Healthcare Global - December 2014

top 10 Most Beneficial

Healthcare Donations 2014

supply chain Driving Out Costs

Through Transformation

BigDataWhat can the healthcare industry learn from baseball’s winning formula?

special report

www.heal thcareglobal .com December 2014

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A s t h e y e A r c o m e s to a close, it’s a time to reflect on the

successes achieved and take note of how to improve for the

coming year.

Big data is relatively new in the world of healthcare but will play a

major role in the short future in the collection of patient information

and the overall level of care. Our feature this month takes a look at

the successful baseball industry, primarily in regards to its usage of

big data to improve statistics. We take note of their most successful

implementation methods and discuss how the healthcare industry

can benefit from doing the same.

Staying within budget and increasing efficiencies are at the

forefront of health system outlooks for the new year. To help

hospitals and medical practices prepare, we compiled seven steps

to supply chain transformation that can create viable solutions for

long-term success.

We wrap up the December issue of Healthcare Global by sharing

the Top 10 most beneficial healthcare donations of 2014.

We hope you enjoy this issue and wish you the best of health!

Cheers to a prosperous new year







Stephanie C. OcanoEditor

[email protected]

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Featurescontents

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Most Beneficial Healthcare Donations of 2014

top 10

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18What Baseball can teach the healthcare Industry about Big Data

technology

Driving out costs through healthcare supply chain transformation

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Written by: tina Vatanka Murphy, Senior Vice preSident, Global MarketS, GhX

Driving out costs through Healthcare Supply Chain Transformation

sUPPly chAIn

1 0 D e c e m b e r 2 0 1 4

sUPPly chAIn

It’s Well knoWn that the U.S.

healthcare system is in crisis mode.

U.S. hospitals and health systems are

facing declining revenues due in large

part to healthcare reform measures,

with provider organizations being

pushed to achieve certain patient care

quality metrics or risk cuts in medicare

reimbursements.

Some in the industry are embracing

major changes to control costs and

increase business efficiencies – both

paramount to the future of healthcare.

And they are using their supply chains

to help drive that transformation.

By making their supply chains a

strategic asset, forward-thinking

organizations are finding new ways to

meet operational, clinical and financial

imperatives.

Challenges to Transformative ChangeHealthcare as an industry has been

slow to embrace change

in the supply chain.

While many leading

organizations view

their supply chains

as strategic

assets

The healthcare supply chain is evolving to address the challenges facing the industry. Here are seven steps to create solutions for success

D r i v i n G O U T c O S T S

1 1

and have taken steps to automate

processes, improve data quality and

increase access to information on

which to base business decisions,

others are still plagued by inefficient

manual processes, inaccurate

data, lack of visibility

and poor business

intelligence and

reporting.

Key challenges to transformative change in the healthcare supply chain include:

Number of industry players: Unlike

other industries in which there are just a

few big players, in the U.S. alone there

are nearly 5,300 acute-care hospitals,

each of which has hundreds – and

sometimes thousands – of vendors.

Vast amounts of ever-changing data: The healthcare supply chain

must deal with a tremendous amount

of data, such as contract information,

that changes frequently. every year,

on average, changes are made

to one-third of the 30 million plus

medical-surgical products on the

market in the U.S., and each GPO is

estimated to make as many as 30,000

changes to contract data each month.

Disparate IT systems and lack of data standards: Disparate iT systems

that don’t share infor mation, and the

difficulty of incorporating global data

standards for unique organization,

location and product identification into

procurement processes, add to the

complexity.

1 2 D e c e m b e r 2 0 1 4

Turning Challenges into OpportunitiesDespite the obstacles, many

healthcare organizations, confronted

by compel ling reasons to change, are

beginning to break down the barriers

and build the supply chain of the

future.

That supply chain will be lean,

quick to respond to opportunities and

challenges, and viewed as a strategic

imperative for the financial health of

the entire organiza tion. And perhaps

more importantly, it will be sustainable.

As the largest business community

in healthcare, GHX connects hospital

supply chain, finance and clinical

professionals with their suppliers

and partners, providing services and

solutions that enable them to improve

operational efficiency and drive down

costs. The company does this by

automating supply chain processes,

increasing visibility into information

and providing business intelligence

tools that enable providers and

suppliers to make more informed

decisions.

GHX has identified seven

steps to healthcare supply chain

transformation. By following these

steps, hospitals and health systems

can turn the weaknesses in their

supply chains into strengths, creating

viable solutions for the long-term

success of their organizations.

1. It All Begins at the TopBecause supply chain touches a broad

range of functions within a healthcare

organization – operations, clinical

departments, finance, value analysis,

‘GHX has identified seven steps to healthcare supply chain transformation. By following these steps, hospitals and health systems can turn the weaknesses in their supply chains into strengths’

sUPPly chAIn


1 3

and so forth – true transformation

requires a clear mission set forth

by upper management. Significant

improvements in business processes,

technologies and data require the

c-suite to serve as champions for this

change and build support within the

organization.

2. Start with a Goal and a VisionHealthcare organizations that have

successfully cut costs and improved

efficiency through their supply chains

all began with a vision that was aligned

with organizational objectives. in

today’s healthcare environment of

cost-pressures and sweeping reforms,

most hospitals and health networks

1 4 D e c e m b e r 2 0 1 4

have established organization-

wide goals for cutting costs while

maintaining the quality of patient care.

Healthcare executives are

increasingly turning to their supply

chain departments to play a pivotal

role in these efforts. Supply chain

leaders need to be bold and

demonstrate to the c-suite how they

can have a positive impact on their

organization’s bottom line.

3. Break out of the SilosTraditionally, the various departments

within healthcare organizations

have functioned in separate silos,

as they do in many other indus tries.

Finance, procurement, accounts

payable, physicians, clinicians, and iT

develop tight-knit groups and become

isolated in their work. Breaking down

the silos by putting people with

different backgrounds and perspec-

tives together and enabling them to

understand each other’s issues is a

critical component of supply chain

transformation.

4. Technology as an EnablerHealthcare providers traditionally

have invested less in information

technology. The money they do invest

primarily goes for clinical iT systems.

Despite a federal government

requirement that encourages this

trend, a recent study by Oracle

Healthcare insight makes an

argument for greater investment

in back-office automation and

process improvement, stating

that organizations can realize

operating cost ratios that are

2–4 percent better than those

of their peers.

Through its work

with hospitals

and the

suppliers,

GHX has found

that the following

technologies are

necessary for successful

supply chain transformation:

•Purchasing automation

•contract and price management

•content management

•requisitioning workflow and price

control/ contract compliance

• invoice and payment automation

•Business intelligence and reporting

across all levels of the organization

While technology can be a powerful

enabler, it’s also recognized that

sUPPly chAIn


1 5

technology is only as good as the data

that feeds it. Data plays a key role in

providing the foundation on which

healthcare supply chain management

technol ogy is built. Without great

content (right item, right description,

right price), the focus of a technology

solution shifts from process

automation to workflow enablement

as more players must participate to

ensure that the right data goes to the

supplier when a product is ordered.

5. Doing Business a Different Way Too often, organizations make

isolated tech nology decisions

rather than focusing on a plan

to implement an entire solution.

Leading organizations, however,

look at things more pragmatically,

focusing on the implications of supply

chain transformation for the entire

organization. more importantly,

they recognize that the benefits of

‘Leaders have an opportunity to play a strategic role in their organizations by

providing greater spend visibility’

1 6 D e c e m b e r 2 0 1 4

‘The most successful

organizations invest in communicating the value, testing

the solution, creating the right initial experience

for users, and sustaining the

change’

sUPPly chAIn


1 7

technology can only be fully achieved

by incorporating process changes into

the transformation.

6. Align to WinSuccessful supply chain

transformation requires strict

alignment of resources throughout

an organization to ensure proper

execution. This includes alignment

with iT, clinicians, administration and

other key stakeholders to ensure

new supply chain initiatives integrate

seamlessly with existing technologies

and processes.

7. Change Management is ImperativeA key component for the success

of any supply chain transformation

initiative is gaining buy-in from

everyone involved. The most

successful organizations invest in

communicating the value, testing

the solution, creating the right

initial experience for users, and

sustaining the change. This requires

a robust change management and

communication effort. A detailed plan

that addresses concerns about how

the new system will alleviate current

issues and how it will affect job tasks

while providing a clear long-term

strategy that can be understood and

embraced by everyone is imperative.

change is happening everywhere in

healthcare. Organizations that don’t

embrace the change and reengineer

their business processes accordingly

run the risk of failing to achieve their

mission – pro viding high-quality

patient care. But true transformative

change is not easy. it requires time

and a commitment to sustaining the

change, even when leadership of an

organiza tion changes.

The healthcare supply chain is

evolving to address the challenges

facing the industry. now, more than

ever, supply chain leaders have an

opportunity to play a strategic role

in their organizations by providing

greater spend visibility and identifying

effective ways to cut costs.

Through process automation,

technology improvements and greater

resource alignment, healthcare

organizations can build the supply

chain of the future, one that will be

leaner, more efficient and able to

withstand the challenges ahead.

Click here to visit the GHX website

http://www.ghx.com/

1 8 D e c e m b e r 2 0 1 4

Big data has played a major role in defensive strategies in the world of baseball. It’s time

the healthcare industry took note

W r itte n by: Ste ph a n i e c . o c a n o

What Baseball can

teach the healthcare Industry about

Big Data

technology

1 91 9

2 0 D e c e m b e r 2 0 1 4

technology

BAseBAll hAs neVer been a

simple sport and now, it’s become an

even more complicated science.

in the early days of Babe ruth

and Willie mays, baseball managers

followed a handful of truths to

strategize a win: use right-handed

pitchers against right-handed batters,

left-handed pitchers against left-

handed batters, don’t hold the runner

at first with two outs and a left-handed

batter, and no left-handers at infield

positions except for first base.

Defensively, it was also just as

simple. Depending on if the batter was

right- or left-handed, the shortstop

would shift his position to either side of

the second base.

Over time, the center fielder

began to move his position,

too – toward the right field

while the right fielder

guarded the line

and vice versa during

pitches. Gloves also got

bigger.

The year 1964 saw the

biggest defensive shift

when cleveland manager

Lou Boudreau moved

his shortstop to the

right of second base

against the legendary Ted Williams of

the Boston red Sox. Since then, the

sport has never been the same.

Defensive shifting has become

“epidemic” in the world of baseball,

according to the Wall Street Journal,

with major League teams “shifting”

8,134 times last year, compared to just

2,357 times in 2011.

The approach to enhance optimal

positioning on the field, however, is no

longer being relied upon by intuitive

hunches or reviews of previous

games; rather, baseball has turned to

big data to predict the best solution

based on elements of a specific game.

One reason why defensive shifts

are taking over the field is because

of the sport’s transition to better

technology. major League Baseball

has figured out what it needs to

be successful and is taking every

measure to obtain that success:

clusters of cameras that measure

depth and movement, computer-

imaging, and software that track the

movements of players and the ball.

Today, with access to so much

data, the cost-benefit analysis

is making teams play the odds.

“if you’re not going to

embrace some of this stuff,

H e A D L i n e

2 1

you’re not giving your team the chance

to win that you should,” Orioles

manager Buck Showalter told WSJ.

But what does any of this have to do

with healthcare? Well, everything.

Healthcare’s Big Data IntegrationThe healthcare industry only recently

began to integrate big data into

their systems, and because of this

newfound change, a lot of uncertainty

still remains: how to realize its value for

quality care, bending the cost curve,

how to share it and how to secure it.

rising healthcare costs and policy

changes are forcing healthcare to

transform into a system that is more

and more rewarding to providers for

quality of care, as opposed to just

Studying the sport of baseball has become a tacticians dream

2 2 D e c e m b e r 2 0 1 4

volume. And that is where big data

comes into play.

Steven escaravage and Joachim

roski of Health Affairs Blog have

spent some time working on big data

projects with federal health agencies

and other departments and what

they have found is an overall lack of

discipline, “unexpected in taking full

advantage of big data’s potential.”

many healthcare organizations are

eager to get started on a big data

project, and in their haste, do not

consider what problems to focus on

when compiling analytics. Additionally,

organizations tend to stick with the

data that is easily accessible and

familiar, the duo reported, providing

only a partial picture.

“Health organizations will get the

most from big data when everyone

sees the value and participates,” wrote

escaravage and roski. “Too often

though, initial analytics projects may

be so self-contained that it is hard to

see how any of the results might apply

elsewhere in the organization.”

The healthcare industry has the

potential to realize $300 billion in

annual value by leveraging big data,

according to a 2011 mcKinsey report,

but getting there will take trial and

error.

This is where baseball comes into play.

Lessons from the Field At this point in time, the baseball

industry has big data locked down.

Baseball can gather all sorts of

data from the field – the type of

‘It’s all about balance: understanding where one’s data comes from and an approach that starts with a problem, not a solution’

technology

http://healthaffairs.org/blog/author/escaravage/

H e A D L i n e

2 3

pitch, the speed of a pitch, the location

of a pitch to how the batter reacted to

the pitch, which direction it was hit in

and how hard it was hit.

Healthcare needs to move closer to

optimal positioning and defensively

shift to obtain this level of diverse

analytics.

much like the pitcher-batter

dynamic, patient-doctor relationships

can benefit greatly from the use of big

data. The healthcare industry needs

to find ways to quantify the aspects of

those relationships that can easily be

measured and quantified.

Healthcare organizations are like

the rookie playing in his first major

League game – they have a clear

understanding of how the game works

but lack the experience of their senior

counterparts.

it’s all about balance: understanding

where one’s data comes from and an

approach that starts with a problem,

not a solution.

As Babe ruth once said, “every

strike brings me closer to the next

home run.”

The universal adoption of EHRs should enable the healthcare industry in its quest for a more ‘joined-up’ approach to information analysis

Most Beneficial Healthcare Donations of 2014Can you guess who made the most beneficial donations to the healthcare industry in 2014?W r itte n by: Ste ph a n i e c . o c a n o

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Most Beneficial Healthcare Donations of 2014

2 5

2 6 D e c e m b e r 2 0 1 4

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10 Albert marcotte

$30 million

Founder and president of Advanced management Systems, Albert marcotte donated $30,000,000 to the Dana-Farber cancer institute/Harvard medical School in Boston. The gift will create the marcotte center for cancer research.

www.dana-farber.org

09 gordon and Betty Irene moore

$50 million

University of california at San Francisco received a $50 million pledge from Gordon and Betty irene moore to establish a women’s hospital, which will be named after Betty irene moore. Gordon moore is a co-founder and chairman emeritus of the intel corporation, the technology company in Santa clara, california.

www.ucsf.edu

m O S T B e n e F i c i A L H e A LT H c A r e D O n AT i O n S O F 2 0 1 4

2 7

08 laura and Isaac Perlmutter Foundation

$50 million

Devoted to cancer research and treatment, the Laura and isaac Perlmutter Foundation pledged $50 million to the new York University Langone medical center. The nYU cancer institute will be renamed the Laura and isaac Perlmutter cancer center. isaac Perlmutter is chairman and former chief executive of marvel entertainment. The couple belongs to Langone’s Board of Trustees and has previously donated approximately $8 million to Langone.

www.med.nyu.edu

07 gordon gund

$50 million

Gordon Gund donated an estimated $50 million to the Foundation Fighting Blindness in columbia, maryland, matching gifts made to the organization to support research into new methods for treating degenerative diseases of the retina and restoring vision to those who are blind. Gordon Gund is the chief executive of Gund investment corporation and is chairman and co-founder of the Foundation Fighting Blindness. He lost his vision at the age of 30 in 1970.

www.blindness.org

2 8 D e c e m b e r 2 0 1 4

06 marc r. and lynne Benioff

$100 million

The University at San Francisco Benioff children’s Hospital has received a pledge of $100 million over five years from marc r. and Lynne Benioff to strengthen basic and clinical research and patient care. The gift will also benefit the hospital’s affiliate, children’s Hospital and research center Oakland. Both organizations have been renamed after the couple. marc r. Benioff is founder and chief executive officer of salesforce.com.

www.ucsfbenioffchildrens.org

05 henry r. and marie-Josée kravis

$100 million

Henry r. and marie-Josée Kravis donated $100 million to the memorial Sloan-Kettering cancer center in new York to establish the center for molecular Oncology. The center will analyze the DnA of patients and their tumors to match patients with medicines. Henry r. Kravis is a founding partner of Kohlberg Kravis & company. marie-Josée Kravis is a member of the hospital’s Boards of Overseers and managers.

www.mskcc.org

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04 Dennis and carol troesh

$100 million

Loma Linda University Health in california has received a pledge of $100 million from Dennis and carol Troesh for its capital campaign to build a new adult medical center, a tower for its children’s hospital, and an interdisciplinary research hub. Dennis Troesh is founder of robertson’s ready mix.

lomalindauniversityhealth.org

03 ernest rady

$120 million

ernest rady, founder and chairman of American Assets, pledged $120 million to rady children’s Hospital Foundation in San Diego. The donation will establish the rady Pediatric Genomics and Systems medicine institute. in 2006, ernest rady donated $60 million to the hospital.

www.helpsdkids.org

Healthyemployeesmean ahealthybusiness

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3 1

02 t. Denny sanford

$125 million

Sanford Health in Sioux Falls, South Dakota, received a pledge of $125 million from T. Denny Sanford that will enable primary care doctors to use genetic testing and counseling to treat patients. To date, T. Denny Sanford has donated over $735 million to Sanford Health. He is chairman of United national corporation.

www.sanfordhealth.org

3 2 D e c e m b e r 2 0 1 4

01stanley Family Foundation

$650 million

Founder of the Stanley Family Foundation, Theodore Stanley pledged $650 million to the Broad institute in cambridge, massachusetts, for research into

psychiatric disorders and bringing new treatments based on molecular understanding to hundreds of millions of people around the world.

Stanley’s commitment to support the work of the Broad institute will consist of annual gifts during his lifetime followed by a bequest. Taking prior gifts into account, Stanley’s philanthropy is support of the Broad institute totals more than

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$825 million. Since 2004, Ted Stanley and his

late wife, vada Stanley, have been instrumental to the progress made thus far in identifying the genetic risk factors for schizophrenia and bipolar disorder and the initiation of therapeutic efforts based on those discoveries. Their gifts made possible the establishment of the Stanley center at the Broad insti-

tute in 2007 and helped support an international collaboration that today involves scientists in 25 countries. Stanley’s new commit-ment is the culmination of a 25-year personal mission to discover the biology of psychiatric disorders and lay the groundwork for effective therapies.

www.broadinstitute.org

Medtech Ethiopia Pioneers Domestic Industry Growth through Joint Venture and Acquisition Written by: matthew staff Produced by: kiron chavda

3 6 D e c e m b e r 2 0 1 4

MEdtEch Ethiopia

Medtech ethiopia has signaled its intentions in recent years through various acquisitions and diversifications, and

is well on its way to benefiting from its most significant investment to date.

The ethiopian pharmaceutical company’s recent acquisition of ePHArm (ethiopian Pharmaceuticals manufacturing Factory) signals a full circle in the business’s 16-year development, which initially saw it operate as a distributor for the latter to fill the demand gap in ethiopia.

Founder and chief executive Officer (ceO), Dr. mohammed nuri, was the innovator who noticed the concerning trend and has not looked back since deciding to form the country’s first pharmaceutical supplier.

“i am a doctor by background, and was really frustrated by the shortage of availability of pharmaceutical products in the country,” he said. “This is what pushed me to go into this field and with the ethiopian market untested at the time, we grew exponentially.

“From five staff members in a three-room office, with capital of $50,000, we have now registered more than 300 pharmaceutical products from more than 20 global suppliers. We are iSO certified and one of the top pharmaceutical companies in ethiopia.”

ePhArm acquisitionePHArm has been a government-owned organisation for the past 50 years, establishing an

EPHARM emblem,

representing the

first and largest

pharmaceutical factory

in Ethiopia

For the past 16 years, Ethiopia’s pharmaceutical industry has developed alongside Medtech Ethiopia and EPHARM, ensuring that this latest acquisition will optimise the international influence of both

S e c T O r

www.medtecheth iop iap lc . c o m 3 7

MEdtEch Ethiopia

unrivalled reputation in the country and industry, making the acquisition a vital feather in the cap of medtech ethiopia.

With a total of 63,000 square meters of land to expand the ePHArm facilities, Dr. nuri has taken the opportunity to make sure that the potential of this venture is optimised.

“ePHArm has eight manufacturing lines for various products and we will be renovating each one in turn over the next five years to make sure they meet GmP (Good manufacturing Practice) guidelines before making them fully operational,” the ceO explained. “Any machinery that needs changing we will change, and any that needs upgrading, we will upgrade; all the while maintaining the existing employees and giving

EPHARM products

EPHARM production

www.medtechethiopiaplc.com

MEdtEch Ethiopia A F r i c A


Key Personnel Dr. mohammed nuriFounder and Chief Executive Officer (CEO)

them the relevant upgrades in training.”Alongside the physical assets of the renovations

and inherited product lines, the retention of the 500 staff members and identity that ePHArm has within the country is seen as pivotal to the success Dr. nuri expects from the acquisition, while the operational improvements that have begun are already receiving international input and recognition via the likes of Bosch, in regards to the installation and training involved with new machinery.

The end result will see ePHArm’s facilities globally competitive, and will subsequently continue to carry the flag for the industry in ethiopia.

The Medtech sales team


4 0 D e c e m b e r 2 0 1 4

MEdtEch Ethiopia

A F r i c A


Joint venturecollaborations, acquisitions and partnerships – both domestic and international – have been key features of medtech ethiopia’s vast expansion over the past 16 years.

The company now consists of four business units; pharmaceuticals, medical supplies, life-care and general trading. The first comprised a large portion of the company’s early successes, relying on key partnerships in india and the middle east to provide as many market-leading products as possible to ethiopia.

The aim now, however, is to capitalise on ethiopia’s general economic growth and to become the hub for manufacturing and distribution locally.

To aid this slow, but concerted transition away from imports, medtech ethiopia has recently embarked on a joint venture with one of the UAe’s giant pharmaceutical companies, Julphar, as Dr. nuri explained: “We signed an exclusive agreement with Julphar 12 years back, registering certain products from this company, and in 2012 we signed a joint venture agreement with them on a state-of-the-art pharmaceutical manufacturing factory here in ethiopia called Julphar ethiopia PLc.

“This factory was inaugurated by our Prime minister and has received big public approval.”

With three production lines and 100 employees introduced as a result of the venture, the immediate success of the partnership has subsequently led to a further proposal which will

“From five staff members in a three room office, with capital of $50,000, we have now registered more than 300 products from more than 20 global suppliers. We are ISO certified and one of the top pharmaceutical companies in Ethiopia”- Dr Mohammed Nuri, Chief Executive Officer, Medtech Ethiopia

Medtech’s warehouse


MEdtEch Ethiopia A F r i c A


see Julphar ethiopia open up the country’s first insulin factory.

Work will begin on the factory by 2015 which, once completed, will not only become a massive benchmark for availability of insulin in ethiopia, but will ultimately become a hub for the entire continent.

corporate social responsibilityBeing a pioneer from a business sense is very important to medtech ethiopia, but being a positive influence in the country outside of its profit-making activities is every bit, if not more significant.

For the past 10 years the company has donated three percent of its net income to be distributed around the country to worthy causes, as part of its widespread corporate Social responsibility (cSr) programme.

“This money goes to the poor and needy and we currently have 10 non-governmental organisations and charities that we regularly support, including work with the blind, providing spring water for 30,000 people in 13 rural areas and supporting rural elementary & secondary schools and two autistic centres,” Dr. nuri said.

“We also work in association with the local university to provide scholarships for young students and are also very much involved in making sure that our manufacturing practices preserve the environment as best as possible.”

Once the ePHArm renovation has been completed, the business even has plans to open

Percentage of the company’s

income donated to worthy

causes over the past 10 years

3%

Spring water

development donation

project


4 4 D e c e m b e r 2 0 1 4

MEdtEch Ethiopia

its own charity foundation, providing further aid to people unable to provide for themselves.

Vision 2020As a result of the company’s recent acquisitions and subsequently successful expansion plans, medtech ethiopia has had to revise its initial 2020 vision, with the target now to become one of the top businesses in the country.

This refers not just to the pharmaceutical sector, but across all businesses, leading to even further efforts to diversify and expand its offering at present.

Dr. nuri explained: “We currently import and distribute products in baby nutrition like Danone-Bebelac, as well as being an agent for companies like Procter & Gamble.

“We have also just begun running a big ceramic factory in a joint venture with a world class

“Medtech Ethiopia is an ethical and highly professional company, proud of itself here and abroad as a reliable and admired business partner”- Dr Mohammed Nuri

Ceramic tile product

(left) and showroom

A F r i c A


MEdtEch Ethiopia

ceramic manufacturer. This factory in ethiopia will be upgraded over the next nine months to become the biggest for ceramics in the country.”

Adding to this repertoire exists the company’s animal exporting business from its tailor-made export house, which led the company to be named as best cattle exporter in the country five years ago; all of which, Dr. nuri believes, will conspire to make sure medtech ethiopia becomes one of the top three business groups in ethiopia by 2020.

“medtech ethiopia is an ethical and highly professional company, proud of itself here and abroad as a reliable and admired business partner,” he concluded.

“We have set a new vision of being a top three business group by 2020 while strengthening our cSr programme by truly supporting the needy across the country.”

Cattle exporting farm

Company Information

i n d u s t ry

Healthcare

h E a d q u a rt E r s

Addis Ababa, Ethiopia

f o u n d E d

1998

E M p l o y E E s

1,500

r E v E n u E

Not Disclosed

p r o d u c t s /

s E r v i c E s

Pharmaceutical


https://plus.google.com/u/0/108020073069070258626/posts

Written by: Mateo Rafael TabladoInterview and translated by: Rebecca D. CastrejonProduced by: Lucy Verde Interviewee: Ugo De Jacobis , CEO of AstraZeneca Mexico

Closer to the Regional Patient with Innovative Pharmaceutical SolutionsThe multinational pharmaceutical company in Mexico has been highly ranked for implementing global standards, developing human resources and for meeting the needs of patients and health professionals.

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ASTRAZENECA MExiCo

T he noble purpose of connecting the general population with optimum health is shared by companies such as AstraZeneca, a

global pharmaceutical manufacturer that goes beyond the production and commercialization of medicine, with a commitment in research and development to find cures and medical treatments for different conditions.

This clearly demonstrates AstraZeneca’s scientific forefront as an ongoing job with meaning, and with developments that will benefit as many people as possible.

The company has presence in countries where healthcare services are accessible to the majority of the population and in corners of the planet whose inhabitants recently increased their quality of life with access to specific drugs.

AstraZeneca’s main purpose is to provide the same healthcare standards in all countries in which the company has an office.

In Mexico, the company has certifications for being a Socially Responsible Company, awarded by the Mexican Center for Philanthropy or CEMEFI.

“We work in a company with scientific leadership, intending to innovate product

AstraZeneca has

already invested

$4 million in research

and development

in Mexico this year

h E A LT h C A R E g L O b A L

w w w. a s t r a z e n e c a . c o m / m e x i c o 4 9

ASTRAZENECA MExiCo

development,” said Ugo de Jacobis, CEO of AstraZeneca Mexico.

De Jacobis has more than 25 years of experience in the pharmaceutical industry. he started working at AstraZeneca in 2001 as Marketing Manager, subsequently held executive positions at a regional level for the Latin American region in its offices in Miami, and years later he took over the post of business Manager in Argentina, then became the general Manager of AstraZeneca Colombia, and since September 2013 Jacobis has been the CEO of AstraZeneca Mexico.

“We have developed three strategic pillars: achieving scientific leadership, growing in innovative therapeutic areas, and becoming a

headquarters in Mexico

Key People Ugo De JacobisCEO of AstraZeneca Mexico

Ugo de Jacobis studied Business Administration at UNAM (National Autonomous University of Mexico), additionally he has a Diploma in Marketing from ITESM (Instituto Tecnológico de Estudios Superiores de Monterrey) and recently finished a Masters Degree in business from the The Thunderbird School of Global Management (located in Arizona, United States). His experience in the pharmaceutical industry began in 1988 as a medical representative. He has held various positions in the field, such as product manager, marketing manager and business unit director. De Jacobis joined AstraZeneca in 2001 as marketing manager; he then took a regional post in its office in Miami. Years later, the executive moved to Argentina to function as the new business unit director, and took the position of general manager of the operation in Colombia. In 2013, De Jacobis returned to Mexico to serve as CEO of the company in this country.

Service, Quality, Flexibility and Technologyto offer solutions for packagings at the forefront of our time.

Through a strategic stock of the main raw materials, as well as an inventory of finished products always ready, Goncalves de Mexico makes available to the market a differentiated service of high flexibility through immediate productions and scheduled deliveries. Always to count with the latest technology, it’s a guarantee to offer innovative solutions to the market and their products.

GMPProcedures

http://www.goncalves.com.mx

Philosophy and History

The philosophy of Goncalves goes beyond delivering a quality product: it adds value to everything it does. To achieve this, it invests heavily in facilities, processes and human resources; reaching thus to deliver high quality products with a differentiated service.

The flexibility of their employees is also part of its philosophy. Everyone understands the importance of attending the customer without measuring efforts, so they can meet their needs. The support between each area of the company is crucial to reach this goal.

All these qualities were inherited from its Brazilian parent company, who is a leading supplier –with 75 years of history– for the complexes markets of pharmaceuticals and cosmetics in that country.

Today, thanks to these qualities that distinguish it, Goncalves de Mexico has already conquered its space and respect from the Mexican market –despite being very young– as a strong, healthy and flexible graphic industry of packagings with the highest quality at competitive prices.

Goncalves de México S de RL de CVPhone: 52 55 [email protected]

in p

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est q

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for i

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sults

Expe

rienc

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and

supp

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ASTRAZENECA MExiCo h E A LT h C A R E g L O b A L


great place to work,” said De Jacobis.

Portfolio GrowthAstraZeneca has gained prestige as a result of more than one hundred years of research and development within the pharmaceutical industry and by meeting healthcare needs in order to improve the quality of life of patients suffering from various ailments.

AstraZeneca Mexico plans to grow its portfolio through innovation in drug development within its laboratories and the introduction of new pharmaceutical lines.

“We are focusing on the development of biopharmaceutical molecules and we will be incorporating biotech therapeutic areas,” said De Jacobis.

Scientific Progress AstraZeneca Mexico is ranked number four among top companies in the ethical pharmaceutical market in the country; this is a

AstraZeneca is one of

the best places to work

due to social and green

certifications

“We have developed three strategic pillars: achieving scientific leadership, growing in innovative therapeutic areas, and becoming a great place to work”– Ugo de Jacobis, CEO of AstraZeneca Mexico

Philosophy and History

The philosophy of Goncalves goes beyond delivering a quality product: it adds value to everything it does. To achieve this, it invests heavily in facilities, processes and human resources; reaching thus to deliver high quality products with a differentiated service.

The flexibility of their employees is also part of its philosophy. Everyone understands the importance of attending the customer without measuring efforts, so they can meet their needs. The support between each area of the company is crucial to reach this goal.

All these qualities were inherited from its Brazilian parent company, who is a leading supplier –with 75 years of history– for the complexes markets of pharmaceuticals and cosmetics in that country.

Today, thanks to these qualities that distinguish it, Goncalves de Mexico has already conquered its space and respect from the Mexican market –despite being very young– as a strong, healthy and flexible graphic industry of packagings with the highest quality at competitive prices.

Goncalves de México S de RL de CVPhone: 52 55 [email protected]

in p

acka

ging

s w

ith

the

high

est q

ualit

y

for i

nnov

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sults

Expe

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and

supp

ort

5 4 D e c e m b e r 2 0 1 4

ASTRAZENECA MExiCo

great accomplishment considering the national competitive level in the pharmaceutical industry and its relatively recent presence in Mexico (since 1999).

The company has a tendency to rise in the rankings thanks to various scientific development programs led in Mexico, such as the establishment of partnerships with organizations, institutions and professionals dedicated to medical research, and the support of medical advancement projects in the country.

AstraZeneca invested USD $4 million in research and development projects in Mexico

Future developments for AZ Mexico include the release of about a dozen new

medicines over the next five years



ASTRAZENECA MExiCo

Optimal quality control in the manufacture of medicines

(a total of USD $18 million over the last four years), in which more than 4,000 patients have benefited from these programs. In the near future, its portfolio will incorporate products for the treatment of diabetes, which is a high prevalence disease in the country.

“We are working on activities to develop and promote our scientific leadership by bringing AstraZeneca products to more and more patients and by developing medical education programs for health professionals in Mexico,” said the CEO of AstraZeneca Mexico.

“We have high standards,

therefore we only work with suppliers who are equivalent

to our own ethical values”– Ugo de Jacobis, CEO of

AstraZeneca Mexico

http://www.gknobloch.mx

ASTRAZENECA MExiCo h E A LT h C A R E g L O b A L


Suppliers that Fulfill Great Purposes To meet corporate goals, the company follows a strategy that includes the creation of new partnerships with suppliers. In the last three years AstraZeneca has established almost one hundred strategic partnerships globally.

In December 2013, the company acquired the diabetes portfolio of bristol-Myers Squibb, one of AstraZeneca’s long time partners.

“We have high standards, therefore we only work with suppliers who are equivalent to our own ethical values,” said De Jacobis.

Human Resource Development One of AstraZeneca’s priorities is for its staff

AstraZeneca will expand

its portfolio of molecules

and drugs to treat more

diseases

supplier profileCiD - Grupo KnobloCh

Industry: Measurement of Pharmaceutical and Dermocosmetic Market.

Established: 2000

Services: National and regional audits consumption of pharmaceuticals, skin cosmetics, hygiene and body beauty channel pharmacies and supermarkets in Mexico.

Leader in Mexico in the area of regional audits for the Pharmaceutical Industry.

Recent Projects: Strategic alliance with Close-Up internationally in the areas of CRM and auditoriasde prescribers.

President/CEO: Sr. Juan Knobloch Padilla; General Director: Juan Knobloch Muller; Address information Care Providers: Susan Knobloch Muller

Website: www.gknobloch.mx

http://www.gknobloch.mx

5 8 D e c e m b e r 2 0 1 4

CoMpANy NAME

to reach its full potential. According to the employees’ talent, the worker is moved to produce customized products. The company also sponsors continuing education courses for some of its best performance staff members.

“Each person has individual plans for their formation and growth, and as a great place to work we intend not only to develop talent, but to generate among them a greater commitment to the organization,” said De Jacobis.

Environmental Friendly Processes Some of AstraZeneca Mexico’s actions as a clean industry are:

- Efficient use of energy that translates in an

human resource s of AstraZeneca Mexico

S E C T O RCoMpANy NAME


important reduction of resources and emissions.- Water saving programs. - Effective management of waste through recycling. - Compliance with certification standards.

“To closely work on the company’s environmental sustainability culture is one of the priorities,” said De Jacobis.

A Future of Closeness AstraZeneca Mexico’s future developments include the release of ten new medicines over the next five years. Another clear priority is to manage initiatives and partnerships to make drugs more accessible.

6 0 D e c e m b e r 2 0 1 4

ASTRAZENECA MExiCo

Another future task is to increase its social dynamics in an effort to come closer to the business community around the country.

“We must ensure that our social responsibility actions benefit the population in Mexico and contribute to the progress of the country,” said De Jacobis.

AstraZeneca’s laboratories are driven by innovation



ASTRAZENECA MExiCo

Company Information N A M E

ASTRAZENECA Mexico

i N d u S T Ry

Healthcare /

Pharmaceutical

H E A d q u A RT E R S

Mexico, Distrito Federal,

Mexico

f o u N d E d

1999

R E v E N u E

USD $205 million-2014

w E b S i T E

www.astrazeneca.com/mexico

One of AstraZeneca’s priorities is for its staff to reach its

full potential

http://www.youtube.com/user/astrazenecamexico

https://www.facebook.com/pages/Astrazeneca/469373036424256?fref=ts

https://twitter.com/AstraZeneca (global)

https://www.linkedin.com/company/astrazeneca?trk=prof-following-company-logo

https://plus.google.com/u/0/100361028938140154919/about

Written by: mateo rafael TabladoInterview and translated by: rebecca D. castrejonProduced by: Lucy verde Interviewee: matias verdugo, ceO of empresas SB

6 3

Enhancing the Consumer Experience

with Pharmaceutical Innovations

Through creativity, alliances and new mechanisms. empresas SB offers

a wide variety of products that reach more than health, beauty and

personal care products for its clients in chile.

6 4 D e c e m b e r 2 0 1 4

EMprEsas sb

Empresas SB is a Holding that delivers a wide variety of products and services in the field of health, beauty and comfort for the

national community and corporate clients.

The holding integrates eight companies with more than 10,000 employees in chile, and accounts about 500 points of sale in the distribution network, along with Salcobrand, PreUnic, makeUp and Farma Precio.

With revenues that reach USD $1,000 millions a year, empresas SB has been processing more than 75 million transactions per year with an average of five million customers in the country.

Since April 2007, empresas SB was acquired by empresas Juan Yarur SA, becoming part of the renowned business group, a group recognized for its corporate values and ongoing pursuit of excellence in management.

Some of empresas SB affiliates are: Salcobrand, PreUnic, makeUp, medcell, medipharm, Pharma Benefits and Transportes Lira, among others.

Empresas salcobrand is a pharmaceutical retail company, founded in 2000 after the merger of two pharmacies: Farmacias Salco and Brand. This modern enterprise moves, consolidates and aims to satisfy its customers through efficient

Farmaprecio

H e A LT H c A r e G L O B A L

w w w. s a l c o b r a n d . c l 6 5

EMprEsas sb

and highly motivated professionals with a deep serviceable level. nowadays, Salcobrand main focus is in the healthcare field through a wide range of products and services such as health and beauty products that will elevate the communities’ well being in chile.

preunic is a chain of stores, specialized in personal care and beauty, its ultimate goal is to create a bond of trust and loyalty among customers. PreUnic is a company with great

national coverage, a successful business model and strong corporate values such as

convenience, selection and personalized attention on-site.

Stocktaking at empresas SB Distribution center

6 6 D e c e m b e r 2 0 1 4

coMpany naME

MaKE up A company created to be a meeting point for women all over the country. These stores currently offer a mix of products designed to enhance beauty, such as makeup, accessories, skin care products and perfumes.

farmaprecio This chain of pharmacies offers low cost medications, accessible to all types of consumers.

MEdcEll Dedicated to the development of cosmetic, beauty, health and personal care products; nutritional and natural supplements in general. it

PreUnic, a subsidiary of empresas SB that specializes in beauty products

S e c T O rcoMpany naME


was created in 2001 as a result of the merger of two companies, Allpharma which is a company specializing in the development and manufacture of nutritional supplements and fragrances, and medcell, a manufacturer dedicated to the production of OTc medications.

Medipharm The pharmaceutical laboratory was founded

in 1989 for the development of new drugs and to meet the needs of a wide range of medical specialties. it supplies to multiple pharmacy

chains, and has ranked among the most prescribed laboratories in the country.

Another subsidiary is Farmaprecio, a chain of pharmacies offering generic drugs

EMprEsas sb

pharma benefits Specializes in the administration of pharmaceutical benefits, such as online coupons for medications.

recetario MagistralThis laboratory prepares formulas for dermatology pathologies, as well as other specific conditions for patients with a prescription. its mission is to become a company for prescribers and the first physician’s desk reference in the country.

http://www.vitaminlifepro.cl



EMprEsas sb

empresas SB has been part of various partnerships, acquisitions and alliances. in the pharmacy division, Farmacias Salcobrand’s name is derived from the fusion of two companies, Farmacias Salco and Farmacias Brand in 2001.

in 2007, empresas SB was acquired by one of the largest economic groups in the country, becoming part of the various industrial business units.

The presence of Farmacias Salcobrand extends throughout chile with its 400 branches; many of them equipped to offer everything that would deliver welfare.

empresas SB invests its own capital and third-party resources to establish a healthcare network, with programs for frequent shoppers, along with numerous alliances to bring wellness to as many people as possible and positioning themselves as a referent for chileans.

“Our focus has been our people, the most important asset of the company; thanks to hem, we have been able to position ourselves as leaders,” said mathias verdugo, ceO of empresas SB.

verdugo is an industrial engineer, graduated from Universidad católica de chile. He started working in empresas SB in 2007 in the post

“Our focus has been our people, the most important asset of the company”

– Matías Verdugo, CEO of Empresas SB

7 0 D e c e m b e r 2 0 1 4

EMprEsas sb

of logistics supervisor. in 2009, verdugo was appointed administration and finance manager, until August 2013 when he was moved to the position of ceO of the company. Before his incursion into the pharmaceutical industry, verdugo developed his talent and skills in the chilean airline LAn, especially in the world of management and services.

“Leadership is relevant for me, I am very committed to results, innovation and everything related to the optimization of processes,” said Verdugo.

Bodegón Svr ancla

All employees are trained and capable of delivering empresas SB solutions



EMprEsas sb

The company has presence all over the country via espacio Salcobrand chain

strategic growth oriented to the shopping experience

every movement realized by empresas SB is focused on reaching the consumer and strengthen brand loyalty by giving them a high level shopping experience.

considering that other local brands also go beyond healthcare products, immersing in beauty and personal care supplements, empresas SB differentiates from the rest thanks to its team of professional leaders in various disciplines related to the items sold in stores and pharmacies.

Bodegon exclusivo vl

inside empresas SB main distribution center in chile

H e A LT H c A r e G L O B A LEMprEsas sb


Key People Ing. matías VerdugoCEO of Empresas SB Verdugo graduated in 2002 as an Industrial Engineer from Universidad Católica de Chile; He has taken courses in Lean Enterprise at MIT (Massachusetts Institute of Technology) and Administrative Innovation Strategies at Babson College, also in Massachusetts, United States. His work experience includes working in the Chilean airline LAN as an analyst, in management control processes and supervisor of land processes. He started working in Empresas SB in August 2007 as supervisor of management control. In 2009, Verdugo was promoted to the management area of administration and finance; and in August 2013 he was appointed CEO of Empresas SB.

All experience employees trained new personnel to ensure best practices.

“We believe that at the end of the day, the shopping experience is what differentiate us,” said the ceO.

conscious Innovation

empresas SB is now closer to the chilean consumer with new healthcare stores called espacio Salcobrand. espacio Salcobrand provides all beauty, health and personal care items in one place.

Additionally, Salcobrand retains some branches in the neighborhood pharmacy format.

in other locations the infrastructure has been adapted to provide inclusive care, specially tailored to individuals with disabilities by labeling drugs in Braille and creating wider aisles.

in collaboration with municipal authorities, empresas SB is breaking barriers by introducing mobile pharmacies in isolated areas.

These medical efforts are made possible thanks to partnerships with foundations that provide free medical attention for people living in remote and vulnerable areas. The company also has a Beauty institute, which offers free courses in hair color, makeup and manicure for lower income females,

7 4 D e c e m b e r 2 0 1 4

EMprEsas sb

as a way to empower them.

“We want to consolidate our position in chile by making customers feel a significant change in the way they have been treated,” said verdugo.

suppliers culture

Having a strong relationship with suppliers is a key for empresas SB, considering the size of the company and what it means to be part of such a large industry in chile. empresas SB works with suppliers as strategic business partners and cultivates those relationships with trust.

They are working to build a stronger connection with suppliers based on clear regulations, transparency in the procurement process and listening.

“We are committed to long term relationships with them, and we want to transfer our best practices to help them optimize management,” said the ceO.

in the near future the company plans to increment training to suppliers, promote Propyme policies and social responsibility, as well as distinguish, reward and thank the work of the best suppliers.

PreUnic, a chain with

personal care and

beauty products



EMprEsas sb

social responsibility, salcobrand’s Pillar in the community

converting buses into mobile pharmacies and translating specialists to remote communities to provide healthcare services, are just a couple of several efforts that empresas SB does in the chilean community, regardless of where they come from.

The company has successfully responded to labor inclusion initiatives for people with disabilities, emphasizing that this not only involves evaluating and hiring, but also transforming the facilities of the company for those with mobility problems. empresas SB currently has 28 people with disabilities in the team.

Organix is among the most popular beauty products supplied by empresas SB

“We want to consolidate our

position in Chile by making customers

feel a significant change in the way

they have been treated”

– Matías Verdugo, CEO of Empresas SB

7 6 D e c e m b e r 2 0 1 4

EMprEsas sb

Other outreach efforts are an institute of beauty and a wellness center.

“We want to multiply opportunities in the areas of health, beauty and wellness. This will strengthen our reputation as a close and valued chilean company,” said verdugo.

Aerial view of the company’s headquarters in maipo, chile



EMprEsas sb

customer loyalty and Financial growth

empresas SB is getting ready for many legislative changes in the healthcare industry in chile that will promote the growth in bioequivalent product lines.

The company is projecting a financial growth of 10 percent annually, increasing customer loyalty progressively.

“We want to be valued by chileans because they see our company as an economic, social and labor force for the national development of the country,” said verdugo.

Company Information n a M E

Empresas SB

i n d u s t ry

Pharmaceutical (retail,

health, beauty, hygiene)


San Bernardo, Región

Metropolitana, Chile

f o u n d E d

2000

E M p l o y E E s

5,000 – 10,000

r E v E n u E

2013: US $1.000 million

w E b s i t E

www.salcobrand.cl

“We want to be valued by Chileans because they see our company as an economic, social and labor force for the national development of the country”– Matías Verdugo, CEO of Empresas SB

http://www.youtube.com/user/salcobrandcl

https://www.facebook.com/Salcobrand?fref=ts

https://twitter.com/Salcobrand

https://www.linkedin.com/company/439888?trk=tyah&trkInfo=tarId%3A1414104256949%2Ctas%3Asalcobrand%2Cidx%3A2-1-4

https://plus.google.com/u/0/109167833033125664934/posts

the valley private hospital:Tying innovation with investment to provide With state-of-the-art technology, experienced staff and a vision for the future, The Valley Private Hospital has turned opportunity into paramount success

Written by: stephanie c. ocano Produced by: troy Barker

7 9

the valley private hospital:Tying innovation with investment to provide With state-of-the-art technology, experienced staff and a vision for the future, The Valley Private Hospital has turned opportunity into paramount success

Written by: stephanie c. ocano Produced by: troy Barker

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thE vallEy privatE hospital

On the southeastern end of melbourne, Australia sits a 24-hour operating,

private acute care hospital that has been servicing the region for 30 years. established to serve the growing population of melbourne, the hospital has become a groundbreaking leader in health care with the most innovative technology and top-of-the-line equipment.

The valley Private Hospital is headed by ceO neil Henderson, whose vision for the hospital is to continue to achieve both quality\and profitability in the most optimum way.

“Although it is assumed that part of our mantra in the private system is to get a superior return on capital and investment and to optimize profitability for our return to our shareholders, it would be remiss if i didn’t emphasize that we put a lot of emphasis on quality,” said Henderson. “it’s a very simple fundamental philosophy that if you don’t have a quality service or quality product, you don’t have a product to sell.”

The valley Private Hospital is fully accredited by the Australian council on Health care Standards and goes to great lengths to ensure its staff

The hybrid theatre allows for all interventional and surgical specialties due to

both a carbon fibre (cath lab style) and modular surgical set ups.

A U S T r A L i A

www.theva l leypr iva te .com.au 8 1

thE vallEy privatE hospital

The very latest GE monitoring was purchased to complement our new ICU,

including their latest large screen haemodynamic displays, and digitised

remote patient review capability for our Intensivists and specialists.

is knowledgeable about the latest practices, houses the best tools of the trade and provides reputable patient care.

Humble Beginnings The valley Private Hospital was established 30 years ago when its founder returned from a trip to America and took note of how emergency medicine was integrated into private acute health care. He returned to Australia with a vision of creating a major hospital with an emergency medicine component to serve the growing surface of southern melbourne.

“in fact, he was the first,” said Henderson. “He had the first private hospital emergency department in Australia.”

With an initial roadblock of having to fight the government for its location (a neighboring hospital was only 5 kilometers away), The valley Private Hospital began as a small hospital but grew and developed over time to serve the massive population of southern melbourne.

“melbourne’s population is about 4.5 million people, just behind Sydney,” said Henderson. “We’ll overtake Sydney’s population by the year 2030 – it’s a faster growing city.”

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www.bostonscientific.com

“For what was a

smallish private

hospital, we were

certainly breaking

new ground with

firsts and leading

technologies.”

– Neil Henderson, CEO

thE vallEy privatE hospital A U S T r A L i A


One of the major growth corridors in melbourne has been the southeastern suburbs, where as it turns out, is where The valley Private Hospital is located. To continue to be able to serve the growing population, the hospital has recently undergone major renovations with the inclusion of state-of-the-art technology, an aesthetic uplift and continuous staff training.

A $30 Million Investment “my conscious decision was to differentiate ourselves in the market and improve our competitive positioning,” said Henderson.

For the past 25 years, The valley Private Hospital had been fairly dormant in terms of investments, lacking vision. As a smaller-sized

private hospital with 120 beds and 4 intensive care unit rooms, the hospital had the fundamentals to operate but not to exceed. When Henderson joined the hospital three and-a-half years ago, things began to change.

“When i took over as ceO of The valley, Healthe care made a major decision to reinvest in redeveloping and expanding,” said Henderson. “So we totally redeveloped The valley inside and out. it was a total makeover and we brought [the hospital] up to contemporary standards.”

While an aesthetic uplifting was a positive transformation, Henderson decided to take it one step further.

“We took the decision to invest in technology and position ourselves

strongly to increase our market share and be competitive,” said Henderson.

Innovative Technology The valley Private Hospital can say that it is the leader in carrying the most adept pieces of hospital technology, having acquired top-of-the-line equipment before local competitors and even surrounding countries.

“For what was a smallish private hospital, we were certainly breaking new ground with firsts and leading

technologies,” said Henderson. investing $4 million, The valley

Private Hospital built the world’s first hybrid operating theatre integrated with a Siemens Zeego 3D imaging system, a maquet theatre system and a magnus table. The move was so groundbreaking that teams from both Siemens and maquet in Germany traveled to the hospital to admire and marvel at the world first.

Additionally, the hospital also built a brand new 10-bed, state-of-the-art intensive care unit with the latest technologies, built a new ward, four

thE vallEy privatE hospital A U S T r A L i A


new operating theaters, the largest integrated digital theaters and then added an eOS, nobel Prize winning, spinal imaging system from France.

“We were the second in Australia with this technology,” said Henderson of the French spinal imaging system. “it’s a spinal imaging, low dose radiation X-ray machine that allows surgeons to have a 3D recreation of the spine, hips and knees.”

Storz in Germany were the first to develop a 3D camera for laparascopic surgery and The valley Private Hospital acquired this as well.

“For more good luck than good planning, the first camera in Australia landed in our lap,” said Henderson.

A Success Story The valley Private Hospital took what can be seen as favorable circumstances and surpassed expectations to become the primary health care provider in southeast melbourne.

in just two short years, the hospital’s revenue has increased from $30 million a year to $80 million. The hospital houses 700 accredited specialists, treats 13-14,000 patients per year through the emergency department and is set to undergo another $60 million investment.

“it’s certainly a success story and i think it goes to show that with vision, the right planning, understanding your market and opportunity, you can reach success against bigger opposition and take them on and win,” concluded Henderson.

Company Information

i n d u s t ry

Healthcare


Mulgrave, Australia

f o u n d E d

1984

E M p l o y E E s

1000

r E v E n u E

$80 Million

p r o d u c t s /

s E r v i c E s

The Valley Private Hospital is an acute medical and surgical hospital conveniently located in the southeastern suburbs of Melbourne. First opened in 1984, it is has been owned and operated by Healthe Care since June 2007.

https://www.facebook.com/pages/The-Valley-Private-Hospital/123318151056391

Exercise & Sports

Science Australia (ESSA)

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ExErcisE & sports sciEncE australia (Essa)

Founded in 1991 by a dedicate group of university academics exercise & Sports Science

Australia (eSSA is a professional organisation committed to establishing, promoting and defending the career paths of university trained exercise and sports science practitioners.

On completion of university study and having met eSSA’s membership and /or accreditation requirements, these professionals are eligible to join eSSA as exercise scientists,

exercise physiologists or sports scientists. eSSA represents and advocates for these three distinct professional groups:• Exercisescientists-specialise

in the design, implementation and evaluation of exercise and physical activity for healthy people. They provide programs for improving general health, the prevention of chronic diseases, health promotion and enhanced sports performance. exercise scientists work in hospitals, community health units, workplaces,

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gymnasiums and in education.• AccreditedExercise

Physiologists (AeP) - hold a four-year university degree and are allied health professionals who specialise in the delivery of exercise for the prevention and management of chronic diseases and injuries. AePs provide support for clients with conditions such as cardiovascular disease, diabetes, osteoporosis, mental health problems, cancer, arthritis, pulmonary disease and more. AePs are eligible to register

with medicare Australia, the Department of veterans’ Affairs and Workcover and are recognised by most private health insurers.• AccreditedSportsScientists-

Sports scientists hold, at minimum, an undergraduate honours degree in the field of exercise and sports science. many sports scientists have a doctorate and specialise in an area of performance management. They help individual athletes and teams to improve their sporting performance through the use of


scientific knowledge, methods and applications in the areas of physiology; biomechanics; psychology; and motor control and motor development. They evaluate research, and they advise on the technical and practical aspects of training; injury prevention; technique; performance and recovery practices. Sports scientists work at all levels of sport.

most exercise science graduates do not work in occupations where they are titled “exercise Scientist” and are often employed as cardiac scientists, sleep technicians or corporate and workplace health consultants. many also work in the fitness industry as personal trainers. eSSA is committed to expanding the public’s awareness of an exercise scientist’s competencies and is particularly motivated to see the consumer become informed about the qualifications of their trainers.

The AeP profession has seen rapid growth in recent years, triggered by the decision of the then Health minister Hon Tony Abbott to provide AePs with access to medicare provider numbers in 2006. AeP services are now the fourth

most utilised allied health service in the medicare-funded chronic disease management program, with demand increasing 900% since 2006. This demand is expected to continue because: • AEPsareincreasingly

recognised by medical and other allied health practitioners for their skills in chronic disease prevention and management• theincidenceofchronic

diseases is expected to rise significantly in coming decades • theevidenceunderpinningthe

efficacy of exercise in preventing and treating chronic disease and its cost effectiveness is strong (eSSA position statements, exercise is medicine factsheets, scores of cochrane reviews)

eSSA believes AePs are still an underutilised allied health profession who have the potential to positively impact the health of many Australian including those with special requirements such as older people and those living with a mental illness or a disability.

eSSA has been a passionate advocate of the sports science profession for many years,

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Company Information

i n d u s t ry

Health


Albion DC, QLD

p r o d u c t s /

s E r v i c E s

Exercise and Sports

Science Australia

(ESSA), is a professional

organisation which

is committed to

establishing, promoting

and defending the

career paths of tertiary

trained exercise

and sports science

practitioners

introducing a voluntary accreditation process for the profession in 1996. recent media attention via the ASADA investigations into some professional sporting codes has seen the sports science profession unfairly tainted. eSSA recently commissioned Deakin University to profile the Australian High Performance and Sports Science industry and found that most are highly educated (PhD level) health professionals who would like to see compulsory regulation and accreditation of their industry. Port Adelaide Football club recently became the first AFL team to have their sports science staff accredited with eSSA and eSSA continues to lobby for a compulsory national accreditation scheme for sports scientists.

eSSA has a strong and comprehensive regulatory system to ensure members uphold best

practice professional standards and behaviour. eSSA established the national University course Accreditation Program (nUcAP) which provides universities with a framework to build courses of excellence in exercise and sports science and ensures graduate outcomes are aligned with industry requirements. From 1 January 2014 all AePs must graduate from a nUcAP accredited course. membership of eSSA not only provides for a robust accreditation and regulation system for exercise and sports science professionals but also offers access to the latest research through our internationally – recognised professional development program, eBScO database and AcTivATe industry magazine.

Chiropractors’ Association Of Australia (caa)Written by: Andrew Rossillo

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chiropractors’ association of australia (national) (caa)

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The chiropractors’ Association of Australia (national) limited (cAA) is the peak body representing chiropractors in Australia. With over 3,000 members, the cAA is the largest chiropractic health body in Australia, and coordinates its efforts with its eight autonomous cAA state and territory organizations.

The cAA was established in September 1990 by the amalgamation of the then two national organizations: the Australian chiropractors’ Association (AcA) and the United chiropractors Association of Australasia Ltd (UcAA). The AcA, the elder of the two bodies, was founded in 1938 and the UcAA Ltd came into existence in 1961. Both organizations brought significant contributions of tradition and experience to the cAA.

The cAA’s core purpose is to exist as the peak body representing chiropractors and the cAA vision statement is to empower Australians to experience optimal health through chiropractic care and an active process of healthy lifestyle

choices. The cAA’s mission is to provide leadership and facilitate unity and excellence within the profession; assist members to deliver patient centered, holistic, natural, competent and effective health care; to support and represent members and be responsive to their needs; to engage with stakeholders including governments, academic institutions, media and the public; facilitate and promote communication between members and non-members; develop and promote chiropractic practice, education and research. Set and maintain standards, and uphold the cAA national core values.

cAA national recognizes and supports the following core values: chiropractors as experts in spinal health and well-being, the profound significance and value of chiropractic in health care in Australia, the highest standards of ethics and professionalism in the areas of research, education and practice, a commitment to evidence based practice – the integration of best available research evidence, clinical

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expertise and patient values and choices. inclusiveness and collaborative relationships within and outside the chiropractic profession, practicing the highest standards of representative engagement and the principle of unity with diversity within the profession.

Joining the cAA is an investment in our members’ future and that of the chiropractic profession. The cAA facilitates enhancement of chiropractic resources, stronger lobbying power for legislative and patient benefits, as well as the best service and promotion of chiropractic. Some core reasons our members join cAA include: risk management and professional indemnity insurance, public education and promotion, education and career advancement, advocacy / political strategy and direction, recognition of members’ chiropractic expertise, clinic resources and information, chiropractic fellowship, chiropractic research, product discounts and support networks.

The cAA has two key events

which take place each year: Spinal Health Week and the national Development Forum. Spinal Health Week is a national initiative held every may where members have the opportunity to educate Australians about the importance of spinal health in improving overall health and wellness. They also get the chance to promote their clinics and the profession of chiropractic. The week is enhanced by a theme that contributes to the overall

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promotion of the week, this year the theme was ‘Live better, we’ve got your back’ which focused on the benefits of living longer and improving postural fitness as well as speaking to the broader public of the need to support chiropractic care and research.

national Development Forum, usually held in October, combines an exciting program of formal learning with terrific networking opportunities and a wonderful location. At this premier educational event chiropractors can gain most, if not all, their Formal Learning Activity (FLA) hours, contributing toward their annual cPD total - a crucial part of ongoing registration. Drawing on expertise within Australia and internationally, nDF is proud to present educators who are leaders in their respective fields.

The cAA also use its resources to promote the chiropractic profession with public education. There are many topics in the media which chiropractors can share their expert knowledge and experience. Some of the latest news include: ‘Sitting is the new smoking’- the dangers of an inactive lifestyle and how sitting down for too long can affect your health; Spinal Fitness- how to improve your spinal health through correct posture; and overall wellbeing advice such as maintaining healthy habits like exercise and healthy eating.

Company Information

i n d u s t ry

Healthcare


Penrith NSW

f o u n d E d

1990

p r o d u c t s /

s E r v i c E s

The Chiropractors’ Association of Australia (National) Limited (CAA) is the peak body representing chiropractors. An underlying principle of chiropractic is “healthy spine, healthier life”. By offering expert drug-free spinal health care and lifestyle advice, chiropractors help Australians lead and maintain healthy lives. With over 2,900 members, the CAA is the largest chiropractic health body in Australia, and coordinates its efforts with its 8 autonomous CAA state & territory organisations.

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Present in the largest private hospital of highly complex diseases in the Region of Ribeirão Preto, countryside

of São Paulo, the Group brings excellence to sector and tradition to health care plans

Written by: Flavia Brancato Produced by: karla sohn

São FranciSco Group:proTECTIon And

quAlITy for HEAlTH In BrAzIl

growing for the past 70 years as one of the major health care institutions in Brazil, São Francisco Group has a complete structure through security and quality in each one of its business units.

The company is comprised of Hospital São Francisco – the largest private hospital of highly complex diseases in ribeirão Preto and surroundings; São Francisco Saúde – one of the largest health care plan operators of the country; São Francisco Odontologia – a large-size dental care plan operator; São Francisco resgate – one of the largest companies in the business of highway rescue; in addition to São Francisco Saúde Ocupacional, a pioneer in the market of occupational health.

constantly expanding, in addition to experience, the market model follows management standards and standardization of infrastructure and procedures, which enable a better management of quality and costs,

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são francisco Group

São Francisco Group - Netto Campello unit

working with different market strategies for each health care segment. The companies São Francisco Saúde and São Francisco Odontologia alone reach about 550 thousand beneficiaries.

sÃo FrAncIsco heAlthcAreOperating in the states of São Paulo, minas Gerais, mato Grosso do Sul, mato Grosso and Goiás, São Francisco Saúde is one of the largest health care plan operators in the country, with emphasis on the service network comprised of its own units and accredited services. According to the superintendent of São Francisco Group, Lício cintra, this unit experiences an organic growth based on the guidelines of its strategic planning. “By mapping some regions with potential for growth, aspects like the need to provide assistance in locations away from the urban centers, demands from prospective customers, regulatory specificities and, naturally, a previous analysis of health care service availability in the region of

Ribeirão Preto Administrative Building

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operation, are some of the strategies,” he explains.Today, the structure has about 50 units, among assistance (clinics of

medical specialties, 24-7 emergency and urgency units) and administrative units spread across 41 cities of the states served. To meet the demand, two units were opened this year for the issue of forms, authorizations for tests, surgeries and hospital admissions, one of them in cachoeira Alta (GO) and the other in Pitangueiras (SP). The new unit in rondonópolis (mT) provides services of issue of forms and sales of health and dental care plans. A specialty clinic with wide and modern facilities was opened in the city of Araraquara, countryside of São Paulo, and it offers elective services, previous scheduling in 18 medical specialties, in addition to a clinical analysis laboratory.

Last year alone, 1.9 million medical appointments were scheduled, 3.7 million tests performed and about 43 thousand hospital admissions


http://www.oficiallavanderia.com.br

http://www.ssti.com.br

conducted. The network works jointly with accredited services and enables the consolidation of resolutive and quality service adopted by São Francisco Saúde. moreover, according to the superintendent, expansion is expected to continue. “The investments will continue in 2014, and by the end of this year, the number of units is expected to increase by 10 percent. The focus on our expansion plan aims at delivering to clients, more and more, solutions that combine service quality with best management of medical costs,” he says. in 2013, the health care plan revenue accounted for 59.54 percent of São Francisco Group total revenue.

“The focus on our expansion plan aims at delivering to clients, more and more, solutions that combine service quality with best management of medical costs”

– Superintendent of São Francisco Group, Lício Cintra


Araraquara Specialties Clinic

B r A Z i L


sÃo FrAncIsco oDontologyPresent in the market for 16 years, the dental unit in São Francisco Group also brings tradition by offering quality treatments, employing new technologies from an extensive accredited network and from a long-lasting preventive work.

Strengthening its pioneering in developing and offering a simple and expeditious system to serve its customers, São Francisco Odontologia experienced a substantial growth with more than 2,600 members, in strict compliance with Law 9.656/98. A novelty implemented a few years ago, a virtual platform to issue forms and authorizations directly from the Dental Surgeon office, has made the treatment authorization process increasingly efficient, fast and less

São Francisco

Physiotherapy

São Francisco

Occupational

Ivenhema Specialties Clinic

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bureaucratic.

strAtegIes, groWth AnD chAllengesWith an average growth of nearly 30 percent per year, São Francisco is one of the fastest growing groups in the health care segment in the country. With revenue of more than USD 242 million, the intent is to double the gross revenue to USD 614 million and reach 1 million users by 2017, always focusing on conciliating development with profitability and quality maintenance.

“The company has an area of projects and ongoing improvement aimed at assuring quality of the processes. in the health segment, the national Health Agency (AnS) sets forth some indicators that are regulatory in themselves,” explains

“The investments will continue in 2014, and by the end of this year, the number of units is expected to increase by 10%”– Superintendent of São Francisco Group, Lício Cintra

Ribeirão Preto Specialties Clinic

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cintra. Thus, by following such standards, all the companies of the group have developed the best practices of the market to stand out from their competitors. indeed, in recent years, they remained with optimum qualification levels to AnS.

Bringing AnS regulations as one of the main challenges of the sector, cintra is also categorical and assumes that, in general, the consequences can be negative. “The increase in coverage without proper transfer pricing causes the segment to have reduced margins as a whole, which has led many operators to discontinue their business,” moreover, another recurring factor is the increasing interference of the courts that “in

Emergency facility

general, allows users to have coverages that are expressly excluded from the agreement, thereby unbalancing the commercial relation between the operator and customer as well,” he explains.

Proud of the results and with even more positive expectations, cintra concludes, “São Francisco understands that the market is becoming more and more connected and it is important to invest in technological advances and not to give up quality”.

Company Information

i n d u s t ry

Healthcare


Ribeirão Preto, SP - Brazil

E M p l o y E E s

3200

E s ta b l i s h E d

1945

p r o d u c t s /

s E r v i c E s

High quality healthcare services

M a n a G E M E n t

Superintendent: Lício Cintra

B r A Z i L



http://www.youtube.com/gruposaofrancisco

http://www.facebook.com/gruposaofrancisco

http://www.businessfriend.com

Healthcare Global - December 2014

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