIPLINARY TEAM
OHC has built an experienced team of cancer experts who deliver the right treatment at the right time and in the right place.
Furthermore, OHC believes that a multidisciplinary approach, in which different areas of expertise work collectively to create personalized care plans, is the best way to treat cancer. There is considerable evidence that this team-oriented approach reduces treatment and referral delays and improves patients’ emotional well-being.
The OHC team includes:
• Blood and marrow transplant specialists
• Breast surgical oncologists
• Cancer genetic specialists
• Cellular therapy specialists
• Financial navigators
• Gynecologic oncologists
• Hematologists
• Medical assistants
• Medical oncologists
• Neuro-oncologists
• Nurse navigators
• Pharmacists
• Radiation oncologists
• Radiation therapists
• Research nurses
• Supportive care specialists
• Treatment nurses
In this way, OHC aims to create a healthy work-life balance where its various teams support each other and provide the collective motivation to continue working together towards the betterment of the entire organization.
“When you join OHC, you are part of a collaborative, multidisciplinary team committed to delivering personalized, patient-centric care in a community setting. You are empowered to build your expertise by working with the region’s leaders in cancer care,” he adds.
OHC seeks out compassionate, dedicated professionals who embrace the company’s mission and make a difference in the lives of cancer patients. Its innovative and engaging work environment promotes professional growth and development, while the nature of OHC’s work allows its people
to deeply connect with patients as they provide a continuum of care.
“We have some excellent outsidethe-box thinkers, since I always try to hire people that are better than what we already have and then just let them run with it. I tell our teams to not be afraid to fail, to be innovative, and try to embrace new processes, or else we will all grow stale.”
This inventive mindset is applied by OHC even for simple improvements across its operations, such as how the company gets its patients in and out of the office more efficiently and prevents people from spending their valuable time in a waiting room all day.
NEXT-GENERATION INNOVATION
Next-generation sequencing (NGS) has become a valuable tool in creating a personalized treatment plan for
NGS helps doctors pinpoint genetic mutations in a tumor and predict a patient’s response to certain treatments, then compares the genes in a tumor to those of a reference genome.
in the selection of a therapy that might be less harmful than standard chemotherapy and radiation,” he confirms.
Across the industry, it is believed that therapies targeting specific genetic mutations increase survival and improve patient quality of life.
“We want all patients to have access to these treatments as soon as possible – at OHC, they do,” concludes Drosick. cancer patients.
Once the tumor’s genetic changes are discovered, a physician can select medicines that target those changes while limiting the impact on the rest of the body’s healthy cells.
“Having this deeper understanding of the biological makeup of a patient’s tumor not only helps us to customize the best therapy for that individual, but also determines how aggressive our treatment strategy should be,” informs Drosick.
“Information gleaned from NGS can give us a better understanding of a patient’s prognosis and aid
“Chemotherapy is like a shotgun. It comes in, shoots everything in the room, and hopes the good stuff lives and the bad stuff dies. Targetdirected therapy, on the other hand, is like a sniper bullet. It comes in, shoots the cancer cell, and leaves the patient alone for the most part, and that’s really exciting.”
When a cure for cancer is eventually found, it will be discovered through a clinical trial.
OHC is therefore a fierce supporter of clinical trials and is relentless in its search for new
treatments, alongside paving the way for new breakthroughs in cancer care and providing patients with access to these promising new cancer treatments.
Tel: 1-888-649-4800 ohcare.com
SETTING THE FUTURE IN MOTION
We speak to Kevin Wolter, Director of Business Development at Invio Automation, about its proven automation expertise that has accelerated global businesses across a vast range of industries for over 60 years
Global investment in the North American manufacturing industry has never been higher, encouraging many companies to focus on reshoring their production and supply chain to the US, whilst government incentives have dramatically encouraged domestic production.
On top of this, industry trends such as labor shortages, increased wages,
and a greater desire for improved production consistency and quality have driven manufacturers in the country to implement robotics and manufacturing automation more widely across their organizations.
This presents the industry with an opportunity to source and analyze more data, particularly given the recent rise of the Internet of Things (IoT) – also known as Industry 4.0
– and the evolution of digitalization, which allows for greater real-time monitoring, predictive maintenance, and process optimization.
Within this context, the main focus of Invio Automation (Invio) lies in supplying state-of-the-art manufacturing automation and robotics solutions to its customers, regardless of the project’s size or scale.
Designing, implementing, and sustaining automation services for some of the largest operations in the world, the company permeates a number of key industries, including medical device and life sciences, CleanTech and renewable energy, mobility, industrial, logistics, and much more.
“Invio designs, implements, and sustains automation for operations large and small across the world. Our company history dates back 65 years, and we continue to evolve. We take pride in truly partnering with our customers to solve big challenges by exploring, testing, and customizing the latest manufacturing technology,” opens Director of Business Development, Kevin Wolter.
“The company exists to contribute and participate in one of the great macroeconomic trends of our time
“THE STAFF HERE ARE AMAZING – ONE YEAR AGO, I JOINED INVIO AND WAS FORTUNATE TO BE PART OF A TEAM OF HIGHLY MOTIVATED PROFESSIONALS WHO UNDERSTAND THEIR ROLE WITHIN A COLLECTIVE AND TAKE PRIDE IN GETTING THE JOB DONE”
– KEVIN WOLTER, DIRECTOR OF BUSINESS DEVELOPMENT,
INVIO AUTOMATION
- the increased role of robotics and automation in our daily lives.
“Our work takes us into hundreds of factories and product development organizations every year and we proudly help our customers build meaningful products in healthcare, renewable energy, and
transportation,” he adds.
Invio’s founding principles are twofold. Firstly, it strives to serve as the preferred global automation partner in industries that meaningfully benefit the lives of others.
Secondly, it employs hundreds of engineers, skilled tradespeople, and manufacturing professionals domestically in an effort towards that goal.
Each industry is served across seven production sites in the US, with its primary base located in the Midwest region of the country.
MULTIPLE SOLUTIONS FOR MULTIPLE INDUSTRIES
Providing practical and proven solutions for a vast range of industries, the company works with customers to fundamentally understand and take their ideas through an entire lifecycle, manufacturing these products
with industry-leading robotics and automation capabilities.
“A lot of our customers are looking to improve quality and reproducibility while reducing labor,” informs Wolter.
Operating for over 40 years in the medical devices sector, the company possesses more than 500 team members in the US, a third of which are in an engineering role and actively partake in the technological elements of a project.
“As a mechanical and electrical engineer, I find it really engaging to see both elements integrated into these products,” he adds.
Alongside the manufacturing of medical devices, the organization conducts warehousing and logistics practices, whilst a large portion of its business supports the automotive and industrial markets with custom tooling and lift-assist services, as well as top-quality automated guided vehicles (AGVs) and automated mobile robots (AMRs) that can transport heavy pallets throughout customers’ warehouses and production areas.
One particular focus of Invio is known as Factory of the Future Consulting, whose workforce serves as a consultancy agency for their clients. After performing plant-wide greenfield and brownfield automation assessments, the company utilizes production modeling and 3D simulations to help customers determine where automation can have the most cost-effective impact on their return on investment (ROI) and production processes.
As such, Invio’s efforts ensure reliability and digital innovation across the entire manufacturing process.
“Each automation aspect, from factory floor to end-stage enterprise resource planning (ERP), is informed by a certain level of data, which in turn impacts the wider supply chain of any given product,” Wolter highlights.
“In the future, I foresee the same team presenting customers with augmented reality (AR) and virtual reality (VR) models of their facilities.”
RELIABLE END-TO-END SERVICE
Invio stands out in the US automation market due to its dedicated willingness to work with customers throughout their entire manufacturing journey, ranging from smaller operations to complex robotic systems.
Medical vision
Welding expertise
“Historically, many of our new customers came to us after other automation vendors had declined requests to quote, because their projects were too intricate or technically complicated. However, we actively engage with these types of customers as we have the experience and capability to undertake complicated, high-precision developments,” Wolter imparts.
“Our customers often return to us after we’ve solved their most difficult automation problems, providing support for their entire manufacturing process. The target is to become their preferred automation vendor.”
Therefore, it is mutually beneficial for the company to support clients in the early stages of their automation journey so that they can become the go-to manufacturer for the entire process.
As such, Invio has built an enviable reputation for small, high-precision products. In the medical devices space, this typically involves the likes of insulin pumps, cardiac implants, catheters for heart disease and stroke support, as well as many other micromanufacturing processes.
With a core market focus and an established manufacturing process, the company has developed a set of flywheels that enable it to provide
incredible solutions and services for customers.
“We continue to reinvest in this approach and cross-pollinate applications across our core markets. For example, we assess who else requires needle bending capabilities to generate a list of customers we can address.
“Meanwhile, for our engineering expertise, we develop specific applications within a certain industry that we can add to our toolbox. This allows us to improve our operations and build bigger machines around that expertise,” Wolter explains.
Furthermore, Invio is committed to providing ‘white glove service’ for all customers, as it aims for the highest degree of professionalism, responsiveness, proactive customer engagement, and support throughout the lifecycle of an automation project.
“Recently, a potential early-stage prospect mentioned that, while they were looking at several potential automation partners, Invio provided the best customer service. We are looking forward to engaging with that customer more formally very soon.”
A critical element of Invio’s longstanding success is its loyal partner and supplier relationships, which keep projects flowing beyond everyday operations.
INVIO’S AGV CAPABILITY
The company has a unique offering in the form of heavyweight or highcapacity AGVs that fundamentally serve the purpose of transporting product throughout the factory without human involvement.
Prior to the development of automated conveyance solutions, items under manufacture were typically transported manually using carts, trolleys, or forklifts, both powered and unpowered. Over time, many of these manual conveyance platforms, which were inefficient and often dangerous, became automated.
For industries such as electric vehicles (EVs), aerospace, alternative energy, and defense, manufacturing processes often involve the movement of heavy parts, objects in work, and eventually, finished products. As such, the capacity of conveyance automation systems must often exceed 10,000 pounds (lbs). Many manufacturers need to convey and assemble products that weigh from 10,000 to 50,000 lbs, but AGVs with this capacity range are rare.
The unique load requirements for these capabilities are very different from other classes of manufacturers and are a key differentiator when evaluating conveyance automation solutions.
Invio’s AGVs are used to transport pallets of solar panels, recreational vehicles, tractors, construction equipment, EVs, electrical grid equipment, and even the sleeper bunks for large airplanes.
A powerful positioner from ALM delivers up to 40%+ increased welding and assembly manufacturing productivity. You’ll also gain increased safety, quality and ergonomics to ensure maximized throughput is always within reach.
“This has been one of the first times in my career that I have found such a strong collaboration between my organization, suppliers, and customers,” Wolter expresses.
As the company continues to establish its name in the market, Invio works with suppliers to set up joint customer visits, where it can recommend potential suppliers for preferred automation vendors.
MEDICAL DEVICE AND LIFE SCIENCES (MDLS) CAPABILITIES
As Invio continues to expand its MDLS focus into new geographic markets,
such as the Midwest and Minnesota’s Medical Alley, it successfully leverages its 40 years of experience in the space to support the broader sales, engineering, and operations teams in the industry and related automation and design principles.
“Personally, it has been incredible to work with experts and thought leaders, and I continue to be amazed by the knowledge base they have created and their willingness to share their experience,” Wolter expresses.
“As we build our team, we continue to expand our market presence and add major MDLS customers.”
Within this division of the company,
INVIO CENTERS OF EXCELLENCE
After 40 years of operating its New England MDLS Center of Excellence, in May 2023, Invio also established its Midwest MDLS Center of Excellence in the heart of Medical Alley in the Twin Cities area of Minnesota. Medical Alley comprises approximately 800 medical device manufacturers, subcontractors, and machine shops that support the industry.
Therefore, the facility has provided the company with the opportunity to establish its own presence in the region and gain traction with the big names in the medical devices space.
One particular business Invio is proud to have acquired is Innovative Products & Equipment (IPE), who has been a market leader in solving the production challenges that commonly arise for advanced manufacturing operations in the New England area, specifically along the Route 128 corridor.
The historical IPE facility in Hudson now serves as a sister facility to the Invio site in Minnesota, bringing the opportunity for many customers in both regions to have their automation needs served locally.
Invio’s central desire is to improve patient healthcare for its customers’ end users.
The opportunity to impact the lives of real people on a global scale is significant. The company’s patented hypotube and needle bending technology was developed to support the rapidly growing diabetes market. Globally, there are 400 million people diagnosed with Type 2 diabetes (T2D), making Invio’s patented needle bending technology increasingly critical.
Therefore, the company’s systems help provide insulin for diabetics and manufacture highly technical catheters, guidewires, sensors, and on-body pumps. Regarding the latter, the equipment is used to create a key part of an insulin pump that is placed on the user to help treat their condition.
“The benefit of having this needle, which has a very unique, spring-loaded shape, is that when it’s time to pump insulin, the needle inserts a cannula that we have also manufactured. This creates a port for the application of insulin into the body,” details Wolter.
Invio’s patented needle bender is capable of bending a drug delivery needle to as small as 1/10,000th of an inch in outside diameter without blocking the drug delivery of the needle. The machine utilizes a highprecision camera and servo motors to ensure the proper needle orientation and position in real-time throughout
Needle bending expertise
Performance Feeders specializes in the design and manufacturing of Vibratory Feeder bowls, Centrifugal Feeder bowls, Step Feeders, Drum Feeders, Flex Feeders, Conveyors, Spring Feeders, Prefeeders, Elevators and Protective System Enclosures with Visual inspection, Part Isolation, with Control packages available.
Our knowledgeable sales team work with our manufacturing technicians to engineer and construct each quality system to create the most costeffective, durable feeding systems to support assembly operations. Advancements in our design process using solid modeling and CAM software, CNC machinery, and 3D printed prototypes enable our team to create customized and repeatable solutions for a variety of industries.
the manufacturing process. Once at the desired angle, the machine bends both sides of the needle to create a specified shape without occluding it.
The standard needle bending module is capable of producing a uniquely shaped needle every six seconds.
However, needle bending is just one stage of the insulin pump product that Invio manufacturers, demonstrating the fact that a small, simple solution can lead to the production of an entire process and an all-encompassing solution.
BLOOD COLLECTION DEVICE
Invio recently developed an automation project that produces a blood culture collection device, which can be used by medical professionals to draw blood more efficiently and
INVIO’S CORE VALUES
• The company takes pride in the reliability of its team and the difficult problems it solves for customers.
• Invio delivers real customer value that positively impacts the lives of those around them.
• The business is dependable, as trustworthy relationships matter.
• Its ingenuity and desire to improve life complements its suite of solutions.
• Invio strives to demonstrate that its attention to detail does not start or end with the solutions it engineers and delivers.
• The company believes that exceptional service is better demonstrated than said.
avoid incorrect blood test results.
The machinery for the blood collection device produces 15 parts per minute, translating to 900 units an hour.
“We were able to design, develop, and deliver an incredible piece of equipment for our customer in approximately nine months on our first major MDLS project in our new Minnesota facility,” Wolter proudly tells us.
“This is thanks to our ability to leverage our incredible local engineering capabilities and the vast MDLS expertise available from the broader Invio team.”
In order to further its specialized offerings, the company is currently building an applications lab in Minnesota, which will showcase the key technologies and tools that it integrates into its machines every day. These include robots, ultrasonic
Medical vision
Blood collection device
and laser welders, laser markers, lead testers, and much more.
“The intention is for the facility to serve as an additional engineering resource for our customers as they continue to develop these incredible technologies. Additionally, the lab will be an effective marketing tool for our partners and suppliers who can bring their customers on-site as they work through their technical evaluations,” Wolter elaborates.
EXPERTS IN AUTOMATION
The extensive size of Invio’s workforce means that it can productively collaborate across a plethora of industries and applications to brainstorm the best solutions for its customers.
“The staff here are amazing – one year ago, I joined Invio and was fortunate to be part of a team of highly motivated professionals
who understand their role within a collective and take pride in getting the job done. I believe we have cultivated an organization that encourages individuals to speak up with recommendations for continuous improvement,” Wolter proudly comments.
The company recognizes staff that go beyond the call of duty with established reward programs and monthly newsletters that highlight hard-working employees, who also have the chance to win prizes.
“I also acknowledge individuals on a more personal level or in small group settings, as it presents an opportunity to further my relationships with the team in a meaningful way,” affirms Wolter.
As Invio continues to expand its business, both organically and through acquisitions, it remains focused on its core mission to be
committed to engineering advanced industrial solutions that enhance quality of life.
Another major priority for the business is the aggressive alignment of the company’s seven production sites across one common platform.
However, one of the most important things for Wolter is that the company and its employees continue to learn and have fun.
“Throughout my 12 months in the role, our team has been incredibly engaged and excited, and I learn more from them every day,” concludes Wolter.
Ensuring the health and well-being of the South African Police Service (SAPS) is critical for the continued prosperity of the country. Neo Khauoe, Principal Officer, tells us how the South African Police Service Medical Scheme secures the safety of the nation through provision of healthcare to SAPS
Writer: Lucy Pilgrim | Project Manager: Cameron Lawrence
The South African Police Service Medical Scheme (POLMED) was established in 1967 to provide healthcare services and cover consequential costs for active and retired SAPS employees.
“We are committed to our vision of ‘healthy members for a safer South Africa’ (SA), which is supported by our mission to enable quality healthcare for SAPS members and their dependants in a cost-effective manner,” introduces Neo Khauoe, Principal Officer of POLMED.
In recent years, the medical scheme industry in SA has faced many challenges, such as rising healthcare costs, fraud, waste, abuse, the burden of disease, and the need to ensure financial sustainability.
In this context, the affordability of health plans continues to be an issue for both medical schemes and their members, which is the result of worsening economic challenges and increased levels of unemployment.
This has manifested through the amalgamation and liquidation of medical schemes across the country. In 2000, there were 135 medical schemes, however, as of December 2023, only 72 remained active.
On the contrary, POLMED has shown significant growth in recent years, demonstrated by a consistent increase in the number of principal members.
Although the Scheme has faced difficulty in levying premiums that match medical inflation, the organisation mitigates this issue with a well-planned investment policy that addresses both the sustainability and liquidity basket, thus protecting reserves, growing solvency, and pay increasing claims.
Alongside the Scheme’s thorough
investment policy, POLMED’s other initiatives include tariff negotiations with healthcare providers, fraud and waste management, engagement with industry bodies, as well as many other preventative healthcare initiatives.
PROVIDING CRITICAL SUPPORT
The organisation’s vision encapsulates the significance and importance of the Scheme.
Firstly, the nature of police work often exposes officers to various physical and mental health risks, given their frequent exposure to dangerous situations, violence, and traumatic events.
Due to the impacts this can have on officers’ well-being, it is essential that they have access to comprehensive healthcare services that can address their specific needs. As such,
POLMED offers the necessary care, comprising preventative measures, medical treatments, and mental health support.
Secondly, the physical demands of police work can lead to injuries and health issues caused by hyper-active daily tasks.
Consequently, the Scheme ensures that officers can receive medical treatment and rehabilitation services that heal injuries promptly and effectively. Thus, by receiving the right care, police officers can recover and return to their duties as quickly as possible.
Additionally, police officers may experience post-traumatic stress disorder (PTSD), depression, or anxiety due to high levels of stress and emotional trauma.
“WE ARE COMMITTED TO OUR VISION OF ‘HEALTHY MEMBERS FOR A SAFER SOUTH AFRICA’, WHICH IS SUPPORTED BY OUR MISSION TO ENABLE QUALITY HEALTHCARE FOR SAPS MEMBERS AND THEIR DEPENDANTS IN A COST-EFFECTIVE MANNER”
– NEO KHAUOE, PRINCIPAL OFFICER, SOUTH AFRICAN POLICE SERVICE MEDICAL SCHEME
It is therefore vital for POLMED to provide mental health support services so that officers can better manage potentially distressing events and prevent the long-term consequences associated with untreated healthcare conditions.
“We maintain that specialised health benefit plans – specifically designed for police officers, considering their occupational risks, health needs, and duty-related injuries – are indispensable. These plans must provide comprehensive coverage and are best delivered through a medical scheme,” asserts Ms Khauoe.
Providing the appropriate care through a dedicated medical scheme benefits the individual officers and overall functionality of the police force, as well as security services at large.
ENSURING LONG-TERM HEALTH
POLMED offers its services via two plans – Aquarium and Marine. The latter is the largest of the two, attracting 61 percent of the principal members registered with the Scheme.
The Marine plan is the organisation’s flagship programme, where members enjoy greater benefits than the baseline requirements stipulated by the Prescribed Minimum Benefits (PMBs), which dictate the benefits given throughout the South African medical scheme industry.
For instance, this year, Marine contributions for a principal member or adult dependent will range from ZAR474 to ZAR1,497 per month, and Aquarium contributions will range from ZAR117 to ZAR403.
Meanwhile, members’ contributions for a child dependent range from ZAR50 to ZAR190 under the Aquarium plan, and ZAR118 to ZAR656 in the Marine programme. This demonstrates the extent to which POLMED prioritises affordable healthcare services, making care more accessible when compared to other providers.
In response to changes in the industry, the Scheme is transitioning from a therapeutic traditional medical scheme focused on the payment of claims to an integrated wellness organisation.
As a result, POLMED is centred around the prevention of illnesses, as well as early diagnosis and intervention to avoid any longterm illness and reliance on the organisation.
“This approach aims to keep members healthier for longer, extend their productive lives, and reduce costs. This leads to lower contribution increases, as well as enhanced benefits – a win-win for the Scheme’s members,” explains Ms Khauoe.
A further challenge POLMED is diligently overcoming is the deterioration of the general health profile in SA, compounded by limited healthcare access to hospitals and specialists.
In response to this, the Scheme is pursuing wellness-based health management in the form of a Member Engagement and Experience Division, which became operational in 2023. The division’s focus is on educating members in the self-management of specified diseases and healthcare issues.
HEALTHCARE OUTLOOK: HOW DO YOU TRY TO RECOGNISE THE CONTRIBUTIONS OF YOUR STAFF?
NEO KHAUOE, PRINCIPAL OFFICER: “Our staff play a vital role in our success, and we are committed to fostering a work environment that empowers and recognises their valuable contributions.
“POLMED employs highly skilled individuals with a strong work ethic. This manifests in a performance distribution curve where over 90 percent of employees obtain above-average scores. Such performance is recognised through an incentive programme that acknowledges significant contributions across all levels of the organisation.
“In addition, POLMED recognises that most of its employees are highperforming individuals. Accordingly, our performance bonuses compare better than the market.
“The Scheme also invests in the development of its employees through a study assistance programme for their formal qualifications. Informal development is also provided through on-the-job training, including acting in higher-level roles, thereby improving career development and promotability.”
Meanwhile, in the hope of launching Scheme-owned physical health facilities, POLMED’s Board of Trustees (BoT) is processing a transition in the Scheme’s business model from a fully-fledged insurance scheme to one that incorporates aspects of a Health Maintenance Organisation (HMO).
The primary difference between an insurance health model and an HMO is that the latter insources and focuses more on primary and preventative measures to ensure members remain healthy and avoid long-term, costly hospital admissions.
“The facilities will enable the Scheme to focus on preventative care, early diagnosis, and intervention, and will serve to support members with administrative queries.
“The successful implementation of Scheme-owned facilities should result in improved health outcomes as well as better management of healthcare costs,” Ms Khauoe adds.
PLANNING AHEAD
POLMED has identified several risks as well as opportunities emanating from policy and industry developments, most notably from the
“OUR STRATEGY ETCHES THE SUSTAINABLE ROLE OF MEDICAL SCHEMES AND A LONGTERM POSITIVE CONTRIBUTION TO THE ACHIEVEMENT OF UNIVERSAL HEALTHCARE COVERAGE”
–
NEO KHAUOE, PRINCIPAL OFFICER, SOUTH AFRICAN POLICE SERVICE MEDICAL SCHEME
recent introduction of the National Health Insurance (NHI) bill from the South African government.
Although this is an attempt at improving the affordability and accessibility of healthcare, it also dictates uncertainty over how medical schemes will operate once the bill is enacted, further deteriorating the affordability of healthcare.
POLMED has identified three strategic goals for the next five years, namely Scheme sustainability, quality healthcare for beneficiaries, and sound relationships with stakeholders.
As part of its forward-thinking strategy, the organisation is also focusing on technology integration to monitor and study the impact of healthcare interventions and make early adjustments where necessary.
POLMED’S KEY PRIORITIES FOR 2024
1. Enhance research and data analytics capabilities by acquiring requisite skills for hardware and software tools.
2. Acquire tools to automate and digitalise the monitoring and management of healthcare outcomes.
3. Entrench health facilities investments.
4. Run parallel systems for services identified for insourcing.
Discover the seamless alliance between Medscheme and POLMED, the esteemed medical aid scheme dedicated to offering cost-effective health insurance for those risking their lives to protect the public and their dependents.
Since 2016, and with almost 500,000 beneficiaries under our care, this partnership has embodied excellence in primary health care access, ensuring tailored solutions, comprehensive coverage, and support.
As a flagship administrator and biggest subsidiary of the AfroCentric Group, Medscheme offers an integrated approach to healthcare supported by data driven insights and innovation - empowering our law enforcement personnel to focus on their duties with peace of mind.
Independent Actuaries and Consultants (IAC) is a team of highly experienced professionals dedicated to providing comprehensive actuarial and investment consulting services to a wide range of institutions. We offer specialized services to the legal community, including expert quantification of motor vehicle accident (MVA) claims.
At IAC, we are committed to fostering strong relationships with our clients, not only providing expert guidance but also transferring our skills to empower them with the knowledge to make informed decisions.
Partner with IAC and experience the synergy of independent expertise, unparalleled experience, and unwavering commitment to your success.
Efficient Medicine Risk Management
In instances where POLMED maintains healthcare partnerships, technology integration could also be used to help facilitate reimbursement models based on healthcare outcomes. Therefore, technology integration will be pivotal in the delivery of quality healthcare for beneficiaries.
“A POLMED beneficiary is not only a patient, but by participating in technology devices to gather data, is a partner in the delivery of a healthcare value chain.
“Relations between beneficiaries, healthcare providers, and the Scheme will be enhanced through collaboration on our auditable central data portal,” comments Ms Khauoe.
In this way, POLMED will add objective and measurable indicators of sound relationships with stakeholders.
“Our strategy etches the sustainable role of medical schemes and a long-term positive contribution to the achievement of universal healthcare coverage. Successful implementation of the POLMED strategy will make the Scheme a centre of excellence,” she adds.
AFFORDABILITY AND ACCESSABILITY
As a non-profit organisation, POLMED’s primary purpose is to promote affordable access to healthcare services.
Additionally, the scheme strives to incorporate environmental, social, and governance (ESG) practices through energy efficiency and an environmental management system. In order to maintain a green building status, it also advocates for paper recycling and reduced paper usage across the business.
The Scheme integrates social elements by implementing equal opportunity access to employment and procurement programmes that are aimed at promoting economic participation and correcting gender
and racial imbalances. This is demonstrated by the fact that the company possesses a 70 percent female staff base.
POLMED also provides internship opportunities to the children of ‘fallen heroes’ – SAPS members who passed away whilst on duty.
“The Scheme works closely with SAPS and labour unions, including the Police and Prisons Civil Rights Union (POPCRU) and South African Policing Union (SAPU), to understand the demanding realities of police work and serve as a community anchor for our members’ medical needs and their holistic wellbeing,” Ms Khauoe emphasises.
Furthermore, the governance element of ESG is encouraged by developed risks and ethics management programmes for members of the Scheme.
As such, ESG is embedded throughout POLMED’s business practices and remains a top priority for the BoT as they look to develop the organisation’s investment strategy.
POLMED is of the utmost significance for SAPS officers, as the Scheme ensures that they are protected from financial catastrophe and receive the right care by addressing their specific physical and mental health needs.
By providing comprehensive healthcare services, POLMED plays a crucial role in supporting the well-being of police officers and providing financial support for catastrophic expenses.
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
The 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: 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
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.
www.mediscor.co.za
Mediscor PBM is the largest independent pharmaceutical benefit management organisation in Southern Africa, specialising in real-time claims processing and the management of medicine benefits. Over the past 11 years, the per beneficiary cost increases experienced by Mediscor’s clients were significantly lower than that of the industry.
Key benefits of partnering with Mediscor
• Independent and experienced organisation
• Specialists in managing medicine benefits
• Customised solutions per client and country
• Guaranteed accurate claims processing
• Guaranteed savings from interventions
• Reputable and clinically intelligent systems
“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 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 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.
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
Matseke Primary School, Atteridgeville
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.
Unjani Clinic Health Pod sponsorship
HEALTH IS WEALTH
As a leading supplier of consumer and specialist pharmaceuticals worldwide, Angelini Pharma is dedicated to improving its patient’s quality of life whilst perusing exemplary clinical and non-clinical research
Writer: Lily Sawyer | Project Manager: Cameron Lawrence
Marketed in over 70 countries, employing around 3,000 people worldwide, and with a reported turnover of €1.2 billion in 2022, Angelini Pharma (Angelini), the pharmaceutical division of Angelini Industries, emerges as a global giant of the industry.
The company originated as a small pharmaceutical laboratory in Italy almost 100 years ago and can now be considered a healthcare leader, particularly in the fields of mental health, brain health, and epilepsy.
Angelini’s extensive R&D capabilities are wide-reaching, and the company is particularly committed to researching new paediatric treatments. Meanwhile, the company boasts a thriving consumer health segment, with especially successful over-the-counter (OTC) brands worldwide.
Angelini prides itself on having powerful public-private partnerships with recognised academic institutions around the world, whilst, as part of its globalisation strategy, it has also focused on developing its products in countries with high growth potential.
Driven by its vision to develop an innovative, leading European pharmaceuticals company that makes a noticeable difference to its patients’ lives, Angelini realises its ambition by cultivating strong collaborations with research institutions, maintaining valuable partnerships with its strategic allies, and investing in a robust growth pipeline.
ADVANCED RESEARCH, PROGRESSIVE PARTNERSHIPS
Angelini boasts over 50 years of expertise in medical R&D. From its own laboratories to collaborating with leading scientists worldwide, the company’s research output ranges from the discovery of new molecules to the development of novel OTC pharmaceutical products.
As a result of its internalised philosophy of improving patient health and quality of life, Angelini places high importance on supporting independent clinical and non-clinical trials by providing funding and research services.
We are dedicated to enriching people's lives through health & \Vellness
Wassen ®
THE MINERAL EXPERTS
Inspired by nature's minerals, we provide scientifically selected, sustainable and ethically sourced nutritional supplements. Since our foundation in 1982, Wassen has been pioneering the link between good quality nutrition and health. Our expert formulators continue to use the latest scientific understanding to develop natural, ethical, and premium quality supplements that you can rely on.
THE ESSENTIAL FATTY ACID EXPERTS
Efamol has been pioneering the importance of Essential Fatty Acids for over 40 years. Our specialised formulations reflect the latest findings from research, and we have a dedicated team who are responsible for reflecting scientific advances in our new product development programme. We have more published Essential Fatty Acid research on our products than any other brand.
SELENIUM ACE+O
What makes Wassen International a leading producer of branded and joint branded supplements and minerals?
· Research – Our product portfolio contains products that are well known for their efficacy including Efamol Evening Primrose Oil, Efalex Brain Formula and Efamol Active Memory, all of which have been extensively researched over four decades and are recommended by healthcare professionals globally.
· History and Global Network – Our global network of long-standing international distributors are ambassadors for our brands, working in partnership with us for over 40 years, building our reputation as a trusted company in the industry.
· End-to-End Service – We offer an end-to-end service from conception to turnkey product, including product formulation, regulatory and quality assurance, GMP approved manufacturing, packaging design, batch testing, and even support in selling and marketing products where desired. This comprehensive approach ensures that every aspect of the product development process is meticulously managed, resulting in high-quality supplements that meet consumer expectations.
· Partnerships – We nurture long-standing partnerships with suppliers and researched ingredient manufacturers. These partnerships ensure access to high-quality raw materials and innovative ingredients that contribute to the efficacy of our products.
· Expertise – We work with internal and external expert product formulators, including registered nutritionists and medical professionals, who are adept at creating formulations that meet the
needs of our customers. Additionally, our active relationships with industry bodies signify our commitment to adhering to industry standards and best practices.
How passionate is Wassen International about the role of food supplements in supporting health and well-being?
At Wassen International, we are passionate about helping people to live happier and healthier lives. We believe quality health is built on the strong foundations of proper nutrition, sound sleep, regular exercise, and reduced stress. These elements are all interlinked, and it is our mission to educate and support our consumers on their journey to better health goals. Our range of mineral and essential fatty acid health supplements has been formulated by experts, always based on research, and designed to support different health needs, ensuring our consumers can always find a supplement to enhance their well-being.
How do your expert formulas supplement vital nutrients often missing from modern diets?
We recognise the concerning trend of mineral decline in food due to factors such as:
· Prioritising convenience over nutritional content - In today’s fast-paced world, dietary habits often prioritise convenience, leading to a shortfall in essential vitamins, minerals, and essential fatty acids.
· Soil depletion – 33 percent of the Earth’s soils are already degraded, and over 90 percent could become degraded by 2050.
· Food processing methods - With modern diets highly reliant on ultra-processed foods.
As a result of mineral decline, even individuals with seemingly balanced diets may not be obtaining adequate levels of essential minerals from their food alone.
Wassen: mineral supplements for life’s adventures, formulated with carefully selected minerals essential for health and well-being
To address this challenge, with our Wassen brand we focus on formulas with carefully selected minerals that are essential for overall health and well-being. By supplementing with our products, individuals can ensure they are receiving their daily requirements for vital minerals and relevant vitamins, specific to a range of different health needs.
Efamol: leading the research and development of Essential Fatty Acid supplements
Efamol, which stands for Essential Fatty Acid Molecule, focuses on essential fatty acids, including Docosahexaenoic Acid (DHA), Eicosapentaenoic Acid (EPA), and GammaLinolenic Acid (GLA).
From a DHA perspective, our supplements offer a targeted solution to address the shortfall of this essential omega-3 fatty acid in modern diets, particularly among individuals who do not consume enough oily fish. DHA is a crucial component of brain and eye health, with research indicating its importance in cognitive function, cardiovascular health, and overall well-being. Fundamentally, our expert formulas serve as a reliable solution to supplementing vital nutrients often missing from modern diets, providing individuals with a convenient and effective way to support their overall health and well-being.
With over 40 years of expertise in product formulation, why have your food supplements stood the test of time?
· Research-Backed Formulations – A central reason for our success is our unwavering commitment to research-backed formulations. Efamol, our essential fatty acid supplement brand, remains the most researched brand in this field globally. Wassen is well known for its trailblazing Magnesium OK supplement which supports women of all life stages with its unique combination of researched ingredients.
· Strategic Partnership – Our strategic partnership with Boots, the UK’s largest pharmacy brand, has been instrumental in our success. By being available in Boots stores, our products have gained widespread accessibility and visibility, reaching a broad spectrum of consumers who rely on Boots for their healthcare needs.
· Loyal Distribution Partners – We have a network of loyal distribution partners with links to healthcare professionals around the world from Europe and Africa to Australasia and North America. Thanks to their dedication, commitment, and belief in the efficacy of our brands, our supplements are improving the lives of consumers globally.
· Testimonials – Our loyal consumers tell us how our products have “changed their lives”, demonstrating the effectiveness of our products and the trust and confidence that our partners and consumers worldwide place in our brands.
info@wassen.com wasseninternational.com
Clinical investigator-initiated trials (IITs) and non-clinical researchinitiated studies (RIS) play a crucial role in generating new hypotheses, addressing data gaps, and answering medical and scientific questions.
Two essential drugs that have emerged out of Angelini’s research are topical anti-inflammatory benzydamine and anti-depressant trazodone. Benzydamine is a locally acting nonsteroidal drug with local anaesthetic and analgesic properties for pain relief and alleviating inflammatory conditions, whilst trazodone is an oral medication used to treat forms of depression, anxiety, and insomnia.
Benzydamine and trazodone, alongside other Angelini products, are commercialised worldwide as a result of licencing and export agreements with over 40 global partners, including ThermaCare®, a key consumer healthcare brand, which Angelini acquired the global rights for in March 2020.
The company continues to cultivate strong partnerships with research institutions and global suppliers, which serves to maintain its formidable reputation.
PROGRESSIVE PAEDIATRIC CARE
With a strong belief in the concept of patient care, Angelini’s areas of therapeutic interventions are not limited to small molecules. Its fundamental R&D on molecular appropriate targets is also relevant to non-pharmacological interventions and medical devices, and widely aimed at advancing patient care, whilst implementing a therapeutic approach to patient needs.
As such, Angelini is particularly committed to paediatric healthcare, from newborns to adolescents, noting the key differences between developmental stages. Thus, much of the company’s R&D is concerned with the development of novel drug formulations based on the paediatric patient’s age, growth stage, physiological condition, and treatment-specific needs.
ANGELINI’S VALUES AND CORE BEHAVIOURS
VALUES
ETHICS AND RESPONSIBILITY: Angelini takes care of its employees, patients, and consumers. It is committed to ensuring sustainable economic development, safeguarding the environment, and the communities in which it operates.
PERFORMANCE: Each employee is responsible for achieving Angelini’s overall goals. The company seeks excellence, constantly sets ambitious goals, and faces challenges with determination and resilience.
INNOVATION: Angelini encourages the development and testing of new solutions and challenges the status quo. It manages complexity in a world that is constantly changing and makes choices to enable the growth of the company.
ENGAGEMENT: Angelini is positive, motivated, and open to new perspectives. It promotes collaboration, values skills, and rewards merit. It shares and celebrates the company’s successes and the achievements of its people.
CORE BEHAVIOURS
ACT RESPONSIBLY: Acting with trust, respect, and transparency.
EXCEL EVERY DAY: Achieving goals with urgency and striving for excellence without compromising on quality or safety.
BE A FORWARD-THINKER: Experimenting with and delivering new solutions with speed and simplicity.
ACT WITH COURAGE: Speaking up and challenging the status quo, giving and accepting feedback.
BE A TEAM PLAYER: Working together in high-performing, diverse teams.
BE PASSIONATE: Working with passion, energy, and positivity.
SUSTAINABILITY. HOLISTIC synergy
EURPACK ITALIAN LEADER IN PACKAGING PRODUCTION SINCE 1912
Da Vinci depicts the concept of balance with the 'man, earth and cosmos' golden ratio, where Nature adopts the principles of beauty and elegance. Eurpack promotes a detailed analysis of the entire packaging life cycle: production, packaging and transport; through an increasingly sustainable vision to generate and strengthen shared and circular value.
To develop and deliver innovative paediatric methodologies and treatments effectively, Angelini actively partners with a broad spectrum of professionals, institutions, research networks, and working groups. Notably, this includes the Italian Network for Paediatric Clinical Trials (INCiPiT) and the European Child and Adolescent Psychopharmacology Network (ECAPN).
MAKING A DIFFERENCE
The brain, the body’s most complex organ, contains over 100 billion neurons and around 50 chemicals. Thus, Angelini believes that taking care of the brain means looking after the entire person.
This belief drove the company to commit to improving brain health as one of its primary care outputs, and it continues to believe that working in the field of psychiatric and neurological diseases is the real health challenge of today.
Central nervous system (CNS) disorders, such as depression, bipolar, and schizophrenia, and neurological disorders such as dementia and epilepsy, are statistically proven to be the leading cause of premature death in many high-income countries across Europe. This is why Angelini has worked tirelessly for over 50 years to prioritise treating brain health.
The company seeks new solutions and invests in research to improve the quality of life for patients with mental health and neurological disorders. It works to dispel false myths by investing in projects and initiatives that combat social taboos that still weigh on those suffering from poor mental and neurological health.
For example, HEADWAY, a project initiated in 2017 in partnership with The European House – Ambrosetti, aims to design a roadmap and provide a comprehensive overview of brain health in Europe. The project focuses on social as well as economic aspects. In addition, Lampi, a short film
ENVIRONMENT, HEALTH, AND SAFETY (EHS) GOALS
Angelini has established macro-objectives to ensure the safety of its workers. The company periodically reviews these objectives to ensure their relevance and continuously improve the performance of its management systems. Angelini’s EHS goals include:
• Promoting safe behaviours and reporting dangerous behaviours to prevent accidents.
• Improving accident rates through the implementation of protection and prevention measures, and working to identify the root cause of accidents.
• Maintaining an open dialogue with contractors and suppliers, and committing them to implement EHS standards consistent with this policy.
• Guaranteeing an adequate level of health in the workplace by ensuring that workers’ occupational exposure is always suitable in relation to the level of risk of substances handled.
• Reducing direct and indirect environmental impacts, adopting the best available technologies, and encouraging virtuous behaviour with particular attention to:
– Containment of the waste produced, favouring recycling or recovery.
– Containment of energy consumption and water resources.
• Encouraging all employees to actively participate in the achievement of EHS objectives by strengthening communication and awareness.
presented by Angelini, is aimed at raising brain health awareness and tackling the stigma surrounding it, whilst the company set up harmoniamentis.com to provide accurate and correct information on mental health, based on Angelini’s belief that circulating information is the first step in combating prejudice. Through its actions, Angelini promotes its goal of standing by those who suffer from poor mental health and leaving no one behind.
CONSUMER HEALTH
In recent years, Angelini has noted a rise in its patients becoming increasingly active in their own health management.
A rapid boom in the sales of OTC and self-medication is set to continue in the coming years, which will see the promotion of autonomy and
proactivity within patients managing their own health.
Angelini places the needs of its patients at the centre of everything it does. Therefore, guided by a strong belief in patient empowerment, Angelini continues to strive towards achieving growth as a market-leading pharmaceutical business that invests in research for consumer health.
Thus, the company cultivates close partnerships with its highly diversified OTC drug portfolio, including medications to treat children, adults, women, and the elderly.
Angelini believes that the widespread, responsible promotion of self-care can play an important role in improving European economies, productivity, and patient wait times. Therefore, the company provides guidance for some of the best ways to self-treat common illnesses.
For example, the common headache, which has burdened Europe for years, can be treated through OTC medication. Treating headaches quickly and effectively with self-administered, cost-saving OTC remedies can improve economies whilst preventing patients from a predisposition to more severe associated illnesses.
In addition, female intimate hygiene can be effectively managed by consumer self-care. Simple OTC medications can be used to effectively maintain female intimate hygiene, preventing the possibility of more complex associated health issues such as human immunodeficiency virus (HIV), human papillomavirus (HPV), herpes simplex virustype 2 (HSV-2), and trichomoniasis.
Angelini also recognises that upper respiratory tract infections (URTIs), such as the common cold, are some of the most widespread illnesses in the population, and the leading cause
of people missing work or school. In most cases, URTIs are self-limiting and can be managed at home.
SOCIETY AND THE ENVIRONMENT
Alongside its healthcare commitments, Angelini places high importance on its social, environmental, and economic performance – a perspective that is closely aligned with the company’s mission to care for and build a better future for all.
Angelini is committed to establishing an open and constructive dialogue with its stakeholders and follows international principles such as the universal Global Reporting Initiative (GRI) standards. As such, it has developed a sustainability report that integrates environmental, social, and governance (ESG) factors into its management and corporate governance systems.
A dedication to social issues
has always been intrinsic to the company, as has the well-being of its local community. Thus, in recent years, Angelini has closely monitored the effects of corporate actions on society and the environment, as well as associated risks and opportunities, to pursue continuous improvement in ESG-related areas.
In terms of diversity and inclusion, Angelini prides itself on caring for its people as much as its patients.
The company benefits from a diverse workforce, whose willingness to work together and share their life experiences and goals is a source of pride. Angelini’s overall aim is to create an empowering workplace that guarantees real inclusion with equal opportunities which enables its staff to fulfil their professional potential.
Notably, Angelini seeks to foster an inclusive environment where everyone feels welcome and valued, which aligns with the company’s overall values of inclusivity.
DESIGNING WITH PASSION. BUILDING WITH PURPOSE.
The Outlook Creative Services Division provides a complete web design, build and delivery service that leverages the expertise of our in-house production team. Complementing Outlook Publishing’s portfolio of esteemed global publications, our specialist skills cater to clients around the world with a fully bespoke service.
If you would like us to bring your digital story to life with passion and purpose, visit www.outlookcs.com or email hello@outlookcs.com
