Healthcare Redefined Issue 001 June 2010. An international healthcare magazine.

O国际医疗Healthcare Redefined

The new Big Apple gets sliced up for debate.. “Hong Kong is London, serving the International market: Shanghai is New York, serving the Continental market..” Lord Peter Levene, Chairman, Lloyds of London.

First Edition; June 2010 Euro € : 22USD $: 26

Providing Travel Assistance in the Eastern Mediterranean & Redefining Roles in the International Air Ambulance Industry: Owner, Operator or Broker?

Roundtable Debates

Meet Christopher Percival, Healthcare International; Sheldon Kenton, CIGNA and Peter Lozier, CMN

Interviews

China Healthcare Reform, Air Ambulance in Asia, CEPA 6 and the Uninsured’s Crisis.

Case Studies

China Announces $124 Billion HealthcareReform Action Plan

CNY ¥: 180UK £: 18

Contact: Christian Steindl - Bahnhofplatz 13/5. A-3500 Krems. Austria - Email: [email protected] - Web: www.ifra.at

International Assistance with the Stamp of Authority. . .

Medical Assistance • Technical Assistance • Airline Medical Services • Travel Related Services & Legal Assistance

Truly International Assistance in Over 80 Locations Worldwide,Dedicated to Optimum Service, on-the-spot Foreign Assistance 24/7. . . The Medical Competence

Call: +43 (0) 2732 70007Fax: + 43 (0) 2732 85 101Web: www.ifra.at

O

Healthcare R

e defined

Moving on, our educational case study section iden-tifies the myriad of exciting business opportunitiesbetween the East & the West with a specific focus on the signing of a Pearl River Delta (PRD) Outline framework agreement between Hong Kong and the province of Guangdong.

Further educational, healthcare case studies focus on exciting new CEPA 6 guidelines and what it means to healthcare business in Hong Kong, Macau and China and the provision of air ambulance serv-ices in Asia where political systems, cultures and religious practices are truly diverse and often di-vergent. Within these challenging environments air medical operation is still very much in its infancy, yet its growth has been exponential.

Be sure to check out the Healthcare Redefined web site @ www.healthcareredefined.co.uk to qualify for subscription offers, and for specific, targeted, ‘always on’, cross-border-healthcare news visit our media sponsor’s website, Initiate Health Dot Com @ www.initiatehealth.com

We hope you enjoy reading Healthcare Redefined as much as we have enjoyed producing it, see you at the top!

Christopher Knight

Editorial Director, Healthcare [email protected]: 00356 3550 5991

In addition, Healthcare Redefined delivers the most comprehensive international healthcare buy-ers’ guide in order to deliver pertinent information about the payors and providers that may add value to your network and delivery of healthcare at any place, and any time.

Our exclusive lead feature is the roundtable’s focus on two major sectors of the international healthcare marketplace: the worldwide air ambulance industry and the international travel, medical, technical and legal assistance markets. In our first exclusive round-table, learn about the defining differences and roles of an air ambulance owner, operator and broker or discover how to deliver an array of professional worldwide assistance services in challenging loca-tions like Israel, Turkey and Greece.

In this issue, Healthcare Redefined features exclu-sive interviews with, leading C-level executive in-ternational decision-makers: Christopher Percival, Director: Healthcare International UK; Sheldon Kenton M.D., Emea Cigna International; Jeff Tolbert CEO AirMed; Dr. Dimitris Koliniatis M.D. , Athens Assistance; Pete Lozier Executive VP Sales & Mar-keting and Provider Relations CMN; and, Thorkild Lykke GM Astrum Assistance Alliance to discuss the diverse & challenging environments of today’s in-ternational healthcare industry and the solutions to these challenges.

Healthcare Redefined is the only publication on an international scale that reports up to the minute news, statistical data, market trends and analysis and is an essential source of mission critical infor-mation that will allow your business to maximise the potential of global events as they unfold.

Published by Initiare International, supported by the most important international, public and private or-ganisations and trade development agencies and associations, Healthcare Redefined is a forum for dialogue and debate at an industry and government level for companies providing healthcare products and services over political, cultural, physical and perceptual borders.

Welcome to the first edition of Healthcare Rede-fined, the global authority and information provider of the international healthcare industry.

Modern day healthcare has been redefined from a local service offering for local people, in their own domicile, to a fully fledged, global, intensive care unit, for out of domicile healthcare, and patient mi-gration for the global citizen. Payors, international hospitals, air ambulance service providers, assist-ance networks and all ancillary service providers are ready, poised, alert, 24/7 to deliver interna-tional healthcare services for tourists, business trav-ellers, expats, and the new breed of Healthtraveller.

Editor’s Note:

OHealthcare Re defined 3

First Edition; June 2010Contents Page

CreditsThe “A”Team

Editorial Director: Christopher James KnightCreative Director: Stuart Paul Holliday: BA HonsGovernment Liaison Director: Mark Tyler

Editor: Jack StonierAssistant Editor: Diane StallworthyProof readers: David Trott, Zorica Kristic & Lynda Whitney

Design Manager: Tom Watson

Managing Director: Daniel Rose: BA Hons

Managing Director: Christopher James Knight

IHMC Conference Invite & Agenda: # 6

Events Calander: # 114

International Buyers’ Guide: # 120

East Med Assistance: # 38 In our first exclusive, Healthcare

Redfined roundtable we look specifically at healthcare leaders from

the field of emergency, medical & travel, legal and technical assistance in

the Eastern Mediterranean.

Air Ambulance: # 48Healthcare Redefined’s virtual air

ambulance roundtable is the first in a series of educational debates about

one of the most important sectors of the cross-border-healthcare industry.

Roundtables

Feature: China Reform $124 Billion: #19

International Breaking News: # 25

Case Studies

# 90: The Guangzhou Hong Kong Medical Center & the “Pioneering Pilot - 先行先試. - Scheme” of CEPA 6 and the China PRD Outlines.”

# 106: Gaza Goral Assistance: Front line medical assistance from Israel By Marcel Kadoche, Goral Assistance

# 102: Gaza IRCI: The logistical war to save lives and to provide humanitarian aid to those in need is a battle in full throttle.

# 96: The Aetna plan for healthcare reform in the USA

# 94: Air ambulance in Asia. By Charles Johnson, Hope Air ambulance Singapore

# 108: Medical Management A Fundamental Tool for Cost ContainmentBy Zaydee Capo, GMMI

# 68: Sheldon Kenton, Managing Director: CIGNA International Expatriate Benefits

# 60: Christopher Percival, Director, HealthCare International

# 72: Peter Lozier E.V.P. Sales, Marketing & Provider Relations: CMN Inc.

# 80: Jeff Tolbert CEO: AirMed International

# 86: Dr. Dimitris Koliniatis, General Manager and Medical Director; Athens Assistance.

Interviews

O Healthcare Re defined Spot On

Healthcare Redefined

Roundtables Interviews Case Studies

Copyright Healthcare Redefined 2010 All rights reserved

Healthcare Redefined: An Initiare International publication. Healthcare Redefined & InitiateHealth Dot Com are trademarks of Initiare International LTD. All other trademarks, productnames and company names or logos cited anywhere in Healthcare Redefined are theproperty of their respective owners.

No materials from Healthcare Redefined may be copied, downloaded, reproduced,broadcast, shown or played in public, republished, uploaded, posted, stored, transmittedor distributed in any way or adapted or changed in any way.

Initiare International takes active measures to ensure that no unauthorized use or breachof its intellectual property rights is committed.

Contact us: Initiare International Limited. Blue Note. Triq il-Gizimin, Swieqi. SWQ 3543 Malta. Reg NO. C4436

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Initiare International Invite You to Take Part in theChina Healthcare, Medical & Insurance Marketsunder new PRD agreement and CEPA 6.

Furthermore, Hong Kong and PRD can be a conven-ient international hub for the exchange of medical information with relation to the control of infectious disease and the development of drugs and medi-cine, including the promotion of integrated western and traditional Chinese medicine.

The Conference is the first of its kind in China allow-ing business matching opportunities and a trading platform for the global healthcare industries of all kinds, such as pharmaceuticals, medical equipment suppliers; investors; hospitals, specialist centers; healthcare service, medical assistance, air ambu-lance providers; and insurance companies.

As healthcare & medicine were not within the WTO agenda, market entry into China for overseas com-panies and investors was subject to rigid controls and regulations. Now, for the first time, participants of this Conference will be able to have first hand in-formation on the open door policy, from healthcare investment to the filing of applications to the SFDA on drug and medical equipment.

International Healthcare & Medicine Conference 2010Venue: Dong Fang Hotel, Guangzhou, China.

Date: May 25, 26, 27 & 28.

国际医疗产业及药物论坛

OInvitation

On April 7, 2010, Hong Kong and Guangdong Province signed a Pearl River Delta (PRD) Outline framework agreement in Beijing. The Agreement is similar to the free trade agreement between the USA and Mexico and that among the European Countries.

Under the Agreement, Hong Kong companies can have direct access to PRD & China’s markets. The population of PRD is 50 million, Pan PRD covering 9 adjourning provinces is 500 million and across China there is a further 1.3 billion.

In particular, the Agreement lifted the barriers for foreign healthcare and insurance industries to enter China should they be using Hong Kong as a bridging head.

Under the current Chinese healthcare reform, the government encourages foreign participation in healthcare related supporting industries to enter China. This includes healthcare investment, medi-cal TPA, healthcare management, PPO or health-care network management, healthcare service related IT and technologies, medical evacuations, air ambulance, cost containment, risk management and preventive medicines.

3.30pm: Welcoming delegates by Organizers

4.00pm: How delegates can get the best out from the Conference China opens its door for the first time to foreign participation of their growing healthcare market of 1.3 billion population in China and 0.05 billion Chinese citizens traveling or staying abroad

Speaker: Mr. Francis Chan, Chairman of VeriSafe Group, Managing Director of CIS Insurance Brokers Ltd., Consultant of Research Centre of China New Economy, Vice Chairman of Allied Care International Ltd. and Past Chairman of Hong Kong Confederation of Insurance Brokers

5.30pm: Welcoming Cocktail Party

7.00pm: Business Matching Dinner (by registration)

Hall C Welcome Presentation

Delegates to receive at registration:

• Fullconferenceinformationpack&theofficialconferencedossier• Sponsorsouvenirpack• Businessmatchingbooking(advancebookingisrecommended)• BookingofattendanceatHallA,HallB&HallC

Note: Delegates may also book at the hospitality desk, (stationed in theregistration area) city tours and tourism packages.

May 24th Arrival Day–Reception, Registration & Welcome

8.15am: Reception & Registration

8.45am: Visiting Exhibitors’ booths with Guests-of-Honor

9.30am: Conference Opening Ceremony Introduction of Guests Welcoming Speech by Organizers & Government Representatives

Hall A Opening Ceremony & Keynote Speeches

May 25th Day 1 of Conference

The 4-day Conference will include the delivery of the most updated China SFDA and healthcare pol-icy, plenary sessions and business networking op-portunities with potential partners between the East and the West.

Participants can meet with relevant governmentofficials, potential clients and captivemarket holders.

10.00am: Registration booth opens.

O Healthcare Re defined6

Chinese Traditional Medicine – Preventive Medication 中医中药与五行养生 – 马青岐

Chinese Traditional Medicine – Culture & Universe 天文历法与中医文化 – 刘明武

Chinese Traditional Medicine – Prevention & Biochemistry 提高人体免疫力、预防传染性疾病中国菌医菌药的研究 – 钱师良

Cancer – The 8 Methods of Curing 癌症 ( 恶性肿瘤的俗称 ) 治疗常识 8 要点 – 张龙光

Cancer – The TCM Practice & Theories 癌症的中药医理槪念 – 李忠博士

Hall A Medicine Thesis Presentations

9.00am: Opening Address & Introduction of Panel Speakers

Moderator: Mr. Li Jilin, Director, Investment Beijing and SFDA Representative

Panelists: Representatives from various Departments of the SFDA Professor Pun, First Deputy Chairman of the CCPA Representatives from Guangdong Health Bureau Representatives from Guangdong Hospital Association Representatives from Insurance Industry on “Clinical Trial Insurance”

9.45am: China Current SFDA Policy and Possible Upcoming Changes for Importation, Exportation, Manufacturing, Clinical Trial, Assessment & Application Procedures

10.15am: China Healthcare Reform & its Effects on Medicine Sales & Hospital Operations and the Hospital’s view on Medical Suppliers

11.00am: Risk Management and “Clinical Trial” – International Expert Opinion and the Possible Introduction of Mandatory Product Liability and Vendors’ Endorsement

11.45am: Q&A with Panelists

12.30pm: Lunch & Networking Session

Hall A China SFDA Regulations, Risk Management and “Clinical Trial”

Concurrent Morning Sessions

May 26th 2010 Day 2 of Conference

3.30pm: The Obstacles in Medical TPA and Cashless Medicare in China

Speaker: Mr. Wallace Leung, Executive Manager, Allied Care International Co., Ltd., past Vice President of MediFast (Hong Kong) Ltd., past Chief Operating Officer of Hong Kong Health Check and Medical Diagnostic Centre (Hong Kong & China)

4.00pm: Taiwan Assistance & Hospital Networks

Speaker: Simon Kao, CEO, Life Star Hospital Management (Taiwan & China).

4.30pm: Funeral Repatriation Expertise & Care

Speaker: Mr. Clive Owen Allison, Managing Director, Allison Monkhouse Funeral Home (Thailand)

5.00pm: Q&A with Speakers

7.00pm: Business Matching Dinner (by registration)

Hall C International Healthcare Providers’ Round Table (Part 1)

(2) China’s Current Status in the Pharmaceutical Industry 中国医药行业现状

Speaker: Professor Pun, First deputy Chairman of the China Chemical & Pharmaceutical Association.

潘广成 ( 中国化学制药工业恊会常务副会长 )

12.30pm: Photo-taking for Speakers & Organizers

12.45pm: Lunch

Concurrent Afternoon Sessions

2.30pm --5.30pm:

10.00am: Keynote Speeches:

(1) China Healthcare Industry and Medicine: The economy & the community 中国医疗产业及药物与经济社会:

Speaker: Professor Wang, Past Chairman of the National Federation of Commerce; Committee Member of the National Congress. Past Deputy Director and Professor of National Legal Committee; Consultant of the Guangdong International Economic Association.

王以铭 ( 全国工商联原副主席、第十届全国人大常委、全国人大法律委员会原副主任、教授、广东国际经济恊会顾问 )

2.30pm: The Asia & Global Medical Assistance Network – the challenge ahead

Speaker: Mrs Anna Hue, Chairman, Blue Dot Assistance (Indonesia)

3.00pm: The China Emergency Medical Dispatch

Speaker: Mr Hubert Yiu, CEO, VeriSafe Networks Ltd (Hong Kong)


This session would provide an overview of China’s business potential generatedin particular, from its 40 million outbound travelers; 20 million inbound travelers;5 million overseas Chinese employees & self-employed persons; and in general,from its 1.3 billion population, covered through various low, medium and highend medical, healthcare and travel insurance schemes. Topics would includethe following:

•ChinaHealthcareReformpolicyandstrategies-byheadsofChinaHuman Resource and Social Security Bureau and heads of China National Travel Bureaus;

•EffectonGlobalmarketofnewlyestablishedChinaEMSandAirAmbulance Base in PRD for inbound and outbound travelers;

•Theinternationalsceneofhealthcareandinsuranceservicesproviders- leaders of the global industries;

Hall A China Healthcare Reform - Effects on Global Healthcare Service & Insurance Industries

2.30pm: Transfer of Risk to the Insurance Market

Speakers: Representatives from Travel Bureau, Health Bureau and China HR & Social Security Bureau.

3.15pm: Market Potential & the Need for services for Outbound Chinese Travelers

Speaker: Representative from Guangdong Travel Agents

3.45pm: Medical Insurance & “User-pay” Healthcare are urgent needs for Corporate Employees of “State-owned” Corporations

Speaker: Mr. Lizhong Zhang, Vice-President & Secretary General, Guangdong International Economic Association.

4.15pm: Recent Developments in the China Insurance Market

Discussion Panel: Representatives from PICC, China Pacific Insurance, China Life Insurance, Sunshine P&C Insurance, Anbang Insurance, Chartis Insurance

4.45pm: Q&A to Speakers & Panelists

5.30pm: Refreshments

7.00pm: Business Matching Dinner (Optional)

Afternoon Session

10.00am: China Air Ambulance - start up vs. global market.

Speaker: Representative from China Emergency Medical Service (China)

10.30am: Underwriting High-end Medical Insurance in China – issues to providers in providing and managing such claims

Speaker: Representative from Ping An Insurance, fronting insurer for IMG (China)

11.00am: China Reinsurance and Direct Insurers’ Views on Developments in Medical & Travel Insurance

Discussion Panel: Representatives from major Reinsurance & Insurance Companies China, Hong Kong, Singapore, USA, Europe)

11.30am: Development in Medical Cost Containments and Managed Care

Discussion Panel: Representatives from Providers (China, Hong Kong, Macau, USA, Europe)

12.00pm: Q&A with Speakers and Panelists

12.30pm: Lunch & Networking

9.00am: Growth of Medical Tourism – Inbound & Outbound Opportunities

Panel Speakers: (1) 李忠博士 Dr. Li Zhong, Chief Physician & M.D. of Clinical Medicine, Department of Oncology & Hematology, Dongzhimen Hospital, Affiliated to Beijing University of Chinese Medicine

(2) Dr. Steven Leung, Member of CPSA, Fellow of American Board of Anti-Aging and Regenerative Medicine (ABAARM) & Austral–Asia Academy of Anti-Ageing Medicine (A5M)

9.30am: Growing Demand for Air Ambulance Facilities

Speaker: Mr. Prithpal Singh, CEO, Flying Doctors Asia (Singapore)



9.00am: China Healthcare Infra-structure and Market Entry Regulatory Issues

Speaker: Mr. Gzang WaiRan 項為人, Secretary General, The Guangzhou Medical Information Association, past administrator at Guangzhou Health Bureau.

9.30am: The Function of Medical Protection Services & the Risk of Cross-border Legal Liability

Speaker: Dr. Murphy, Bernard, Lawyer (& Medical Doctor), Richards Butler (Law Firm for early intervention & settlement of legal claim)

10.00 am: Professional Support & Indemnity for Doctors – Current Challenges

Speaker: Dr M.K Teoh, Head of Medical Services – Asia Medical Protection Society, London

Hall B Healthcare Services Industries in China – Risks & Opportunities


10.45am: The Current Situation of Medical Malpractice and Unlawful Attacks of Doctors and Hospital by Claimants

Speaker: Representatives from China Health Bureau and Head of major hospital

11.15am: Medical Malpractice, Professional Indemnity and Drug Liability as an Integrated Solution for Healthcare Operators in China

Speaker: Mr. Francis Chan, Chairman, Hong Kong Institute of Risk Management, Representative from insurance companies

11.45am: Q&A with Speakers & Panelists

12.30pm: Lunch & Networking Session

2.30pm: Introduction of Guangdong International Economic Association as the Future Platform between China and International Business Providers

Speaker: Mr. Lizhong Zhang, Vice-President & Secretary General. Guangdong International Economic Association (China)

3.00pm: Ensuring Travel & Work Safety of Chinese Traveling and Working Abroad

Speaker: Dr. Charles Ng, Deputy Medical Director, Sure Care Medical Co., Ltd.


9.30am: Social Networking Booth Visits Business Matching Meetings (by advance registration)

10.30am: Medias’ Interviews with Organizers

11.30am: International News Release

12.00pm: Closing of Registration Booths

Thanks: Add note

3.30pm: China Medical Networks & Administration

Speaker: Dr Brian Wu, CEO, Allied Care International (China & Hong Kong)

4.00pm: Q&A Forum 5.00pm: International Health Care Conference Closing Ceremony Photo Session of Delegates

6.00pm: Farewell Parties



• China Radio & TV Broadcasting Association. • Soundwill Holdings Ltd. • VeriSafe Networks Ltd. • Hong Kong Institute of Risk Management.• CM Houlders Insurance Brokers. • Medical Protection Society.• Richards Butler.• Blue Dot Assistance of Indonesia.• Life Star Hospital Management of Taiwan.• Allison Monkhouse Funeral Home.• Hong Kong Travel Agent Owners’ Association.• International Travel Services Ltd.

Official Website: www.chinamedical24x7.com www.healthcareredefined.com

China International Radio, China Television Broadcast, China People’s Radio and MediaMembers of The China Broadcast and Television Association.

中国国际广播电台、中央电视台、中央人民广播电台、新华社、人民日报、中新社、

中国日报、经济日报、光明日报、中国企业报、中国商报、中国贸易报、中国信息报、

新浪、搜狐、凤凰卫视中文台及美洲台、香港无线电视、香港亚洲电视、

澳门广播电视台、澳亚卫视、中国国家卫生部和中华医学会有关医疗杂志、广东省、

吉林省和澳门特区的主流媒体等。

OSponsors & Supporters

OSupporting Media

• Healthcare Redefined.• Allied Care International Medical Group. • CIS Insurance Brokers Ltd.• Full Bloom Ltd. • China Pharmaceutical Industry Association.• Guangdong International Economic Association.• Guangzhou Medical Information Association.

Oorganizers

ADAC-AmbulanceService.Always ready to help.

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Initiare International Group, the publisher of Healthcare Redefined, would like to take this op-portunity to proudly thank their working partners in China, Hong Kong and Macau- for working closely with us on the concept of the international healthcare publication, Healthcare Redefined.

It is an honor and a privilege to initiate and distrib-ute important healthcare information and industry data between the East and West and Healthcare Redefined immediately provides an unrivalled platform for dialogue and debate at an industry and government level.

Healthcare Redefined is proud to represent some of the most important private and public sector organizations from the international healthcare industry and our top priority is providing the most intrinsic industry data and media that healthcare buyers and sellers require to make important busi-ness decisions.

You can tell a lot about a business by the com-pany it keeps.

Healthcare Redefined works with the following or-ganizations and is proud to announce their joint working agreement.

Guangzhou MedicalInformation Association, (MIA)

www.gzmed.net

China Radio International, (CRI)www.cri.cn

Initiare International Group Ltd.www.initiatehealth.com

Thank you China...

China Radio International, (CRI) is the only over-seas broadcaster in the People's Republic of China. CRI was founded on December 3, 1941 and is owned and operated by the state. CRI is one of the "three central media organizations in China" along with China National Radio (CNR) and China Central Television (CCTV).

CRI serves the entire globe with 392 hours of broadcasts every day in 38 foreign languages and four local Chinese dialects as well as stand-ard Chinese, aiming at promoting understanding and friendship between the people of China and people throughout the world.

China Radio International operates 27 overseas bureaus around the world and many local bureaus across China, including the Hong Kong and Ma-cao special administration regions, thereby form-ing a comprehensive global news and informa-tion network.

Since 26th December, 1998, CRI’s programs have been available on the internet. Logging on to CRI’s websites allow one to access CRI services in 42 languages.

CRI’s websites are the only official multi-lingual publicity internet stations of China. Since 6th October, 1999, CRI has relayed its TV program focusing on international news to many places in China.

The president of MIA is the ex-vice mayor of Guangzhou, Professor Chen Qiqi, with other members from leaders in state-owned and private hospitals and highly qualified people from differ-ent departments in hospitals, professionals and famous people from all walks of life. Thus, MIA possesses a good social background with exten-sive social connections.

Guangzhou Medical Information Association (MIA), with a legal person qualification, was of-ficially established in December 2003, and ap-proved by the Bureau of Civil Affairs of Guangzhou Municipality. It is a social organization under the supervision of the Guangzhou Association for Sci-ence & Technology, and it specializes in provid-ing medical information service and information construction.

The Chinese Association for Radio, Film and Tel-evision Exchanges (CARFTE) is a national industry group to communicate and cooperate with Hong Kong, Macau and Taiwan and foreign countries on Radio, Film and Television. It is a National First-class Association, registering with the Min-istry of Civil Affairs and having the corporative qualifications of social group. CARFTE, founded in May 1993, is directly under State Administra-tion of Radio Film and Television (SARFT) and or-ganized with a membership system. The Standing members of CARFTE include bureaus concerned with the SARFT, CCTV, China Radio International (CRI), China National Radio, Movie Bureau, Chi-na Film Group and Communication University of China (CUC), etc.

CARFTE has made its contribution in communica-tion and cooperation with HK, Macau, Taiwan and outside the world in areas such as radio, film and television. Currently, CARFTE is displaying its character and superiority by exploring poten-tials, expanding new areas of cooperation under the leadership of SARFT. CARFTE is becoming an influential group and an active window commu-nicating with the external world via radio, televi-sion, film.

CARFTE commits itself to promoting international exchanges through the cooperation of radio, tel-evision and film.

Guangdong Television (GDTV), one of the earli-est, fastest-growing and most influential stations in China, produces amazing information and entertainment content and broadcasts over 300 hours of programs each week via six free conven-tional channels and eight paid digital channels. The broadcaster has developed a broad range of new media businesses, including auto TV, mo-bile TV, subway TV, online TV and 3-in-1 TV. It has also forged partnerships with more than 200 TV stations worldwide. The installation of Barco’s innovative Networked Broadcasting Monitoring System (NBMS) will help GDTV to keep its com-mitment to high quality and innovation in pro-gramming as well as in technology.

Round-the-clock monitoring of the broadcasting production and content distribution processes is a priority at GDTV, as it helps ensure that its audi-ence gets the very best viewing experience. So when the existing video wall in its master control room was no longer able to monitor the growing number of video sources, the broadcaster began looking for a new monitoring solution. Besides being reliable and flexible, the solution had to be easily expandable, to keep step with GDTV’s rapid development and decentralized workflow.

Guangdong TV Station

The Chinese Association forRadio, Film & TelevisionExchanges (CARFTE)

CRI runs a Chinese-language newspaper, World News, and a magazine, World Radio, Film & Tel-evision.

CRI also runs the China International Radio Press and the China International Audio & Video Pub-lishing House.


The three-year plan on health care reform, which it said would lay a solid foundation for equitable and universal access to essential health care for all in China by 2020, will subsidize basic medi-cal insurance programs, supporting grassroots-level health facilities even in underdeveloped western and rural regions. Under the 850 billion Yuan (124 billion U.S. dollars) plan for 2009 to 2011, the government promised universal access to basic health insurance, the introduction of an essential drug system, improved primary health care facilities, equitable access to basic public health services and the pilot reform of state-run hospitals.

The Central Committee of the Communist Party of China and the State Council, or China’s Cabinet, jointly endorsed and issued the Guidelines on Deepening the Reform of the Health-Care System after about three years of intense debate and re-peated revision.

By 2020, the world’s most populous country will have a basic health-care system that can pro-vide “safe, effective, convenient and affordable” health services to urban and rural residents, ac-cording to the tone-setting document.

This will be supplemented by a more detailed im-plementation plan for the next three years until 2011. The plan has yet to be published, but the

“…China wants to have more than 90 percent of its population covered by some sort of basic medical insurance by 2011…”

Beijing has said it will spend $124 billion over the next three years building thousands of clinics and hospitals and expanding basic health care coverage to 90% of the population.

China is laying out plans to dramatically reform its health care system by expanding coverage for hundreds of millions of farmers, migrant workers and city residents. To fix a system plagued by ris-ing costs and diminishing access, the country is moving away from the market reforms introduced in the 1980s and returning to a more socialist health care system. The World Bank announced this week that while China’s growing economy had lifted a half billion people out of poverty from 1981 to 2004, medical costs remained one of the top financial threats to low-income rural resi-dents. With that burden in mind, Beijing has said it will spend $125 billion over the next three years building thousands of clinics and hospitals and expanding basic health care coverage to 90% of the population.

China Healthcare Reform$124 Billion

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• Flight physician exams • Medical certificates• Organ transports • Central dispatch centre, staffed 24 hours a day• Rescue flights in crisis areas• Ambulance flights especially designed for children• Flights equipped with intensive care incubators• Medical escort on commercial flights• Patient transport to and from the airport • Patient return services• Transport of ICU patients (hospital to hospital)

• “Our primary goal is to provide optimal care to our patients. That’s why we don’t compromise: We use the newest equipment and hire only the best medical personal. Both our flights and medical crew are constantly tested. All of our crew members are fully current practitioners with extensive experience in their fields. This is the reason why our team is so strong.”

Roland Schoberth, CEO

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Lord Peter Levene the chairman of Lloyds, whilst on a visit to Hong Kong, has stated that, “Hong Kong is London, serving the International market: Shanghai is New York, serving the Continental market.” The new Big Apple opens up!

The reform is also aimed at improving the medi-cal supply system so that public hospitals and clinics are supplied with essential medicines with prices regulated by the government, according to the blueprint.

Other highlights include:

- The government to enhance the management and supervision of the operation of medical in-stitutions, the planning of health service develop-ment, and the basic medical insurance system.

- Public hospitals to receive more government funding and be allowed to charge higher fees for treatment. But they will be eventually banned from making profits through subscribing expen-sive medicines and treatment, which is a common practice at present.

The government will improve the public health net-work for disease prevention and control, health education, mother and infant health care, men-tal health and first aid services, according to the blueprint.

Public, non-profit hospitals will continue to be dominant providers of medical services, while more priority will be given to the development of grassroots-level hospitals and clinics in cities and rural areas, which are often ill-equipped and un-derstaffed.

In 1997, the State Council moved to correct the previous concept that medical services were a type of commercial product. In the next ten years, a series of medical reforms, such as the basic medical insurance for urban employees and the new cooperative medical scheme for farmers, were gradually implemented.

But when China began its economic reforms in the early 1980s, the system was dismantled as the country attempted to switch to a market-orient-ed health care system.

Due to low government funding, doctors at state-run hospitals were forced to “generate” incomes for the hospitals through prescribing highly-prof-itable, sometimes unnecessary drugs and treat-ment. In many places this could account for 90 percent of a hospital’s income.

Soaring fees plunged many into poverty and made medical services less affordable to ordi-nary citizens.

Statistics from the Ministry of Health show that the personal spending on medical services has dou-bled from 21.2 percent in 1980 to 45.2 percent in 2007, while governmental funding dropped to 20.3 percent from 36.2 percent in 1980.

After the founding of the People’s Republic of Chi-na in 1949, governments covered more than 90 percent of medical expenses for urban residents, while rural people enjoyed simple but essentially free health care.

The blueprint highlights the establishment of a ba-sic health-care system to cover all Chinese citizens to be formed on the basis of systems of public health, medical service, medical insurance and medicine supply.

But the central government admitted in 2005 that previous reform was “basically unsuccessful,” then started a new round of reforms that led to Monday’s plan.

The long-awaited document has been repeatedly delayed since the government unveiled a prelimi-nary version for public scrutiny in October last year. It has drawn wide attention and debates, and accordingly was revised many times.

2011. . .

Many factors were blamed for causing prob-lems – the huge development gap between cities and rural areas, low government funding, weak health-care facilities at grassroots level, and in-creasing disease burdens - despite the country’s effort to double the average life expectancy over the past 60 years.

Soaring medical bills further strained China’s so-cial security network, already burdened by expen-sive education, fast population ageing and unem-ployment. This forces many ordinary Chinese to save money, instead of spending, asprecautionary measures.

“The Government’s decision to spend more on public sectors such as health care comes at a crucial moment as the country strides to expand domestic markets to offset negative impacts from global economic downturn,” said Prof. Zhao Xi-jun, of the Renmin University of China.

The core principle of the reform is to provide basic health care as a “public service” to the people, which requires much more government funding and supervision.

The document said the government role in “formu-lating policies and plans, raising funds, providing service, and supervising” must be strengthened in order to ensure the fairness and equity of the service.

“This is the first time that basic medical services in China are clearly defined as a public service for all citizens, which is part of the essential rights of the people,” said Prof. Li Ling, of Peking Uni-versity.

The reform is aimed at “solving pressing problems that have caused strong complaints from the pub-lic,” the document said, referring to long-standing criticism that medical services are difficult to ac-cess and increasingly unaffordable.

State Council announced earlier this year aninvestment plan of 850 billion yuan (124 billion U.S. dollars) for the reform in three years.


Healthcare Redefined is an official voice of The China Healthcare Reform action plan, new CEPA 6 policies & the PRD agreements.

Dr. Sarah Barber, a World Health Organization official, said that the aim to improve equitable ac-cess to essential health care for all in China was “laudable.”

However, the success of the reforms will depend on how effectively this vision is implemented in different sectors and regions across China, Bar-ber said.The government plans to set up diversified medi-

cal insurance systems in order to have urban employees, urban residents who do not work or are self-employed, and rural residents covered by some sort of insurance plan.

The ratio of those covered by the basic medical insurance is expected to surpass 90 percent by- Central and local governments to increase invest-ment in the public health sector, grassroots-level clinics, subsidies for public hospitals, and basic medical insurance systems.

- Governments to increasingly regulate the pricing systems of medical services and medicines, with particular control on the price of basic services at non-profit hospitals and essential medicines those hospitals use.

- Supervision of medical institutions, health insur-ance providers, and pharmaceutical companies and retailers to be strengthened. Governments will also tighten monitoring of drinking water and food safety, and safety in the workplace.

Patients will be encouraged to use more grass-roots-level hospitals and clinics, which will be improved to provide more accessible and afford-able services. Comprehensive hospitals in big cities will be asked to provide more support to small, local hospitals in terms of personnel, exper-tise and equipment.


“If you are planning for a year, sow rice; if you are planning for a decade, plant trees; if you are planning for a lifetime, educate people”: Chinese Proverb.

16 should continue to be addressed through the International Civil Avia-tion Organization (ICAO). “ICAO is the right forum to reach a global sectoral approach to deal with avia-tion’s carbon emissions. I welcome the agreement’s reaffirmation of this as the industry continues to pursue its ambitious environmental targets to improve fuel efficiency by 1.5% per year to 2020, cap net emis-sions from 2020 with carbon neu-tral growth and cut net carbon emis-sions in half by 2050 compared to 2005,” said Bisignani.

Geneva - The International Air Trans-port Association (IATA) released the following comments in response totoday’s Memorandum of Consulta-tion on Second Stage Open Skies agreement between the US and the European Union: “It is disappoint-ing that, at this critical time, we did not make significant progress on the issue of ownership. The agree-ment was not a step backwards, but it did not move us forward.

IATA Statementon US-EUAgreement

International SOS Lends Advice in the Wake of Chile Earthquake

International SOS, a leading glo-bal provider of medical assistance, healthcare and security services, an-nounced it is providing medical, se-curity and evacuation advice to cli-ents who have employees based in Chile with its joint venture partner, Control Risks, one of the world’s leading security risk management consultancies.Since the earthquake struck Chile on February 27, 2010, Internation-al SOS has provided ongoing coun-sel to more than 50 organizations by providing critical advice that helped them enact their emergency response plans and decide the next logical steps for their international business travelers and expatriates. Call volume increased moderately over the weekend at the Internation-al SOS alarm center in Philadelphia so additional staff was added to as-sist travelers and their families who sought medical, safety or logistical advice.

In the majority of cases, international business travelers and expatriates

As healthcare & medicine were not within the WTO agenda, market en-try into China for overseas compa-nies and investors is subject to rigid controls and regulations. Now, for the first time, participants of this Conference will be able to have first hand information on the open door policy, from healthcare investment to the filing of applications to the SFDA on drug and medical equipment.

ChinaAnnounces New PRD Agreement

Furthermore, Hong Kong and PRD can be a convenient international hub for the exchange of medical in-formation with relation to control of infectious disease and development of drugs and medicine, promotion of integrated western and tradition-al Chinese medicine. With these major developments comes the need for education at an industry and government level and will see the launch of a bi annual c-level executive, healthcare event.

The Conference is the first of its kind in China allowing business matching opportunities and a trad-ing platform for the global health-care industries of all kinds, such as pharmaceuticals, medical equip-ment suppliers; investors; hospi-tals, specialist centers; healthcare service, medical assistance, air ambulance providers; and insur-ance companies.

The long-term financial sustainabil-ity of the industry is dependent on normal commercial freedoms. I urge both governments to keep this on the radar screen for urgent follow-up,” said Giovanni Bisignani, IATA’s Director General and CEO.

IATA welcomed the reaffirmation within the agreement that environ-mental issues leading up to COP-

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On April 7, 2010, Hong Kong and Guangdong Province signed a Pearl River Delta (PRD) Outline framework agreement in Beijing. The Agree-ment is similar to the free trade agreement between the USA and Mexico and that among the Euro-pean Countries.

Under the Agreement, Hong Kong companies can have direct access to PRD & China markets. The popu-lation of PRD is 50 million, Pan PRD covering 9 adjourning provinces is 500 millions and across China is 1.3 billion. In particular, the Agreement lifted the barriers for foreign healthcare and insurance industries to enter China should they be using Hong Kong as a bridging head. Under the current China healthcare reform, the government encourages foreign participation in healthcare related supporting industries to en-ter China. This includes healthcare investment, medical TPA, healthcare management, PPO or healthcare network management, healthcare service related IT and technologies, medical evacuations, air ambulance, cost containment, risk management and preventive medicines.

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Aetna Global Benefits LaunchesSocial Media Tool for itsInternational Members

AirMed International receivesEURAMI accreditation

Aetna Global Benefits (AGB) mem-bers now have access to an ad-ditional online resource designed to help them easily navigate their benefits and achieve their optimal health.

Aetna’s (NYSE: ΑET) international

Ultimately none of the states in USA passed cosmetic medical procedure taxes in 2005 and it was repealed finally even in New Jersey. In Cali-fornia, the capital of cosmetic sur-gery, such procedures are tax-free. Even the recent attempts to impose it again, did not materialize due to stiff opposition. In India, this tax is expected to cre-ate similar situation in future. The to-tal revenue loss in Medical Tourism in India is likely to be far more than the cosmetic surgery tax collected. There is a serious need to review this tax inunion Budget of 2010 for revival of medical tourism in India.

Medical tourism revival needsCosmetic Surgery tax abolition

Taxing the cosmetic surgery has se-verely hampered its growth in India in last one year. Medical tourists ar-riving in India for Cosmetic Surgery have drastically fallen due to sudden rise in costs. Cosmetic Surgery has been the biggest attraction during past years amongst all the medical procedures opted for by overseas patients.

While recession in western world and post 26/11 adverse reports about law and order situation in In-dia werealready taking the toll on Medical tourism industry in India, introduc-tion of Cosmetic Surgery tax has further caused major damage to this upcoming industry. In view of the upcoming Commonwealth Games (CWG), medical tourism option, of undergoing an elective Cosmetic Surgery or a Botox or Juvederm jab, was supposed to be a big draw for foreign tourists. But this may not be so in view of rise in prices of cos-metic surgeries in India. In Union Budget 2009, the Finance minister of India had imposedservice tax on Cosmetic Surgery, making it the first medical specialty to be burdened with service tax in India. According to Dr K M Kapoor, Director, AntiClock and Founder of top Indian Plastic Surgery website - www.indiaplasticsurgery.com, “A

AirMed International, the leading U.S. air ambulance company, announced today it has earned full accreditation from the European Aero-Medical Insti-tute (EURAMI). EURAMI is a Stuttgart, Germany, based non-profit associa-tion of air medical professionals and operators from 27 countries in and outside Europe.

The association aims to promote air rescue and to develop and harmo-nize quality standards and to improve patient care and safety in air medical transports.

“Being recognized by the only two ac-crediting bodies within the transport industr y-- CAMTS and EURAMI -- rep-resents our continued commitment to excellence in all aspects of our opera-tion,” said Jeffrey Tolbert, President and CEO of AirMed International. Chosen as air medical transport for the world-famous Mayo Clinic as well as a preferred carrier for the U.S. Department of Defense, AirMed oper-ates a fleet of fully customized fixed-wing aircraft from its headquarters in Birmingham, Alabama, with addition-al U.S. bases in Hawaii, Minnesota and Ohio. AirMed is the first U.S. air ambulance with permanent bases in Hong Kong and Beijing, China.

internationalsos.com) helps organi-zations manage the health and security risks facing their travelers and international expatriates. Us-ing its worldwide network of alarm centers, clinics, and over 60,000 health and logistics providers, the company offers local expertise, pre-ventative advice, and emergency assistance during critical illness, ac-cident, or civil unrest. International SOS provides medical and security information services, medical con-sulting, staffing support, occupa-tional healthcare, and healthcare management services globally. In 2009 the company handled over 1,200,000 cases, including nearly 18,000 evacuations. International SOS works in partnership with busi-nesses, governments and non-gov-ernmental organizations and cur-rently provides key services to 87 percent of the Fortune Global 100 companies. Working in some of the most inhospitable places on earth, International SOS offers internation-al standards of medical care where it is not available or where cultural and language barriers exist.

About Control Risks

Control Risks (www.controlrisks.com) is one of the world’s leading global business risk consultancies. As a trusted adviser to almost three quarters of the Fortune Global 500, we enable our clients to succeed in complex and hostile environments. We provide the information, advice and practical support they need to manage the political, security and integrity risks that come with doing business internationally.

have safely self-evacuated out of the devastated area of Concepción to the country’s capital, Santiago. Oth-ers have opted to leave Concepción via bus to Mendoza, Argentina, where travelers can access commer-cial flights home.

“When an earthquake or other natural disaster hits an area, we im-mediately collect intelligence, con-firm events and then give advice to organizations as well as business travelers and expatriates on recom-mended next steps,” says Suzanne Garber, Chief Operating Officer, Americas, International SOS. “Cli-ents who had well-defined emergen-cy response plans had their employ-ees self-evacuate to non-affected areas or travel to a nearby airport. At International SOS we work with companies before a crisis to ensure their emergency response plans are in place so everyone is prepared and organized to make the best de-cisions for their organizations and global workforce. In this instance, most travelers have opted to contin-ue their business in Santiago or wait for the capital city’s airport to reo-pen which is expected to take place within the next 24 to 48 hours.”

International SOS with Control Risks has deployed security specialists to Concepción to support any special requests and are expected to be in the area for at least 10 days.

“Some business travelers have called the International SOS alarm center to find transportation options to Mendoza based on their destina-tion and in some cases we’ve direct-ed them to a viable bus service or booked hotels or their commercial flights back home to help alleviate some of the stress this type of dis-aster naturally brings about,” said Garber. “And some just call for reassurance to verify that they are making the most logical and safe choices. These travelers are very much so showing a duty of loyalty and it’s encouraging that they are doing so.”

About International SOS

Operating in over 70 countries, In-ternational SOS (http://www.

business segment has launched its presence on Facebook, specifically designed to enhance the service experience for the organization’s more than 400,000 members lo-cated worldwide.

“We are committed to developing and leveraging online capabilities that can be accessed anytime from wherever our members are locat-ed,” said Donna Otten, head of Ae-tna Global Benefits. Our presence on Facebook is an extension of our commitment to provide them with enhanced, helpful service and valu-able information so they can make better-informed decisions about managing their health.” AGB will in-itially focus its efforts on creating an online community for its diverse and geographically-dispersed members and prospective individual custom-ers. This complements existing on-line member resources, such as the AGB secure member website. The organization’s page will include fre-quently updated information on itsinternational provider community of more than 61,000 health care pro-viders outside of the U.S. and ap-proximately 900,000 in the U.S., answers to frequently-asked benefits questions, news feeds and videos, and health and wellness information and resources provided as an ex-tension of the Aetna Global Health Connections program. Future efforts will provide content specifically tar-geted to its employer customers and brokers.

“Social media is an additional, in-novative way to engage and edu-cate our members on how to best use their plan benefits to achieve and maintain a healthy lifestyle,” added Otten. “We will continue to leverage the power of technology to deliver key information and resourc-es to our customers and members.”

About Aetna Global Benefits

Aetna Global Benefits, the interna-tional business segment of Aetna, is committed to helping create a stronger, healthier global community by delivering comprehensive health benefits and health management so-lutions worldwide. AGB’s expatriate business is one of the industry’s

largest and most prominent U.S.-based international health benefits providers, supporting more than 400,000 members worldwide.

Our expatriate offerings include medical, dental, vision, life, disabil-ity and emergency assistance. The organization’s health management business collaborates with health care systems, government entities and plan sponsors around the world to design and build locally-applied health management solutions to im-prove health, quality and cost out-comes.

For more information see:www.aetnaglobalbenefits.com.

big casualty of this tax has been Medical Tourism in India. There were high hopes of an ‘MT revolu-tion’ after the success of IT revolu-tion.

The projections of CII Mckinsey study, of India getting 1 million pa-tients and revenue of two billion dollars by 2012, would be improb-able to achieve by making Cosmetic surgery more expensive in India. In India, Cosmetic surgery has been a major contributor to the growth of Medical tourism industry before im-position of service tax. Overseas pa-tients would opt for surgery in India only if difference in prices is huge while getting the top level quality of service.”

Medical tourism concept involves healthcare outsourcing, whereinoverseas patients get cost effective and high quality care while Indiangovernment and hospitals earnsprecious foreign exchange from them.

In a study done in UK, 62 % of med-ical tourism business comes from Cosmetic Surgery and Cosmetic Dentistry. “By taxing these services, the Indian Government has made these procedures more expensive and Indian hospitals have become less price competitive as compared to the ones in Malaysia, Thailand etc. Governments of other Asian countries are promoting medical tourism and cosmetic surgery indus-try with more incentives so as to get more revenue from medical tourism” said Dr K M Kapoor.

Also, this decision has put Plastic Surgeons, who perform some of the most complex and challenging surgeries in medical field, in the same bracket with ‘beauty services’ provided by beauticians as beauty parlour services are already under service tax net.

The New Jersey in US had set a precedent when it became the first and only state in USA to tax Cos-metic Surgery procedures during its 2004 legislative session.

The tax was predicted to gener-ate $24 million in the first year, but brought in only $6.8 million.


About CMN Inc.

CMN Inc. is recognized as theservice leader in borderless health-care management and cost contain-ment. Founded in 1995, CMN Inc., a Europ Assistance Company, is an international health management company that asists clients – includ-ing insurance companies and gov-ernment entities, and their insured members – to successfully navigate the increasingly complex global healthcare system with economic ease.

Our medical case management, North American and international proprietary provider networks, cus-tomized services, and technology are all seamlessly interwoven to en-sure patients receive the best possi-ble medical care and service, while reducing and managing our clients’ risks and costs.

As a member of the Europ Assist-ance Group, the company that cre-ated the concept of Travel Assist-ance over 40 years ago, CMN is able to provide clients with access to an exceptional international net-work. With a presence on five con-tinents, and a network consisting of over 7,000 acute care facilities and over 400,000 physicians and spe-cialists offering assistance in over 130 countries, CMN is your most

able to provide all insurance prod-ucts at competitive prices and in line with the latest FSA regulations.”

Ben Smart Corporate & Travel Sales Director for Mondial Assistance in the UK added, “Mondial Assist-ance has considerable experience in providing fully branded online insurance products, and we are particularly excited to be continuing our successful relationship with last-minute.com. In tough times such as these it is a great encouragement for us to renew such a prestigious and important contract, and we look for-ward to developing new, bespoke, solutions for the website’s customers and further increasing ancillary rev-enue.”

International leader in Assistance, Travel Insurance and Personal Serv-ices, today the Mondial Assistance Group counts more than 9 817 employees who speak 40 different languages and work throughout the world with a network of 400,000 service providers and 180 corre-spondents. 250 million people, or 4% of the world’s total population, benefit from its services, which the Group provides on all five conti-nents. Mondial Assistance is a mem-ber of the Allianz Group.

Working together to ensure that global policies are supportive of the sustainable growth of tourism and position travel and tourism as one industry speaking with one voice were some of the challenges highlighted by UNWTO Secretary-General, Taleb Rifai, speaking on the occasion of the opening of this year’s ITB Travel Trade Show (Ber-lin, Germany, 10-14 March 2010).

ITB 2010 kicks off as the tourism industry is starting to leave behind one of the most difficult years of its history, after international tourist ar-rivals fell by 4% in 2009, while

UNWTO SecretaryGeneral Calls Uponthe Tourism Sectorto Speak with One Voice BERLIN,GERMANY

AirMed is now the only air ambu-lance program in the world to hold both CAMTS and EURAMI accredi-tation in addition to U.S. Depart-ment of Defense approved air car-rier status. EURAMI Accreditation Standards are periodically revised criteria to assess an air medical service’s level of quality in terms of capabilities, medical manage-ment and qualifications, aircraft’s configuration and equipment, op-erational issues, communications, management policies, and quality management.

CMN Inc. employeespitch in for Haiti

Commitment to social responsibil-ity reaches new heights in response to disaster TORONTO, February 22, 2010 – The catastrophic earth-quake that struck Haiti near the country’s capital of Port-au-Prince in early January resulted in hundreds of thousands of people left dead or injured. It also left the island state in tremendous need of food, water, medical care, and shelter to meet the most basic needs of its citizens.

CMN Inc.’s employees heard about the devastation that had occurred in Haiti and immediately responded. Through raffles, bake sales, person-al donations, and other fundraising efforts, the team raised over

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LASTMINUTE.COM Renews Travel Insurance Agreement.

Mondial Assistance selected to con-tinue providing insurance cover in new Pan-European contract

Mondial Assistance in the UK has signed a new three year pan-Euro-pean contract with lastminute.com, the UK’s leading online travel and leisure retailer. Around 1.65 million people log on to lastminute.com every week to bag the best deals, and someone books a holiday on the site every 15 minutes. Under the new agreement, Mondial Assistance will deliver online travel insurance and assistance solutions* to cus-tomers booking flights, city breaks and package holidays through last-minute.com, across France, Ger-many, Italy, Spain and the UK. Cus-tomers are offered travel insurance during the booking process, with a range of competitive quotes provid-ed by Mondial Assistance.

Nick Smith, Group Head of Travel Extras, lastminute.com, comments, “Our partnership with Mondial over the past eight years has been ex-tremely successful, and this agree-ment confirms our relationship throughout Europe and provides the opportunity to increase ancillary rev-enue sales dramatically. The service we, and our customers, receive from Mondial Assistance has been of the highest quality, and we are delight-ed to be continuing our partnership for at least another three years.

“Over the coming months we will be working together to look into possible new products and services for our customers, including Missed Event insurance and insurance for Hotel Only bookings. Working closely with Mondial we are abso-lutely confident that we will be

The company’s website can be found at www.airmed.com.

About European Aero-Medical In-stitute EURAMI is a non-profit asso-ciation of air medical professionals and operators from 27 countries in and outside Europe aiming to pro-mote air rescue and to develop and harmonize quality standards and to improve patient care and safety in air medical transports. AirMed International and its subsidiaries, AirMed Asia and AirMed Hawaii, currently hold accreditation from the U.S.-based Commission on Ac-creditation of Medical Transport Systems (CAMTS).

$2,500 toward disaster relief within a few short days. After witnessing the generous and heartfelt efforts of CMN’s employees, the company’s leadership team immediately ap-proved a corporate match of the total amount raised. And with the Government of Canada matching donations for Haitian disaster re-lief, CMN’s total contribution was almost $10,000 in financial aid for the people of Haiti!

“There are many reasons for me to be very proud of CMN staff,” said Alex Kroon, President and Chief Ex-ecutive Officer of CMN Inc. “Our employees assist and serve every day, but really pushed themselves to support Haiti. The coordinated ef-forts of our staff, CMN, and govern-ment demonstrate our commitment to social responsibility.”

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earnings are estimated to have fall-en by approximately 6%.

The return of growth to international tourism in the last quarter of 2009 and the first results from January 2010 suggest that recuperation is underway. In this framework, UN-WTO forecasts a growth of 3% to 4% in international tourist arrivals for 2010.

“Though there are positive signs emerging from the global economy, we all recognize that recovery is still weak, uneven, easily revers-ible and that many downside risks remain”, said Mr. Rifai. “It is there-fore key to devise ways for tourism to be well positioned in any new economic cycle”, he added. At the same time, Mr Rifai high-lighted the lessons learned from the UNWTO Roadmap for Recovery process: countries which were quick in reacting and implementing meas-ures to mitigate the crisis have seen that their initiatives have made a dif-ference. He also recalled that “tour-ism can rapidly create jobs” inviting the sector to consider a “collective initiative that stimulates the preser-vation and creation of decent jobs and qualifies human resources to be part of the transformation to the green economy”.

In considering the roots of the still persisting challenges, Mr. Rifai said “it seems that our global economic order and our global ecological balance are both challenged at the same time”. He added, “the entire development model of the last 60 years seems to be unsustainable and in question”.

Against this backdrop, UNWTO Secretary-General underscored that “recent developments have revealed some of the structural weaknesses of our sector, both within the private and the public realms.”


About Initiare International

Initiare International Group Ltd is adynamic and powerful internationalmedia organization operating in the global travel and health insurance and emergency, cross border health-care markets, worldwide. Initiare In-ternational is the only company, on a global scale, that educates at an industry and government level, by providing interactive and advanced platforms of communication for in-dustry and government healthcare buyers, sellers and policy makers.

Initiare International and their as-sociated partners deliver over 40 years of industry experience and ex-ist due to the massive demand from the global healthcare industry. Our mission is to bridge the information gap between the West and the East, the developing and developed the buyer and the seller, the Govern-ment and the Industry. Initiare Inter-national assists world leaders and industry leaders achieve in days, what traditionally takes months and miles. Initiare International is a di-verse, turnkey media solution pro-vider that integrates the best people and technology to deliver powerful, next generation events, magazines and conferences on a global scale.

Read more Initiare International Group news here: http://biz.prlog.org/Initiare

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Initiare International launch crossborder healthcare provider network

• International debt recovery• Medical teams for medical escorts and air ambulance flights worldwide• Third party administration• Worldwide air ambulance services from accredited air ambulance owners and operators• Worldwide repatriation• Worldwide Repatriation of human remains

Initiare International has key rela-tionships with governmental policy makers and regulators and industry decision makers alike.

• A travel insurance underwriter who may insure your workforce for the annual company overseas meeting• A cost containment company in Europe, who may monitor cases, prevent fraud and investigate where needed?• An Expatriate health insurance underwriter that may provide world-wide travel protection and coverage for your highly skilled expat workforce?• A medical team who may escort you on a commercial flight?• A vacuum bed for in an emergency situation?• A company that may offer air ambulance services from all of the Greek islands?• A company that may offer complete disaster recovery preparedness plans and training?

If you have answered yes then our network can and will assist you. The above situations are some real life scenarios where we have intro-duced the buyer, with the seller.

Meet The M.A.N networking solu-tions will certainly know a leading cross border health executive, at a leading cross border health compa-ny who may help and assist you.

Specific countries we cover: Austria, Canada, China, Comoros, Germa-ny, Gozo, Greece, Hong Kong,Indonesia, India, Luxembourg, Macau, Malaysia, Singapore, Malta, Thailand, Turkey, Mauri-tius, Madagascar, Romania, Rus-sia, South Africa, United Kingdom, USA.

Specific services our network offers:

• Air ambulance brokerage• Claims handling & administration• Cost containment, control, case monitoring, fraud prevention & investigation• Emergency travel medicine and onsite healthcare services in remote and rural areas• Executive Jet charter• Funeral services

Healthcaresuffers due tode-lays intechnologyroll-out

HEALTHCARE in Scotland is being compromised by slow progress in introducing new computing systems to the NHS.

MSPs have warned that the devel-opment of “clinical portals” to allow access to patient records across the NHS in Scotland, is “slow and in-consistent” across the country.

The Scottish Parliament’s health com-mittee also said that “telehealth” projects, which allow care without the need for patients to travel long distances, had also been slow to get off the ground and targets should be set so all patients can benefit from them. The report said there were major issues, such as making sure patient confidentiality was safe-guarded, to be addressed if Scot-land was to become a world leader in electronic health.

The committee echoed the concerns of doctors in making sure measures were put in place to ensure confi-dentiality was not compromised.

Health professionals and the Scot-tish Government, giving evidence to the committee, pointed to greater levels of security and traceability of access to electronic portal sys-tems compared to traditional paper records.

But they also acknowledged “a culture amongst some NHS staff of sharing IT usernames and pass-words”.

The committee called for a code of conduct to be put in place to make sure records were not accessedinappropriately.

The MSPs also raised concerns about resistance to increased use of tele-health projects, such as usingvideoconferencing for appointments in remote areas.

They added that there was also a lack of a national assessment of such projects to allow them to be

IATA AppointsWilly BoulterAs RegionalVice President Asia-Pacific

Singapore - The International Air Transport Association (IATA) has ap-pointed Willy Boulter as Regional Vice President for Asia-Pacific.

As Regional Vice President, Boul-ter will be responsible for Member and Government Relations, and will oversee all IATA’s initiatives in Asia-Pacific. Boulter brings to IATA over 30 years of industry experience, including 20 years with Cathay Pacific in various positions in Hong Kong, Canada, India, Japan, the Philippines, and the USA. Boulter joins IATA from Gulf Air where he was the Chief Commercial Officer. Prior to Gulf Air, Boulter was Chief Executive of Sky Express, Russia’s first low cost carrier, and had held senior management appointments at Virgin Atlantic Airways and South African Airways.

“I welcome Willy to IATA at a critical moment for aviation. After a decade in which the global industry lost an average of US$5 billion a year, cut-ting costs and improving efficiency is a global challenge. At the same time, we must look forward with optimism for Asia Pacific’s future as a leading player. Last year travel within Asia eclipsed North America as the world’s largest market.

Willy will lead IATA’s support for this growing region across the fullspectrum of industry issues,” said Giovanni Bisignani, IATA’s Director General and CEO. “I am excited to return to Asia-Pacific, where I spent

Chance to Meet Employees Work-ing to Improve Health Care

David Cordani, president and CEO of CIGNA (NYSE: CI), invitedPresident Obama to meet some of the dedicated employees of CIGNA who work tirelessly to provide health services that help ensure the health and well being of millions of indi-viduals. The president will be in the Philadelphia area, where CIGNA is headquartered, on Monday, March 8 to discuss health care reform.

The invitation is a follow up to the constructive dialogue between the president, Health and Human Services Secretary - Kathleen Sebe-lius- and the CEOs of the country’s largest insurers, which took place on Thursday, March 4 at the White House.

“While the president is in Phila-delphia discussing health care re-form, we wanted to extend to him an opportunity to meet with some of our employees and hear how they work, day in and day out to help to advance our mission of im-proving the health and well being of the nearly 11 million individu-als we serve,” said Cordani. “We urge continued discussions with all stakeholders in the system in order to produce reforms that will not only increase access, but also contain costs and improve quality of care for all Americans. Only by achiev-ing all of these objectives can we put our country’s health care system on a sustainable track.”

CIGNA CEO InvitesPresident Obama toCIGNA Headquartersduring Philadelphia Visit

Leading online publisher and con-tract conference organiser Initiare In-ternational offer “Meet the M.A.N” networking services to cross border healthcare executives worldwide.

For the past 24 months Initiare In-ternational have been shepherding buyers and sellers together through an intelligent business development program called Meet The M.A.N (money, authority, need). The intro-duction and personal networking service, a value added solution for companies in these hard economic times simply matches needs, wants and desires with supply and de-mand in the global health industry.

Source new avenues of revenue; uncover and tap new emerging markets; source better, value added service providers & suppliers; meet personally key influential decision makers who have a high demand for your product and service – im-prove the bottom line, improve the quality and in turn deliver a higher standard to your future – the client.

It isn’t rocket science but neither is brain surgery, Meet The M.A.N rep-resents leading international, cross border, healthcare service provid-ers; global underwriters of health, travel, expat and IPMI insurance products; international assistance organisations together with more local, extended arms of assistance in some of the world’s most chal-lenging environments. The network is expansive and delivers an ec-lectic mix of all types of healthcare service providers, plus the payor themselves.

What do you want? What do you need? What do you desire?

• A share or stake in a company you wish to eventually purchase• An accredited air ambulance

“There is clearly a need to revisit our business models in order to master innovation and technology as much as there is a need to develop com-prehensive, clear and strong public policies. We cannot build a mean-ingful public-private partnership without strong, healthy and iden-tifiable national public policies on travel and tourism”., he concluded.

The written invitation was delivered to the White House on Thursday, March 4.

To learn more about CIGNA, visit www.cigna.com.

owner for an emergency medivac out of Indonesia

rolled out across the country.

Committee convener Christine Grahame said technology had the potential to improve the quality of care for Scottish patients.

“However, our committee report reveals that the government has some work to do in encouraging health boards to use and evaluatethis technology.”


As part of this collaboration, the AMA has selected Ingenix Care-Tracker™ as the first electronic health records (EHR) system of-fered through the AMA’s new online health information solutions platform for physicians. The AMA platform will enable physicians to assess and meet their clinical and practice needs. It will provide physicians ac-cess to information, products and services with a single, secure sign-on.

The AMA platform, which will launch nationwide later this year, is currently being beta tested in Michi-gan in collaboration with the Michi-gan State Medical Society.

“Increasing use of EHRs and health information technology overall will be essential to improving patient outcomes and reducing the admin-istrative burdens on doctors,” said AMA Immediate-past Board Chair Joseph M. Heyman, M.D. “Ingenix CareTracker is an excellent example of a health information technology that will help advance physicians’ adoption of tools that will enhance care quality and improve patient safety.”

“Ingenix and the AMA will help doctors adopt health IT systems that reduce time spent on administrative tasks and enable them to devote more of their time to patient care,” said Bill Miller, executive vice presi-dent of Healthcare Delivery Systems at Ingenix. “Ingenix CareTracker integrates patient medical records and e-prescribing tools into the phy-sician’s workflow. By selecting Care-Tracker for its platform, the AMA is helping physicians make smarter, more practical decisions about tech-nologies to support their practice.”

American Medical Association & In-genix Are Working Together to Help Physicians Adopt and Implement Electronic Health Records

The American Medical Association and Ingenix Are Working Together to Help Physicians Adopt and Imple-ment Electronic Health Records New

AirMed Usa Joint venture in China

AirMed Asia, a subsidiary of lead-ing U.S. air ambulance company AirMed International, has entered into a joint venture agreement with China-based Asia Air Medical (AAM) in which the two companies will cooperate in the Greater China region (People’s Republic of China, Hong Kong, Macau and Taiwan) to expand air medical transportoperations.

“We are very pleased to partner with Asia Air Medical to expand AirMed’s coverage area beyond Hong Kong,” said AirMed Inter-national CEO Jeffrey Tolbert. “This will allow both of our companies a greater geographic reach in provid-ing the citizens of Asia with the best medical transport available.”

IFRA Assistance renews advertising, sponsorship and marketingconsultancy contract with leading cross-border-health media company, Initiare International

Following an extremely successful past 12 months working together, leading travel and medical assist-ance company, IFRA Assistance, are proud to announce their contin-ued sponsorship of the Initiare Inter-national’s, cross-border-healthcare website, initiatehealth.com.

IFRA Assistance has been delivering worldwide travel protection for the global citizen for 18 years and was founded on the technical plateau of the International Flight Rescue Serv-ice Austria (IFRA). IFRA Assistance is one of the very few independent in-ternational assistance organizations which puts itself into the service of travelers worldwide. Providing on-the-spot vehicle and medical assist-ance, legal protection, and claims adjusting services, IFRA Assistance is an organization dedicated to providing an optimum service for its clients outside their home area or outside their field of expertise.

The contract delivers international marketing consultancy, online web advertising on www.initiatehealth.com and a sponsorship of all relat-ed media, web sites and magazines published by the Initiare Interna-tional group. IFRA Assistance also benefits from a further year working with the next generation Initiare In-ternational networking service Meet The M.A.N. :-an intelligent busi-ness development solution. It has been instrumental in securing key meetings with potential buyers and value-added healthcare service pro-viders for IFRA Assistance.

the first 20 years of my career. Asia Pacific is the future of this industry and the place that I feel most at home. With the IATA Asia Pacific team, my priority is to deliver re-gional leadership on global indus-try challenges. IATA brings solutions to meet the challenges and take ad-vantage of the opportunities gener-ated by the region’s growth. These include improving service and cut-ting costs withSimplifying the Business, global standards on safety with IOSA and ISAGO and a united industry target to tackle environment with a 50% net reduction in carbon emissions by 2050 compared to 2005,” said Boulter.

Asia-Pacific is today the world’s largest aviation market. In 2009, 647 million people flew within Asia-Pacific markets. This is larger than the 638 million who travelled within North America in the same year. By 2013, growth will result in an additional 217 million people flying within Asia-Pacific account-ing for almost a third of the global industry. The mission of IATA is to lead, represent and serve the air-line industry. IATA brings together some 230 member airlines, includ-ing the world’s largest. Flights by these airlines account for 93% of all international scheduled air traffic.

CIGNA to Hire 115Customer ServiceRepresentatives within90 Days

•Companyhashiredasmanyas 70 employees since Jan. 1, 2010•TrainingclassesstartinJuly, August, and September•Employeesreceivecompetitive benefits SCRANTON, Penn. CIGNA has an-nounced plans to fill approximately 115 open customer service repre-sentative positions at its Montage Mountain location service center. Customer service representatives help customers, hospitals and doc-tors get answers to their questions,

and 2008 and has flown more than 15,000 global transport missions.

For more information, see AirMed’s website at: www.airmedasia.comor call: +852-3756-3680 in HK

process claims and serve as the go-to people for those who need help.

“Our company offers customers ac-cess to service 24/7, 365 days a year, and we need skilled employ-ees to help CIGNA deliver on this service commitment,” said Frank Leggat, Customer Service Director for CIGNA’s Scranton office. “Hav-ing the bes’ people allows us to con-tinue delivering consistent and reli-able service to our customers.” Interested candidates may apply on the careers link at www.cigna.com. Training classes will be stag-gered throughout July, August and September. The company is committed to em-ployee wellness, offering a com-plete fitness center, including a walking route, exercise classes, an on-site clinic with a full-time nurse practitioner and a medical assistant, and Employee Assistance Programs. The facility also has lactation cent-ers for nursing mothers. In addition, the facility features ergonomically correct workstations, a sound mask-ing system to mitigate ambient noise and a full-service cafeteria that in-cludes grilling stations. The facility has state-of the-art computer and phone systems CIGNA employees at the Northeast Pennsylvania of-fice have volunteered for a range of projects important to the community such as March of Dimes Walk for Babies, The Susan B. Komen Race for the Cure, American Cancer So-ciety Daffodil Days, the Humane So-ciety, The American Red Cross, and the United Way.

AMA Online Platform Will Provide Physicians Nationwide Access to In-genix CareTracker Electronic Health Record System

Ingenix and the American Medical Association (AMA) are working to-gether to help physicians use health IT systems to enhance patient care, simplify administration and improve clinical efficiency.

Miller added that Ingenix CareTrack-er can help physicians demonstrate “meaningful use” of an EHR system, which is necessary to qualify for up to $44,000 in federal incentives, provided through the American Re-investment and Recovery Act, to im-plement the technology.

Ingenix CareTracker is an afford-able, Web-based practice manage-men t and electronic health record solution that requires no expenditures for IT, hardware or maintenance. The ability to integrate patient medi-cal records and e-prescribing tools into the regular workflow is one of the capabilities physicians will find most useful as they participate in the AMA’s health solutions platform.

With CareTracker, physicians can also enter, retrieve and correlate patient information at the point of care. The CareTracker system fully integrates with all the operational functions of a physician practice, simplifying administrative tasks, such as billing, scheduling and doc-umentation.

For more information, visit www.in-genix.com/ehr.

The joint operation will feature stra-tegically stationed Beechjet aircraft permanently configured for medical flight, with initial operations com-mencing in Beijing and Shanghai. The aircraft will be Chinese regis-tered, providing access to most do-mestic airports in China and a cen-tralized geographic proximity for all transports. AirMed Asia will staff the aircraft with medical teams and uti-lize its highly acclaimed 24/7 dis-patch and medical coordination sys-tem to guarantee the highest quality of patient care and transportation.

“Our plan is to establish a new Chi-nese communication center in the near future as well as more bases in the western region of China,” said Asia Air Medical CEO Wilson Kao.

Asia Air Medical (AAM) is the first dedicated air ambulance service in China. It was recognized for its importance and needs especially after the 2008 Sichuan province earthquake. In upholding the prin-ciple of “providing a much needed service to the Chinese community,” AAM will take on the role of air medical transportation service pro-vider in partnership with AirMed’s renowned worldwide experience to expand operations into domestic airports within China.

AirMed Asia is the first and only USA air ambulance company with a base in Asia. It operates a state-of-the-art Hawker 800 medical jet from Hong Kong. In April, 2009, AirMed Asia was awarded full accreditation from the Commission on Accredita-tion of Medical Transport Systems (CAMTS), the highest standard pos-sible for an air medical transport service.

AirMed Asia, the only accreditedprogram in Asia, is one of only fourinternational programs to achieve this status.

U.S. based AirMed International is the parent company of AirMed Asia and operates a fleet of medical air-craft from multiple worldwide bases. AirMed is a consecutive, two-time winner of the International Travel Insurance Journal’s “Air Ambulance of the Year” award in 2007


About UnitedHealthcare

UnitedHealthcare (www.united-healthcare.com) provides a full spectrum of consumer-oriented health benefit plans and services to individuals, public sector employers and businesses of all sizes, includ-ing more than half of the Fortune 100 companies. The company or-ganizes access to quality, afforda-ble health care services on behalf of approximately 25 million individual consumers, contracting directly with more than 600,000 physicians and care professionals and more than 5,000 hospitals to offer them broad, convenient access to services na-tionwide. UnitedHealthcare is one of the businesses of UnitedHealth

Christopher Knight, Managing Di-rector of Initiare International, com-mented on their success, “It’s been a great experience working with Dr. Christian Steindl, the Managing Director of IFRA Assistance and a pleasure to help him develop his-international brand and business strategy. IFRA Assistance has an ex-cellent reputation which is built on 18 years of front-line experience, delivering quality-driven, travel pro-tection services for the global citi-zen. To work with IFRA Assistance as a key consultant and media ad-visor is indeed a pleasure and we look forward to continuing with our successful, win-win, business rela-tionship.”

Ironically, Dr. Christian Steindl, was unavailable for comment, at time of print, due to being in a closed-door meeting with a very well known po-tential client, set up by the Initiare International Meet The M.A.N net-working service.

For further information and full contact details of IFRA Assistance please visit the online cross- border-healthcare buyer’s guide at http://www.initiatehealth.com

Towers Watson, UnitedHealthcare Partner to Design Innovative Solution for Employer-Based Retiree Health Programs

New Retiree Health Collaborative gives employers a simple alternative to managing their own retiree medi-cal programs while enhancing the value of retirees’ health benefits

Towers Watson, a leading global professional services company, and UnitedHealthcare, a UnitedHealth Group (NYSE: UNH) company, have partnered to develop the Re-tiree Health Collaborative, a new health care coverage solution for re-tirees and employers. The Collabo-rative is a unique model that seeks to preserve employer-supported retiree health benefits by combining the

Singapore-China collaboration invests $2 million to strengthen pri-mary healthcare delivery in South-ern China

The training program is expected to benefit up to 5,500 healthcare pro

PHILADELPHIA - CIGNA (NYSE:CI) announced today that it is temporar-ily lifting certain pharmacy restric-tions in order to aid individuals in Tennessee impacted by the severe flooding this past weekend.People insured by CIGNA in the im-pacted counties in the state of Ten-nessee can refill prescriptions early without prior approval.

“The health and well-being of the individuals we serve is our primary concern,” said Susan Gaca, Direc-tor, CIGNA Disaster Response Team. “We hope that during times such as this, these actions will provide some relief to those impacted.”

This temporary measure is in place until May 8, 2010.

Customers with questions or con-cerns are encouraged to call the customer service phone number on their CIGNA ID card or the CIGNA nationwide customer service tele-phone number at 1.800.CIGNA24 (1.800.244.6224) for additional information about the waivers.

About CIGNA

CIGNA (NYSE:CI), a global health service company, is dedicated to helping people improve their health, well being and sense of security.

Initiate Health Dot Com launch cross-border-healthcare, online roundtable discussions and debates: providing travel protection and emergency healthcare assistance services in the Eastern Mediterranean.

Leading cross-border-healthcare we-bsite, Initiate Health Dot Com, is proud to announce the launch of their first online, virtual roundtable.

In an Initiate Health exclusive, Chris-topher Knight, Managing Director of Initiare International, speaks with Dr. Dimitris Koliniatis, M.D. of Athens Assistance; Daryl Johnson, Medical Tourism Consultant Marm Assistance, and, Marcel Kadoche, International Network and Develop-ment Manager of Goral Assistance Ltd. The roundtable exclusive looks at how to deliver professional travel, medical, technical and legal assist-ance in the East Mediterranean.

Commenting on the exclusive round-table feature, Christopher Knight said, “Geographical, cultural and political issues are all factors af-fecting the Eastern Mediterranean region and represent current obsta-cles in the delivery of emergency medicine and cross-border-health-care assistance. It is a widely vary-ing and somewhat disparate region that requires professional, specific, local knowledge to deliver travel, medical, legal and technical as-sistance to tourists, business travel-lers, expats and the new breed of health traveller. The first ever online roundtable debate can educate all cross- border-healthcare profession-als worldwide and it has been a pleasure working closely with some

CIGNA Offers Assistancein Tennessee to IndividualsImpacted by Flooding

expertise and services of a lead-ing benefits consultant with the na-tion’s largest provider of Medicare plans. By pairing the two national firms, the Collaborative will help businesses reduce the financial and administrative burden of offering health coverage while providing Medicare-eligible retirees best in class coverage options.

The Retiree Health Collaborative breaks new ground in the retiree benefit marketplace, offering asimplified and comprehensiveapproach to employers that want to continue to support their retirees but do not have the time or resources to administer the program themselves.

By shifting management of theirretiree medical program to theCollaborative, including plan de-sign, communications, customer service, and health education, em-ployers are able to significantly ease their administrative burdens and associated costs. The assist-ance of UnitedHealthcare and Towers Watson gives employers full flexibility in benefit design and financial commitment while giving retirees access to a wide array of affordable health care options. A customer service team that is deeply knowledgeable in retiree health is-sues provides a concierge service to help retirees select the best plan choice for their personal situation at enrollment and answer questions about their Medicare coverage.

“Retiree health programs are costly and complicated, straining company resources in an already difficult busi-ness environment,” said Dave Os-terndorf, senior Health and Group Benefits actuary at Towers Watson. “Employers have been slow to take advantage of the individual retiree health benefit market and improved purchasing arrangements created by the Medicare Modernization Act, largely due to the complexities of transitioning to, and administrat-ing, these plans on behalf of their re-tirees. The Retiree Health Collabora-tive is a new solution that leverages a variety of private Medicare plan alternatives that have evolved over the last four years and provides

a framework for continued innova-tion.”

Depending on how an employer chooses to structure its retiree pro-gram offering through the Collabo-rative, retirees often see an increase in benefit coverage coupled with reduced plan premiums and/or out of pocket costs.

“The Retiree Health Collaborative will help employers preserve a valuable program for retirees, and in many cases enhance their offer-ings,” said Joe Altman, chief actu-ary for employer retiree solutions at UnitedHealthcare. “This program can help prevent employers from having to choose between fulfilling their retiree health care obligations and focusing on their bottom line. It is possible to do both. The Retiree Health Collaborative is the best op-tion for delivering retiree health ben-efits available today.”

The Retiree Health Collaborative is currently available to employers with 500 or more retired plan par-ticipants. Launched on a limited ba-sis in late 2009, the Collaborative already includes seven organiza-tions from various industries and ge-ographies representing in excess of 25,000 retirees. The Collaborative will continue to evolve with the mar-ket, incorporating new products for both pre-Medicare and Medicare retirees and providing additional options for employers and their re-tirees.

Group (NYSE: UNH), a diversified Fortune 50 health and well-being company.

About Towers Watson

Towers Watson (NYSE, NASDAQ: TW) is a leading global profession-al services company that helps or-gani zations improve performance through effective people, risk and financial management. The com-pany offers solutions in the areas of employee benefits, talent manage-ment, rewards, and risk and capi-tal management. Towers Watson has 14,000 associates around the world and is located on the web at www.towerswatson.com.

CIGNA Corporation’s operating subsidiaries provide an integrated suite of medical, dental, behavioral health, pharmacy and vision care benefits, as well as group life, ac-cident and disability insurance, to approximately 46 million people throughout the United States and around the world.

To sign up for email alerts or an RSS feed of company news, log on to http://newsroom.cigna.com/rss/.

very important individuals who put this theory into practice every day, and save lives by doing so.”

The first Initiate Health, online round-table goes live today and delivers the views of three long standing emergency healthcare profession-als. One only has to check the map to understand the varying demands on cross-border-healthcare services across the region especially with the myriad of small islands where you couldn’t even land a high speed jet air ambulance.

The Initiate Health Dot com roundta-ble members have responded to the launch of the first roundtable in an extremely positive manner:

“…You have done an outstanding job. It looks great...” Marcel Kadoche International Net-work and Developments Manager Goral Assistance

“…Everything is well done…” Dr. Dimitris Koliniatis, Director Ath-ens Assistance.

“…Looks awesome, we thank you again…” Mr. Daryl D. Johnson Health / Medical Tourism Consult-ant Marm assistance

To read the complete Initiate Health Dot com cross-border-healthcare roundtable free of charge, please visit http://www.initiatehealth.com today. To contact our roundtable members directly simply go to the Initiate health online buyer’s guide and network directory.

To request further detailed infor-mation on the Initiate Health Dot Com network please visit Meet The M.A.N on Initiate Health and fill in our online, healthcare service pro-vider request form.

www.initiatehealth.comwww.initiare.comwww.sharparraywebhosting.com


www.cmn-global.com now offers a better, more informative userexperience.

TORONTO, March 29, 2010 – In an effort to ensure CMN Inc.’s on-line presence better reflects our company’s industry leadership, we recently launched our updated web-site at www.cmn-global.com.

The new site has a cleaner look and feel, as well as information that will be updated regularly to ensure our clients, their members, and all us-ers get the most timely and relevant information possible. The site also includes a new blog that provides visitors with the unparalleled

primary healthcare professionals in Southern Fujian. With this training program, a culture of continuous education is cultivated when train-ees share their rich experiences with other healthcare professionals in Fu-jian. We are pleased to have our col-laborative partners from SingHealth and Temasek Foundation joins us in achieving these aims.”

SingHealth Academy, the training arm of SingHealth and training ad-ministrator for this program is work-ing closely with SingHealth Polyclin-ic, Fujian Provincial Health Bureau and the Xiamen Health Bureau to ensure the success of the program.

The Temasek Foundation–SingHealth Community Healthcare Clinical Leadership and Nursing Manage-ment Training Program in Fujian is the second collaboration that Sing-Health has formed with the Temasek Foundation, Singapore. The first, which was launched in September 2009, is the Temasek Foundation-SingHealth Training-of-Trainers Ini-tiative to equip healthcare leaders in North India with evidence-based management skills in healthcare pol-icy and practice to enhance health-care delivery.

About CMN Inc.

CMN Inc. is recognized as the serv-ice leader in borderless healthcare management and cost containment.

Founded in 1995, CMN Inc., a Europ Assistance Company, is an international health management company that assists clients – includ-ing insurance companies and gov-ernment entities, and their insured members – to successfully navigate the increasingly complex global healthcare system with economic ease.

Our medical case management, North American and international proprietary provider networks, cus-tomized services, and technology are all seamlessly interwoven to en-sure patients receive the best-possi-ble medical care and service, while reducing and managing our clients’ risks and costs.

As a member of the Europ Assist-ance Group, the company that cre-ated the concept of Travel Assist-ance over 40 years ago, CMN is able to provide clients with access to an exceptional international net-work. With a presence on five

fessionals in Fujian.

Singapore’s primary healthcare sys-tem is held as the core model for China’s Fujian province in its plan to further enhance its own delivery sys-tem. As part of this initiative, Singa-pore’s largest healthcare provider, SingHealth, has entered a collabo-rative partnership with the Fujian Provincial Health Bureau to equip healthcare professionals in China as “champions of change” to intro-duce reforms to the primary care health delivery system in the south-ern Chinese province. The Temasek Foundation–SingHealth Community Healthcare Clinical Leadership and Nursing Management Training Pro-gram for Fujian are underwritten by a grant of approximately $660,000 (CNY3.2mil) from Temasek Founda-tion, a Singapore-based philan-thropic organisation. The program is valued at approximately $2 mil-lion (CNY9.8mil) in total, with the remaining value in the form of Sing-Health’s training expertise, and con-tributions from the Fujian Provincial Health Bureau. The training-of-train-ers program will build the capacities of healthcare professionals in Fujian province, some of whom are pre-paring for the new ‘Fujian (Xiamen)-Singapore Friendship Polyclinic’, the first primary care clinic and training centre in Fujian, modeled after Sin-gapore’s primary healthcare system and slated to open by the end of 2010. The polyclinic aims to better serve the primary healthcare needs of 300,000 local residents in Qian-pu, Fujian. The construction of the polyclinic is jointly funded by the Fu-jian government and the Fujian-Sin-gapore Community. The program aims to certify 110 key healthcare professionals who will in turn train up to more than 5,500 healthcare professionals working in the poly-clinic and other primary healthcare centers that benefit 35 million peo-ple across the Fujian province.

A training program with a focus on primary care medicine

The primary care training-of-trainers program, which consists of four pri-mary care clinical leadership pro-grams and one primary care

nursing management program will be held over two years for key healthcare professionals and admin-istrators in Fujian. Experts from Sing-Health Polyclinics and Fujian’s health organizations will share expertise on healthcare management, clinical knowledge, nursing management, health promotion and medical peda-gogy within the primary healthcare setting. A committee comprising representatives of the Fujian Health Bureau, SingHealth Polyclinics and Temasek Foundation will ensure that certified trainers maintain the qual-ity of subsequent training programs by providing consultancy on further curriculum design and adapted pro-grams in Fujian.

Professor Tan Ser Kiat, Group Chief Executive Officer, SingHealth said: “We are honored to be part of this collaboration, which enables us to share the benefits of a centralized primary care system, such as the one we have in Singapore, to better ad-dress patients’ needs and enhance quality patient care. We have put in effort to scope and customize the training program to meet the needs of the primary healthcare sector in the Fujian province. This initiative gives us a wider perspective and experience that is valuable as we continually improve our healthcare offerings in Singapore.”

Attending the launch in Fuzhou, Mr. Goh Geok Khim, Chairman, Te-masek Foundation, Singapore said: “The training-of-trainers in the area of healthcare is a key focus area for the Temasek Foundation and we are pleased to support this program. We hope to play a catalytic role to-wards the reform of Fujian’s primary healthcare system to better serve the healthcare needs of the local com-munity in the long run.”

Cultivating a culture of continuous education

Dr Yang Ping, Director-General of the Fujian Provincial Health Bureau said: “While the ‘Fujian (Xiamen)-Singapore Friendship Polyclinic’ aims to provide local residents with quality primary healthcare, it will also serve as a Training Centre for

CMN Inc. launchesupdated website.

opportunity to hear from CMN’s medical team, world-class partners, and our cost containment experts on a wide range of health-related top-ics and advancements. The CMN Blog also provides users with the op-portunity to share their own views.

“I am extremely excited about the launch of the new CMN website, which is easier to navigate, pro-vides more actionable information, and includes a blog that will benefit anyone who wants to interact with CMN o n compelling topics,” said Alex Kroon, President and Chief Executive Officer of CMN Inc. “The new website reflects our success serving the industry which has al-lowed us to more than triple since 2005.”

CMN encourages clients, their mem-bers, partners, and anyone looking for information about our leading-edge international health manage-ment company to visit www.cmn-global.com today to learn more.

continents, and a network consist-ing of over 7,000 acute care facili-ties and over 400,000 physicians and specialists offering assistance in over 130 countries, CMN is your most experienced and trusted partner for unrivalled access to the best medical care in the world.

Media contact:

Please contact Brad Loder, Director of Marketing, at 905.669.4333 x1345 for more information.


www.initiatehealth.comTel: 00356 35 505 991

InitiareInternational

In our first exclusive, Healthcare Redefined roundtable, Christopher Knight, Managing Directorof Initiare International, speaks specifically with healthcare leaders from the field of emergency,medical and travel, legal and technical assistance in the Eastern Mediterranean. Simply takeyour seat below to learn how to deliver professional healthcare assistance services in theEast Mediterranean.

Eastern Mediterranean Assistance:Roundtable Debate.

Christopher Knight: Please introduce yourself, your role and your company’s history:

Dimitris graduated from Athens University Medical School. In 1993 he was a founding mem-ber of SOS Doctors and a founding member of Athens Assistance, offering a full range of medical and travel assistance services. As a medical director in these structures, he established assistance medicine as a distinct entity in standard medical practice in Greece. He created the Medevac aeromedical team and in 2001 he installed the first telemedicine station in Met-ropolitan Hospital. Today he manages Athens Assistance and its aeromedical services. He is member of international organizations and has work presentations in internationalconferences.

Marcel first started at Goral Assistance approximately five years ago, hired as the company’s International Network and Development Manager. He has a Masters Degree in Business Man-agement from IDC Hertzliya. Since taking his position in the company, which at the time was in its early stages, he immediately took initiative: Marcel recruited new companies into Goral’s roster which instantly resulted in an increase of revenue for the company. Parallel to the company’s fiscal revenue, Marcel is dedicated to continuing the path of expanding the company’s client base and improving the quality of service, bringing Goral Assistance to the next level of success.

After graduating from High School in 1984, Darryl attended Ohio State University to study Medicine. In 1986 he joined the United States Army as a Medical Specialist. In 1988 Darryl commenced training as a flight medic. In 1989 he was transferred back to Frankfrut Army Hospital until given an honourable discharge in 1993. Moving on from there, Darryl began working for the Department of Defence in Germany as a Patient Liaison Coordinator and was responsible for establishing agreements with the German Healthcare facilities and private specialty doctors. The role also consisted of establishing the Military health insurance program (Tricare Europe). In 2007 Darryl began working for a German marketing company as a Qual-ity Assurance Specialist.

marmassistancemarmassistance

With eleven years of front line, international industry experience, Knight has quickly become a dominating presence in the international healthcare media and events industry. As ManagingDirector, Knight’s key responsibilities include the design and implementation of business devel-opment strategies and government liaison and negotiation whilst working with almost all of the major insurance and assistance companies, on a global scale.

1: The eastern Mediterranean is a widely varying and to some extent a disparate region, with many different physical, religious and politi-cal climates. Working across the region requires very specific, and specialist knowledge. Describe your core business and a typical case.

Q Dr. Dimitris Koliniatis: I am a sur-geon, directing Athens Assistance since1993. We offer a full range of

emergency medical and travel assistance serv-ices globally.

five years ago, hired as the company’s Interna-tional Network and Development Manager. I have a Masters Degree in Business Management from IDC Herzliya. Since taking my position in the company, which at the time was in its

Mr. Marcel Kadoche: I first started at Goral Assistance approximately

ant at Marmassistance. We have been in the Air Ambulance /Medical Assistance industry for 24 years serving Turkey, The Middle East, The Cau-casus and Europe. We are the pioneers in the industry in Turkey.

marmassistancemarmassistance Mr. Darryl D. Johnson: I am the Health/Medical Tourism Consult- and cost containment. Excellent knowledge of

the area and long standing trust with the pro-viders are of paramount importance. We are known for our experienced medical desk and aero medical team plus our participation in In-ternational Assistance Group, sharing the

Dr. Koliniatis: All our services are provided from within the company, for call centre, case management

Marcel Kadoche: Our core businessinvolves assisting patients and clients

accumulated knowledge and know how. A typi-cal case is a tourist or expatriate needing spe-cialized treatment and/or sanitary transfer.

early stages, I immediately took initiative; recruit-ing new companies into our roster which instant-ly resulted in an increase of revenue for the com-pany. Parallel to the company’s fiscal revenue, I’ve dedicate much of my effort in continuing the path of expanding the company’s client base and improving the quality of service, bringing Goral Assistance to the next level of success.

throughout the entire country, for example in Is-rael we even access parts of the occupied ter-ritories. In addition to working closely with hos-pitals within Israel proper, we have the ability to contact and issue guarantees for several hospi-tals inside the Palestinian Authority. Due to the religious background of Israel and many tourists that arrive here, we try to cater to the religious needs of our clients, with the full understanding that the patients’ health is the priority. Politics


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3: Describe the unique selling points of yourbusiness. Q

4: The eastern Mediterranean is a region that has seen significant amounts of political and civilunrest, whilst still having a massive amount to of-fer the business, leisure and expat markets. Do you see this as a factor that has shaped the market in the region?

Q 5: The whole industry is talking about thehorrific incidents in Haiti recently. Faced with a similar incident in your region, what services and procedures may you employ to help deal with such an event?

Q

2: 2009 was a tough year for many. It was also a year when some individuals estimated large volumes of medical tourists travelling abroad for healthcare services and treatment. What has been your experience of the medical tourism industry and what sort of numbers have you seen travelling to your country for healthcare services?

Q

was specifically due to an increased volume for medical tourism. My country is compara-tively expensive in private health care services and not attractive for medical tourism. So far, an increase is noted in outbound traffic to some neighbouring Balkan countries (e.g. mainly for dental treatment) -- but not related to insurance coverage, that for sure cannot be characterized yet as medical tourism.

Dr. Koliniatis: Contrary to the statis-tics we faced an increased number of cases. However I cannot say this

well, and to compliment that, our records do not suggest any decline in the number of cases we’ve handled in the past years. While medical tourism slightly took a hit due to the recession in global markets, the Israeli medical establishment remained an enticing alternative for clients who are seeking a high standard of medicine at a more attractive price.

Marcel Kadoche: Israel weathered the global economic crisis quite

Group membership, quality, cost containment scores, and, a diverse portfolio.

Dr. Koliniatis: Long standing relia-bility, medical expertise, innovative products, International Assistance

offers medical, technical and lifestyle services. We work with numerous insurance companies worldwide, serving our clients with quality as-sistance and support while in Israel. In addition, we also hold cooperation contracts with two highly recognized companies in Israel, Ameri-can Express Israel and El AL Airlines, offering concierge and lifestyle services to preferred cli-ents. Whether the client is looking for fine din-ning restaurants, tickets to special events, a re-laxing evening at a spa, our team is here to aide our clients in their request, be they in Israel or abroad.

We operate a 24 hour. 356 days a year call centre, always available to aid our clients in their time of need. Our objective is to bring our clients as close to home as possible, assisting them in their native tongues. We have a multi lingual team fluent in a variety of languages.

Marcel Kadoche: Goral Assistanceis an assistance company that

market expands and shows a stable, reliable and confident perspective. Obviously, the countries are becoming more closed, the people are be-coming more open, and business is becoming

Dr. Koliniatis: Despite the changes a product of the history of the area; tourism is steadily increasing. The

Marcel Kadoche: It is an inarguable fact that the conflict that plagues

Israel takes a toll on the country’s full potential. Nevertheless, despite the conflict, Israel has be-come an economical force globally recognized for many of its accomplishments in the financial sector. Israel ranks number 1 with the most start --up companies per capita in the world, mainly influenced by the high tech market. Israel is also a world leader in software development. Israel is recognized with having the second-highest number of start-up companies in the world fol-lowing the US.

Tourism, mainly influenced by religious pilgrim-age, brings million of tourists to Israel annually. In 2008, it was reported that 3 million touristsarrived in Israel.

has become somewhat of a norm. That being said, yes there is a negative impact on the tour-ism industry in some regions.

Darryl D. Johnson: Unfortunately, we live in a world where conflict

is also past experience from similar events con-fronted by our colleagues, and also the experi-ence from the set--up we had for the Olympic Games in Athens in 2004. Abroad cooperation with the state and non-state organizations, plus the activation of all of our resources, will be

Dr. Dimitris Koliniatis: A disas-ter management plan is already elaborated within the group. There

has no bearing on our commitment to providing the best possible assistance to our clients.

Most of our cases entail private home visits, hos-pitalizations and repatriations. An example of a typical case would be covering the cost of Emer-gency Room treatment and obtaining a medical report for the deciding factor of further cover-age in case there is a need for hospitalization. We have designated contacts with all of Israel’s major hospitals in order to move swiftly with the process. In cases involving repatriations, exit-ing and/or entering Israel, we work closely with a variety of ambulance and/or private vehicle companies to offer clients transportation accord-ing to the patients’ needs.

patients with medical travel, I do not wish to give the exact numbers at this time, but I will say that there was a 20% increase in the numbers in 2009 from 2008. Hence, you can see why this industry has attracted our attention. As far as the number of patients seeking medical care in Turkey is concerned, there was an estimated 220,000 for 2009.

Darryl D. Johnson: Well we have assisted quite a high number of

marmassistancemarmassistance knowledge and our excellent working relation-ship with our service network enables us to ac-quire a quality service, as well as special rates for our clients.

Darryl D. Johnson: Dedication, dependability, diligence, quality,

marmassistancemarmassistancemarmassistancemarmassistance

ce providers to include hospitals, hotels, insur-ance companies, auto rental/repair, and travel agencies just to name a few. Our team is made up of individuals from 10 countries that are all multilingual and available 24/7. In short, we are a one stop shopping service provider. Our typical case, for example, may pertain to an em-ployee of one of our clients in the oil industry at an offshore facility who is injured or contracts a disease. We have the capabilities to transport the patient back to a land-based medical facility if necessary or we can treat the patient on--the-- spot due to the fact that we have a medical team on hand at the offshore facility with an air am-bulance ready to tend to any medical situation that may arise.

marmassistancemarmassistance Darryl D. Johnson: We have a vast network of over 6000 servi-

more defined, established and operationally smooth. Thus the market gets all the benefits from this.


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7: What procedures and protocols would you like to see employed between your organisa-tion and your clients that may maximise the ef-ficiency of the cross border healthcare industry, whilst streamlining interaction between the assist-ance and insurance companies?

Q 8: Similarly, what procedures may be imple-mented between your company and your network of healthcare service providers that may maximise the standard of care to the patient, whilst reducing the cost to the payor?

Q

Dr. Koliniatis: Trustful finance with fast settlement of accounts, consultation for medical approach and ofcourse cost containment and audit. All these, whilst constantly updating the data base with quality and cost benefit healthcare serviceproviders.

to offer our clients a single point of contact (a hub) in which all information on patients can be monitored and followed up. Our clients benefit from the relations that we have with our network medical professionals.

marmassistancemarmassistance Mr. Darryl D. Johnson: In this in-stance, we have the capabilities

with call centre services and referrals to a pre-ferred network of providers. Although this is the proper approach, still it is not followed in usual everyday practice. This needs the collaboration of all third parties involved in the chain of both the medical and the travel industry. The fact is that this is the necessary ethic not yet reached by others across the board.

Dr. Koliniatis: Directed care is thekey of to managing the best soluti-on for the insurer and the insured

Marcel Kadoche: Goral Assistance primarily works with other assistan-

ce companies, not directly with the insurance firms. What can be improved are the channels of communication between assistance companies and the insurance companies they represent, of-fering a solution to the sometimes broken line that exists between our firm that works directly with the hospitals and the assistance companies that work directly with the insurance firms.

There are foreign assistance companies that at-tempt to independently provide services to their clients directly through Israel’s hospitals. In the vast majority of cases, the assistance companies end up having to turn to us, a local assistance company, for help, resulting in a handling fee and a waste of resources.

in place already maximize the efficiency of the cross-border healthcare that we provide. This has emerged from a long lasting business rela-tionship with our clients and network insurance companies, as well as the medical professionals in the region to ensure that this process for the most part is problem-free.

marmassistancemarmassistance Darryl D. Johnson: The proce-dures and protocols that we have

when dealing with providers. Providers appreci-ate consistency while clients appreciate service. When mutual commitment takes hold, things can only work for the interests of both parties.

Exceptional service is a result of commitment and reliability, something we look for in a pro-vider and of which providers look for in their cli-ents. Providers who rely on a client are keen to provide them with more attractive prices and dis-counts, which in all matters translates to healthy business

Marcel Kadoche: The motto of less being more is a positive outlook

ands a high level of quality from our network hospitals. We have agreements in place with all of the JCI-accredited hospitals in Turkey and have cost containment agreements with the

marmassistancemarmassistanceDarryl D. Johnson: Simple JCIaccreditation. Our company dem-

6: How would you utilise your healthcare net-work in such an instance and what benefit would that deliver to the client?

Q

Israel is capable of deploying its resources to victims in a timely fashion. Israel had set up the first and most advanced field hospital in Haiti following the destructive disaster. The constant threat of attacks and in many instances the out-break of war has allowed Israel to prepare for drastic situations equivalent to the disaster seen in Haiti, and to some extent beyond it. As for our roll, Goral Assistance is one of Israel’s leading medical and technical assistance providers, and is recognized by hospitals and other medical es-tablishments throughout the country. Most of Isra-el’s hospitals have representatives to cope with administration needs of tourists being treated in Israel. We work very closely with these depart-ments in providing coverage for expenses, ob-taining medical reports, repatriating victims etc.

Marcel Kadoche: As was evident in Israel’s response to the crisis in Haiti,

people of Haiti our prayers and hope that they recover from this event. We all know that na-ture is a powerful and uncontrollable force and when she decides to unleash her wrath, we must be ready to handle the aftermath. Our company has a disaster management center that has ac-tively participated in relief efforts for natural and manmade disasters, namely the earthquakes in Erzincan (1992), Dinar (1995), and Marmara (in 1999, we were awarded the I. Igor Sikorsky Humanitarian Aid Award for helping the casu-alties in the Marmara earthquake), in addition to the floods in Adana (1994) and Bartin. We also provided humanitarian assistance during the conflicts in Northern Iraq (1990), Balkans (1996), and the Caucuses (1999).

marmassistancemarmassistance Darryl D. Johnson: First and fore-most, we would like to send the

the utilization of all local resources. Preparation and a rapidity to undertake a prescribed action plan will offer responsibility, safety and tangible results according to the solutions tailored to han-dle uncontrolled circumstances.

Dr. Koliniatis: According to the above, a centralized coordina-tion and cooperation will ensure

ch injured victims are being transferred to. We would request an updated list of tourists who are hospitalized and/or of those who have received first aid assistance. Upon receiving the lists, hope-fully with insurance company details included, we will then be able to request transfers to other hospitals away from the affected area for further treatment. In the recent past, we’ve had two cas-es in which buses carrying tourists were involved in accidents. There were many fatalities amongst the passengers, 30 killed in one instance and dozens more wounded in both accidents. The need for medical attention extended from first aid assistance to immediate medical attention in operating rooms. We were able to relocate all patients in 5 different hospitals throughout the southern and central districts of the country, al-lowing us to provide the necessary information to their respective insurance companies abroad and proceed with coverage and repatriation.

Most of the treatments were covered by the insur-ance of the bus company, while others needed to get additional coverage from their individual insurances. These two specific incidents involved a bus of Russian travel agents who had arrived to Israel to explore the expansion of their tourism market and another bus transporting Croatian tourists.

Marcel Kadoche: Primarily, we would contact all hospitals to whi-

essential. Of course, an event of such a magni-tude will need the coordination of knowledge, information and hierarchical actions of all the structures involved, with the motivation of all the people who can be of help.


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5) that it becomes a legislation that when a per-son is insured, in every year that they are covered but do not get ill or become injured, they receive some type of compensation from the insurance companies, for example, a percentage of what they paid for the upcoming year, no deductibles or cost shares.

ll continue to do so. Our society is ageing and more and more travellers enjoy new experiences with the added factor that the travel insurance market is strong and reliable. The evolution of non-traditional products, for kids, seniors, em-ployees, for specific treatments, support and re-habilitation, will cover the statutory needs of an individual - and of the global citizen today. As-sistance companies will flourish within this

11: Where do you see the market moving in the near future and what implications will this have for the market you work within and the assistancecompanies themselves?

Q

Dr. Koliniatis: We are going through a worldwide financial crisis, but peo-ple still travel and I am confident wi-

ground. An overwhelming majority of insurance companies throughout the world will be using as-sistance companies to reach their clients in vari-ous locations. Larger players will buy the smaller one’s firms out, enticing larger companies to form mergers.

Marcel Kadoche: The assistance field will be expanding to cover

ing to lose its momentum, people will start invest-ing abroad and it would be more cost efficient for corporations to acquire the services of an as-sistance company in the region they plan to op-erate in, instead of trying to handle all of these logistic issues themselves. Therefore, as long as there are no major global economic issues, I see the industry heading in one direction, and that is up!

marmassistancemarmassistance Mr. Darryl D. Johnson: Now that the global economic crisis is start-

3) a universal malpractice law that is applicable worldwide in the event of negligence displayed by a Physician at a Healthcare facility. This will benefit the industry by making people more com-fortable about receiving care outside of their domicile;

1) establishing a system that enables children under the age of 10 to receive healthcare at dis-counted rates;

2) to have all healthcare facilities worldwide un-dergo accreditation using a universal evaluation system;

marmassistancemarmassistance

9: Define “assistance” today?Q

10: If you may wave a magic wand to fix five healthcare industry issues, what would they be?Q

being to the level of standards that have posed difficulties to medical science, humanity and the economic environment.

Dr. Koliniatis: The ability to over-come restrictions of place and time for provision of safety and well

ple. Whether it’s a tourist in Israel or any other individual insured by an insurance company abroad that needs medical, technical or lifestyle services at any given hour of the day, we strive to provide all clients with quality service and a sense of belonging.

This can include referring patients to the most suit-able medical centre, clinic or specialist to meet both the patient’s demands and satisfaction, both in medical and general aspects. The client should be able to reach our office at any time of the day, from anywhere in the country.

Marcel Kadoche: In today’s world, Assistance is very simple

services to your clients anywhere, anytime and under any circumstances, but at the same time maintaining a high level of quality and customer service.

marmassistancemarmassistance Darryl D. Johnson: Today, assist-ance is being able to provide

Dr. Koliniatis: Healthy insurance, accreditation of providers, low cost sanitary transfers, improvement of

are numerous things that can be improved. My “magic wand” would like to see the followingissues addressed:

Dental Care: Adding dental care to the health-care basket. There is a bill in the government seeking to extend dental care to children under the age of 8, yet it should be extended to cover all individuals.

Salary increase for Doctors/Nurses: Doctors are underpaid and overworked, suggesting a crisis in which many medical students avoid entering the primary care field and instead go towards plastic surgery, etc.

Renovations of Hospitals: Some of the hospitals in the country suffer from structural paralysis. While Israeli hospitals have the most contempo-rary equipment, they are not all structurally pleas-ing to the eye.

Reasonable prices for non-residents/tourists: Low-er the cost of fees for non-residents and tourists.

Computerization of Discharge Summary at Hos-pitals: An end to hand written medical summaries that are not legible in many instances. Implemen-tation of computerized database.

Marcel Kadoche: While Israel has a healthy healthcare industry, there

Darryl D. Johnson: The issues that I would like to fix are:

majority of them. The few that do not have a cost containment agreement with us are state-funded facilities.

public healthcare services, and reasonable costs in mass tourism areas.

4) insurance companies to cover all costs for medically necessary treatment, in other words, the insurance company should not be able to deny a beneficiary any services that they may need due to cost;

Large assistance and insurance companies willprefer to use local assistance companies rather than to work directly with local medical suppli-ers.


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bleframe work, with an extended and excellent

network. I believe that gradually this will affect directly and positively the level of providers’ serv-ices, improving and equalizing in terms of qual-ity, efficiency and charges.

ADAC-AmbulanceService.Always ready to help.

With our own dedicated fleet of ambulance aircraft, we are your ideal partner for high quality patient transportation. We’re always ready to help – wherever you need us. More information: www.adac.de/ambulance.

Accredited by

Always/Flieger_204x271_01.10.indd 1 15.01.2010 10:23:15 Uhr

For more informationplease contact:

[email protected]/ambulance

For patient transport requests:

ADAC-AmbulanceService

One of two Dornier-Fairchild 328-300 jets from the ADAC fleet

The LearJet 35a from the ADAC fleet.

ADAC medical crew and ground support ready a patient for transport.

ADAC runs its own flight operations including engi-neering and maintenance services through its Nuremberg-based subsidiary (since 1998) AERO-DIENST GmbH & Co. KG . Aero-Dienst is one of the first two licensed Ger-man flight operators (D-002 AOC) and looks back on over 50 years of experience in the following areas:

• Aircraft maintenance • Aircraft operations • Aircraft sales • Aircraft management

The ADAC-AmbulanceService was founded in 1973. Reliability, competence and service helped us become one of the most important European enterprises in the field of medical assistance. Our highly qualified staff and own fleet as well as an inter¬national network of partnerships guarantee fast and professional assistance in emergencies.

Today, the ADAC-AmbulanceService ad-ministers care to 47,000 patients and trans-ports 16.000 patients per year. It operates its own fleet of ambulance aircraft equipped with the most up-to-date IC equipment. All this makes the ADAC- AmbulanceService one of the leading European players in the world-wide patient repatriation business and a competence centre when it comes to the medical assistance side of mobilityand tourism.

Phone: +49 89 76 76 50 05Fax: +49 89 7 43 90 12O Healthcare Re defined46

Augsburg Air Ambulance was founded in 1996 and has since provided air ambulance serv-ices, medical escorts on commercial airlines and repatriations by ground ambulance. Augs-burg Air Ambulance operates in-house assistance services 24/7 - staffed with paramedics and medical doctors. One of our most important cases was the evacuation of 16 injured children during the Iraq war. We were the first private Air Ambulance Company, to get permission and the allowance to fly in this area to save the children’s lives during the actual bombing. We work as an operator in this business and are operating worldwide.

Robert Glueck was born in 1969 in Munich – he studied sociology and social psychology until 1995 . His professional career spanning 1995 – 1998, was as a Project Manager in a market research company; then from 1998 till today: ADAC . Until 2004, Robert Glueck filled different positions within ADAC like in-house consultant, project manager and assistant of the management board. He got in touch with the medical assistance and air ambulance business in 2002 where he was part of a team to create ADAC’s current strategy.

Twenty-five years ago, Dr. Christian Steindl, a general practitioner and pilot, founded the Inter-national Air Ambulance Service Austria along with his colleagues. The growing success of his pioneering work brought justice and led to the foundation of the International Air Ambulance Service Austria which was founded in Krems in 1980 by five doctors and pilots as a non-profit organization. Having the objective to save and preserve life and health,IFRA has been trying to grant rapid and non-bureaucratic help since its foundation.

Brian Weisz is the founder and owner of Air Ambulance Professionals, an air medical trans-port program established in 1989. Prior to developing his company, Brian was a Paramedic/ Firefighter for 22 years. Brian Weisz’s extensive medical experience gave him a “bedside perspective” on air ambulance transports, which he focused on while creating his own com-pany, providing quality patient care and safety as his first objective For the past 20 years, Brian Weisz has ensured that Air Ambulance Professionals lives up to its motto,“Caring at a Higher Level”.

Healthcare Redefined speaks with four of the leaders within the international air ambulanceindustry, defining their respective roles: owner/operator, operator or broker.

Redefining Roles in the international airambulance industry: Owner, operator or broker?



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Healthcare Redefined’s virtual air ambulance roundtable is the first in a series of educational debates about one of the most important sectors of the cross-border-healthcare industry. The air ambulance industry has quickly grown into a global, cross-border intensive care unit, poised on alert, ready to respond to critical communi-cations from assistance call centres and payors worldwide. Medical evacuation, repatriation and airborne, aerial assistance are some of the services offered by owners and operators of air-crafts around the world. Brokers work as a mid-dleman whilst offering access to more than one possible air ambulance company.

Patient care and transportation is a truly interna-tional concern requiring clear lines of commun-

ication and transparency between patient trans-portation operators. A broker, from our point of view, should always seek the best possible out-come for the patient through a careful selection of air ambulance service providers.

Whilst presenting the possible issues surround-ing worldwide patient transportation, let’s con-sider some of the advantages of the different air ambulance market sectors:

Owner: Fleet management, high maintenance & safety standards, exclusive access to airport.

Operator: High degree of specialisation & pro-fessionalism makes air ambulance operators at-tractive to clients.

Broker: Low degree of market risk, no fleet, no asset risk, no maintenance costs, flexible.

Healthcare Redefined: Please introduce yourself, your company and your current business interests

Ambulance Professionals is an owner/operator, located in South Florida, which is the gateway to the Caribbean including Cuba, and Mexico, as well as South, Central and North America, and has been in business for 20 years. Air Am-bulance Professionals is capable of transporting a patient to or from any destination at any time, 24 hours a day, seven days a week.

Brian Weisz (BW), AirAmbulance Professionals. Air

Dr. Christian Steindl (CS), Managing Director of IFRA Assistance Gmbh

Germany, part of the ADAC group, the largest Automobile Club in Europe. We have more than 35 years of experience in the air ambulance business, transporting about 1,600 air ambu-lance patients a year. Operating worldwide, using our own fleet of dedicated ambulance air-craft as well as – especially for intercontinental transports – selected and audited partners of ADAC’s wing-to-wing network. As our

Robert Glueck (RG), Director of Marketing & Sales of ADAC-Am-bulanceService. We are the owner and operator, based in Southern

2: What aircraft(s) are you currently operating and why? If you are a broker, which aircrafts are you commonly using and why?

Q

That’s why ADAC is open to everybody to look for themselves and evaluate how we fulfil the standards that we are marketing. For a broker it might be sometimes difficult to compare and evaluate the differences of the air ambulance op-erators in the market. Especially as the clients

RG: I do absolutely agree with Air Ambulance professionals, especial-ly the point concerning the combi-nation of owner and operator is

the key from my point of view. This combination gives the possibility and responsibility to man-age all different quality aspects (proper main-tenance, flight crew, medical equipment, medi-cal crew, training, SOPs etc. and, of course, the contact with the client and/or patient). Of course, this may be misused as well.

the turnstile between his customers and the air ambulance, which is doing the actual ambulance flight. The problems are that a lot of important information about the medical treatment, special equipment needed or the kind of drugs is getting lost. In reality, most brokers are not interested in quality or accreditation; they just want to buy for the lowest possible cost for their clients and the highest possible profit margin for themselves. They earn a lot of money and have noresponsibility.

RS: We think that a broker is only interested in the product that he can sell. He needs to know the availability and the costs. He is

of Lear Jets, which allow for complete access to patients and accompanying family members. This format supports delivery and intervention during patient transport, as well as the Lear Jets offer the ability to maintain sea level cabin pressure for those patients unable to tolerate increased pressure changes during their transport.

BW: Air Ambulance Profession-als owns and utilizes our fleet

fleet, no asset risk, no maintenance costs and is very flexible on a case-by-case basis.

In the function of an assistance company and alarm centre, we work as a broker for our cli-ents. IFRA Assistance works closely with an ar-ray of owners and operators that deliver quality driven aeromedical solutions on a case-by-case basis. Our air ambulance services are custom-ised and tailored to the need of each individual case which therefore means our clients have much more choice. Our quality worldwide net-work ensures we can present many cost effective aeromedical options whilst ensuring the stand-ard of quality the patient receives.

CS: IFRA Assistance delivers a low degree of market risk, no

program, Air Ambulance Professionals has seen transport, because of a slightly lower price, go to lesser qualified programs. One can only hope that as individuals become better educated con-cerning the qualifications of the transport pro-gram, they will then make quality patient care decisions, rather than fiscal ones.

in most cases are strictly driven by the cheap-est price, while having a look at the different systems often makes the cheapest transport less cost-efficient and also includes a higher risk for the patient. We at ADAC strictly follow the phi-losophy of the lowest risk for the patient - we prefer losing a transport order instead of risking somebody’s life.


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Roland Schoberth (RS), CEO from Augsburg Air Ambulance, Germany, operator of worldwide ambulanceflights

1: Define the differences & advantages of an air ambulance owner, operator and broker?Q

who is solely dedicated to patient care and to quality, commitment, safety, and overall improve-ment, is required to provide the highest level of care to patients. The focus of every transport becomes one of standards and expectations: the continuous improvement of medical com-ponents (personnel, directors, physicians, staff-ing, missions, training, and education), aircraft (configuration, operational issues, equipment, supplies, medications, and communications), management / administration (policies, safety management system, utilization review, quality management, operational risk assessment tools, and infection control), communication (equip-ment, cellular phones, satellite phones, staffing, scheduling, training, quality management, brief-ings and accident/incident plans), and, last but not least, standards (operator, aircraft, weather, pilot personnel, policies, maintenance, fueling/refueling, and community outreach).

Whether it is an individual or an agency utiliz-ing a Broker, there will always be the question of how this middle-man determines the best for a particular patient. Where one would think the person requesting a quote would be interested in the abilities and the quality of the transport

BW: We believe an owner/operator air ambulance service

customers travel more and more to far-off desti-nations, we are continuously improving our part-nerships to guarantee our patients worldwide, high quality transport.

RS: We have 4 aircrafts in use: 1 Beech King Air 200 Turboprop, 2 Lear Jets 35A, and, 1 Challenger 600 with 3 ICU-stretchers.

3: How can an air ambulance broker com-municate to the client that they are using a reputa-ble air ambulance service provider?

Q

partners stationed all over the world including Austria, Germany, the UK, America, China and Romania which therefore reduces any downtime and increases our mission response time. Our access to a myriad of aircrafts and in a variety of worldwide locations means IFRA Assistance can be much more flexible than a traditional owner or operator by presenting more aero medicaloptions.

CS: As a leading air ambulance broker, IFRA Assistance provides

the King Air A350 in the turboprop sector, whilst in the Jet sector we are using Dornier 328 Jets and Lear Jets, especially the Lear Jet 35A.

This gives us more flexibility to transport any kind of patient. With the Dornier we can transport up to 6 patients on stretchers and have additional seating for 4 patients or family members. Thus, the Dornier may also be used in mass accidents (bus accidents are a common example) or for a request to accompany several people includingtheir luggage.

RG: Our fleet of ambulance aircraft is composed to fulfil all the needs of short-range and mid-range patient transportation. So we are using

BW: Reputable air ambulance transport services exist through

access to an array of aircrafts worldwide includ-ing Lear Jets, Dornier and King Air. We have

out the world. The problem may not always be in knowing who the good guys are but rather in knowing who are the bad guys. Questions any individual or agency must ask ahead of time

RS: Augsburg air ambulance is operating worldwide. We also co-operate with local air ambulance providers worldwide, so we can arrange wing-to-wing if needed.

5: What are the orders of service priority - quality, price or reliability?Q

cal attention and all too often in a situation where the resources they need are not available. Decisions to transport are made by both the in-dividuals associated with the facility (physicians, nurses, social workers), or the patients and fami-lies themselves. Whoever makes the decision to transport a patient to another facility, they then are educated concerning what is needed to im-plement this plan of care. There must be accept-ing facilities (bed placement) and accepting phy-sicians. Then follows the decision concerning the mode of transport: what is the main concern of patients in respect to quality, price or reliability? When a patient is transported by air they have many concerns. Quality issues vary, many times depending upon the severity and the unpredict-able nature of the illness or injury of

and the Middle East. Sometimes we also oper-ate in the US, Asia and Central Africa. But as already explained, for long distance we prefer co-operating with our selected partners within our wing-to-wing network.

RG: Our air ambulance operations cover the whole world. With our own aircraft fleet we mainly oper-ate within Europe, Northern Africa

BW: All too often individuals find themselves in need of medi-

4: What geographical reach does your airambulance operation cover?Q

should define their minimum standards for the different quality aspects and should – this is im-portant – control the operators if there is a lack between marketing and reality. Transparency for the client is something very important. You should visit your operators to see for yourself what’s true. You must check the maintenance plan of the aircraft, ask for incidents, see for yourself about the SOPs, the condition of the medical equipment, the experience of the flight crew on the respective aircraft type, the qualifi-cations and experience of the medical team and so on. There are multiple aspects which help to get a clear picture of the reality.

RG: It is not easy for a broker to evaluate who really are the profes-sionals and who are the charlatans. To minimize risks a good broker

ates. It goes without saying, the broker should personally know the working methods and pro-cedures from the air ambulance provider.

RS: We think the first step is to use an established and well known provider. They can show all certifi-cations and accreditation certific-

which is the gateway to the Caribbean including Cuba, and Mexico, as well as South, Central and North America. As well, Air Ambulance Professionals transport patients in wing-to-wing transports with other programs and/or Commer-cial escorts for destinations farther afield.

BW: Air Ambulance Profession-als is located in South Florida,

company with a worldwide network covering the entire globe. We have offices in Austria and

CS: IFRA Assistance is an inter-national healthcare assistance

see for yourselves what we do here and how we do it. As we carry out our own exacting and rigorous checks on any partners, it is only fair that they may do the same.


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bleinclude insurance issues such as who covers pa-

tient, aircraft and incidentals (weather, aborted flights, or an accident)? Are they aware of and have they completed all background checks con-cerning the qualifications and capabilities of the crews, both medical and aeronautical? Does the service have all the necessary critical care moni-toring equipment and supplies, as well as any needed interventions and medications, should the patient’s condition change or deteriorate during the transport?

Do individuals perform site visits, making sure the program in fact has what they say they do. Air Ambulance Professionals maintains an open door policy, allowing anyone the ability to inspect the program, unannounced. As for checking to see if a program is accredited, accreditations offer a standard or benchmark of care common within the air medical industry. A ‘good’ broker will be one who has, as an absolute minimum, this information which they should be able to share regarding who is, and who is not, a repu-table air ambulance service provider.

place which any service provider must adhere to at all times. Our standards are based on qual-ity standards from the international marketplace and have been developed through key relation-ships with leading Western payors and assist-ance companies.

The IFRA network is based upon quality and therefore delivers best-of-breed air ambulance providers on a case-by-case basis. Throughout my life as a medical doctor, my love is to save and preserve human life and therefore happily encourage any potential partners to come and

CS: IFRA Assistance has a strict quality management system in

Romania. We have a key focus on providing travel, medical, legal & technical assistance in Austria, Germany, China, Romania, the UK and the USA.

the patient. Will the service be able to provide needed critical care monitoring and interven-tions? What if things change en-route? Does the program have a quality assurance program in place? And, how does the service improve exist-ing policies and standards to keep pace with the ever-changing medical care landscape? Then one has to examine closer exactly what factors into the cost of a transport? For some the price of the transport makes it a decision of one provider over another. Costs are both obvious, i.e., the supplies and fuel utilized, to the less obvious, i.e., the available medications and interventions, to the recurrent training required. Then there is reliability.

A dependable, consistent, steadfast program is an expectation for any air medical transport service, as well as those they come in contact with. Every end user should have an expectation of a particular transport program. This includes everything from when the aircraft and team will arrive and assume care, to what configuration will be provided, i.e., the addition of a physi-cian to the flight. For each patient their concerns are different. Their priorities are different. This may be dependent upon any of the noted items as well as time, patient care, ability to bring fam-ily along, or any number of other issues. If there is a ‘main’ concern seen most often, it would have to be the care rendered to the patient: the ability to continue the same or higher level of care than what they were receiving. Some individuals may not be aware of the extensive scope of practice, the extensive crew experience and training, the multiple interventions, and the knowledge Air Ambulance Professionals brings. When we have informed facilities and/or pa-tients and their families concerning the scope of care we are able to deliver, they realize our ability to make the transfer of care as seamless as possible, delivering their loved ones to their desired destinations.

into our program as easy as possible. This may be accessed either through the internet (airam-bulanceprof.com), telephone on-hold program information, articles in industry journals, edu-cational opportunities, distribution of marketing materials, or attending conferences and meet-ings directly correlating within the air medical transport industry. Transporting patients, some of them very acutely ill and/or injured, requires the highest calibre from crew, staff, equipment, and supplies to policies, procedures, and guide-lines. Our clients refer to Air Ambulance Profes-sionals again and again, knowing they have the best in the industry. Our longevity speaks for our ability to transport patients, no matter how ill or injured they may be.

air ambulance provider? The answers usually reflect the following: personal relations, quality, experience, costs and included services.

by air ambulance, commercial airlines or on the ground. ADAC is one of the strongest brands in Germany with regards to trustworthiness and responsibility. All our activities are targeted to always fulfil the high expectations of our custom-ers. Most of our customers do know and appre-ciate that. Certainly, ADAC-AmbulanceService is more famous in Europe than in the rest of the world. But step-by-step we succeed to convince clients in all parts of the world that we practice what we preach. It is understood that our mar-keting activities follow the whole range from the Internet to print ads, articles, brochures, a per-sonal presence at conferences and exhibitions and, of course, the personal contact with custom-ers and partners in all parts of the world.

Finally, it is the satisfied customer that does the best marketing for us.

components are important, nobody is looking for quality with extreme costs, and nobody can pay only for reliability with average quality. The air ambulance companies have to provide an

6: Regardless of if you are an air ambu-lance owner, operator or broker, how do you communicate your market position and business type to the end user?

Q

7: How important is it to know your partners in the air ambulance industry?Q

RS: I can´t say definitively, how-ever, oftentimes the order of serv-ice priorities are quality, then reli-ability, and then the costs. All

BW: Air Ambulance Profession-als purposefully makes inquiries

us due to our long-term standing in the position of providing worldwide travel assistance and air ambulance services globally; our length of service in the industry; our reputation; our dedi-cation; our quality and reliability: these are all indicators which are backed up by excellent word-of-mouth client testimonials and mission experiences.

CS: Worldwide insurance andassistance organisations trust

RG: After more than 35 years of experience in the medical assist-ance business we have transport-ed more than 255,000 patients

RS: We are personally present for all our clients and partners. We ask our customers, what is impor-tant to you when working with an

BW: Knowledge of partners is paramount when making decis-


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justified by cost. We see a decreased need from potential clients on quality and increased price dumping. The issue comes from some clients who are 100% cost orientated and less interested about quality, reliability and patient outcome.

CS: Our current experience is that the industry is driven and

RG: This is a very good question because very often the demand is for a reliable high quality air ambu-lance transport but at the same tim-

e at the lowest price level. This is a kind of con-tradiction as you can only compare prices of operators at similar quality and reliability levels. We at ADAC have set our own quality under-standing, audited and approved by EURAMI, and will not operate at lower standards. It is a very complex process, beginning with medical pre-flight assessment, checking the conditions of the patient and on-the-spot medical care, organ-izing any transport to the aircraft and from the aircraft to the destination hospital and so on. If the patient is really able to be transported, we offer the client the flight with our aircraft, or, if an expensive air ambulance transport should not be necessary from our perspective, we also recommend and organize for the customer medi-cal transport on commercial airlines. We trust in the competence of our clients to value our strict philosophy, as we always put the patient’s con-dition as a priority. Our philosophy is to offer best quality with highest reliability at reasonable prices.

exclusive package with reasonable costs in as sociation with high quality and reliability and highly qualified, trained staff.

ions. With this knowledge comes a comfort in knowing a program has the ability, the expe-rience, and the ethics based on similar princi-ples, best practices, and safety standards. Air medical transport’s history is one of a handful of programs available to perform these transports. Nowadays the list is significantly longer. And the diversity, care and capabilities are just as lengthy. Along the way our industry has evolved from one where programs did not necessarily

discuss elements within the program to one today, that while this may not be globally practiced yet, is morphing into one of common standards, best practices for safety and patient care, and best of all, is being shared by many on a global scale, not least of which is in this kind of format!

the complete organisation of a bed-to-bed trans-port is a very complex and sensitive process. Any mistake or improper organisation may risk the patients’ health. So we very much take care to co-operate only with partners of similar qual-ity levels and who share a similar philosophy of transporting patients.

crucial importance to understand who is who!! The easiest way to explain is that you may tell a lot about a business by the company it keeps and we pride ourselves on knowing and show-ing who we proudly work with.

CS: When some one’s life is at risk, it’s of absolute critical and

RG: It is crucial for us not just to know but also to prove our part-ners and establish common service standards. As mentioned already,

RS: I think it’s vitally important to know our partners in the air am-bulance industry. It is also critical to know their working methods

and procedures. It is easier when you know part-ners extensively as there has to be a level of trust when working together to save lives; and thus when we all cooperate on particular cases, for example like in the high season, or concerning a complex case perhaps with many injured, you know everyone is working towards the same un-compromising standard: to satisfy the customers and the patients.

transports for many years. In such instances, it is of paramount importance to know and select partners carefully.

Quality control systems come into play and provide excellent indicators to help both par-ties avoid any potential obstacles. The respon-sibility at all times is to provide a careful and comprehensive flight preparation to ensure the optimum and desired medical outcome in every single case.

from many locations across the globe. If a trans-port requires longer than normal times, affecting patient issues, Customs and VISA concerns, as well as crew duty times (aviation and medical) the situation is evaluated for wing-to-wing trans-ports. Air Ambulance Professionals’ longevity has allowed us to have established relationships with other programs across the country and globe.

9: Do you conduct wing-to-wing transports with other air ambulance owners, operators or medical flight teams and if so how do you insure your liability is minimal, and you select or work with a reliable provider?

Q

BW: Air Ambulance Profession-als transports patients to and

CS: IFRA have been conducting many successful wing-to-wing

continental flights. In wing-to-wing transports we see the opportunity to offer a very quick reaction time for the patient avoiding operational “stunts” regarding crew resources and positioning of flight crews. It is a very cost-saving transport al-ternative to the use of long-range aircraft and gives us the opportunity to have our own air-craft constantly available in our main operating area. But conducting wing-to-wing transports is a very sensitive topic. It is crucial to operate the whole transport at a similar quality level. There-fore ADAC over the years has established a spe-cific wing-to-wing network of reliable partners that have been audited by us. Very important aspects are : the qualification and experience of the Medcrew and the FlightCrew, the medical equipment and stretchers used in the aircraft, the reliability and experience we have

RG: Yes, we do conduct wing-to-wing transports with selected part-ners in the air ambulance business on the long-range,especially inter-

On the one hand it is the development of the market and the different regions in the world with so many influences like the travel attitude, the political situation, safety and health concerns etc. On the other hand it is the care and develop-ment of our own structure with all the aspects re-garding the aircraft like fuel costs, maintenance, flight crew etc. and all the aspects regarding the best treatment for the patient medical-wise like pre-flight assessment, medical crew, medical equipment and so on. Our business is never a business to just make a setup once and leave it that way, but it is a business with continuous de-velopment and challenges that have to be faced and prepared every day.

RG: It’s like Air Ambulance Profes-sionals already explained, we are all in the same boat and are facing similar challenges every day.

the safety of patients, employees and the health of the company. Naturally, it is essential to save and nurture current relationships with clients as well as continuing to grow. There is little I can add to what has already been well said here.

RS: The major issues in airambu-lance operations are maintaining top quality management, the satis-faction of our clients and partners,


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ics facing so many companies and programs in today’s world. Our ever changing world, both at home and abroad, makes it difficult for even the most highly focused programs to keep abreast of all the elements and impacts we face today. Tracking and trending countries, populations, de-mographics, travel itineraries, political influenc-es, existing hostilities, fuel costs, best practices, safety concerns, and the overall ebb and flow of the air medical transport industry is daunting at the best of times. With the many challenges all of us face, Air Ambulance Professionals is focusing on our distinct medical crew, aviation crew, Flight Co ordinators, office personnel, and in essence anyone and everyone connected with the program. Through knowing their roles within the program, knowing their expectations, and then their ability to strive to exceed them, com-ing together for a significantly effective whole, strengthens the program to persevere during these difficult times.

8: What are the major issues your airambulance business is facing in air ambulance operations?

Q BW: Air Ambulance Profes-sionals faces the same dynam-

nging with business and politics, the current eco-nomic climate means any international business must stay one step ahead. Ensuring you know exactly who you are dealing with and bringing into play new partners to cover new markets and locations are vital, as are our relationships with payors and assistance companies from challeng-ing areas of the world where culture, politics and even religions are different.

CS: Excellent question! As the world keeps evolving and cha-

There are many times when utilizing a program with similar standards and scope of practice en-ables each program to contribute their strengths to the transport, effectively providing the neces-sary patient care while at the same time return-ing the services to their primary areas in a rea-sonable length of time.

10: How important is the accreditationprocess for air ambulance companies?

om countries with difficult Visa-requirements is needed; or when there are flights with unrealis-tic duty times for pilots and med-Crew, then we work exclusively with personally known air am-bulance companies.

Q

RS: Yes, in special cases we do make wing-to-wing transports. Take, for example, the circum-stances where an evacuation fr-

patients requires extensive processes that must be established, meeting certain criteria along the way. This criteria must have standards, ac-cepted globally, that allows for best patient out-comes. There are certainly issues involved on a global level. Practitioner’s abilities, delegat-ed authority, scope of care and liability issues would need to be addressed. All participants in-volved in patient care, from the programs to the insurance companies to the facilities themselves, need to put aside differences and come together to develop standards that are evidence-based best practices. Accreditation is a method to vali-date a program’s quality, service and safety. The accreditation process is an industry ac-cepted model, recognized both nationally and internationally. Air Ambulance Professionals is accredited by CAMTS, the Commission on

BW: To meet the demanding needs of the most critical of

already had with the specific partner and so on. Furthermore the meeting point of the aircraft is a very important point, as it has to be at an airport close to proper medical facilities just in case there is a worsening in the patient’s condi-tion. But once all these aspects are prepared, standardized and constantly monitored, wing-to-wing transports are a very smart solution for the long-range case.

rds on an equal footing all over the world, will be a long way off. I think the EURAMI-Accredi-tation is a good thing for a global standardiza-tion, though.

RS: The accreditation process for air ambulance companies is really important and needed. But to get the accreditation standa-

O Healthcare Re defined

ambulance providers with quality management systems like EURAMI, CAMTS, ISO, Malcolm Baldridge and other, more regional programs. The roles of quality management systems and accreditation are of utmost importance and al-low a client to “tick all the boxes” with regards to quality, reliability and dependency. Local gov-ernment checks and regulations also lay foun-dations for standards that one may benchmark against.

nts and standards have been evaluated and examined by independent specialists in the air ambulance market. Furthermore, if these accred-itations like EURAMI are globally accepted and expected by the customers, it puts pressure on non-accredited companies to adapt their qual-ity standards, which is a very positive aspect for patients’ safety. However, accreditation can only set minimum standards. So we advise to all our customers to visit our operations and to therefore make themselves aware of the way we work every day.

CS: As a well established air ambulance broker we utilise air

RG: The accreditation for air ambu-lance companies is very important. It guarantees customers that a cer-tain level of transport requireme-

Accreditation of Medical Transport Systems as well as EURAMI, the European Air Medical Insti-tute Accreditation. We are the first and only pro-gram in the world to acquire this dual air medical transport accreditation. We at Air Ambulance Professionals believe in the accreditation proc-ess, knowing this validation allows individuals to better understand the qualifications of those they have entrusted the care of their patients to.

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Make your mark...

In Healthcare Redefined’s Exclusive lead feature interview, meet Christopher Percival, Director, HealthCare International (HCI)

Increasingly in today’s business, companies and corporations of all shapes and sizes are sending key personnel to far flung places.

A combination of social and economic pressures are quickly transforming the character of the ex-patriate assignment and businesses are changing their expatriate policies to reflect this.

The expatriate workforce is a modern day neces-sity for expanding ambitious businesses in all sec-tors in a bid to stay ahead of the game.

Any FD will highlight the expense of expat em-ployees, and will be constantly on the hunt for solutions to reduce costs. By all means scrimp on a star in the choice of hotel accommodation, you will not win fans, but it is unlikely to mean the dif-ference between life and death. However, health and medical insurance cover is one of those com-pulsory expenses which is only redeemed when “the worst happens” and as our insurers here will explain, the possibility of “what if?” will always exist.

With this in mind, and globalization likely to be an expanding trend, hard-pushed HR executives are struggling to keep a firm footing of the con-stantly shifting sands, when it comes to protecting their global workforce. Because of the significant expense involved in expatriation, not to mention the personal strains, employers and their medical insurance providers have to be creative, accom-modating and flexible. Today’s global expat

employee is a challenge. Healthcare cover is the paramount concern in any relocation protection package.

HealthCare International

HealthCare International has an energetic, dynam-ic and successful team, with more than 35 years’ experience in the Global International Health and Private Medical Insurance arena. HealthCare Inter-national is a specialist provider of global private health and related personal insurances, designed to provide not just the basic health cover, but also a wide range of benefits for expat employees and families. HealthCare International’s renowned HealthCare and Risk Management experience has brought to the market a comprehensive, trans-parent and easy to understand range of private international medical and life insurance solutions. HealthCare International is constantly seeking to refine and improve their solutions and to build suc-cessful client relationships wherever possible.

Christopher Percival

Director - HealthCare International

Christopher has been a Director of HealthCare International since 2004 and prior to that held senior positions within the Banking and Financial Services industry in London. He is recognised, fully qualified and authorised by the Financial Services Authority in the UK and has over 25 years experience in the industry.

CP: I am fortunate to work within a really experienced team and I have been a Director of Health-Care International since 2004. Prior to HealthCare International I held senior positions within the Banking and Financial Services industry in London.

HealthCare International pride themselves in offering a suite of specialist and innovative prod-ucts which include comprehen-sive Private Medical Insurance, Travel Insurance, Life Assurance and Income protection for the global expatriate market for both the Personal and Corpo-rate client sectors whilst ensuring members the highest standards of service at affordable levels. HCI has a substantial Broker Cli-ent base of which my team and I look after.

CP: The variables in an expatri-ate life cycle and in the chang-ing circumstances of an indi-vidual are many, and we are in the business of providing Inter-national Medical Insurance and expatriate assistance in the form of Travel Insurance and Interna-tional Life and Income Protection, both directly and indirectly, and during this time have responded to the need for flexible cover and adapting to the protocol of the destination country. Our product development is the key to our success and each year we are able to analyse data and world trends in terms of health care and, along with personal feed-back from our clients, improve our plans and benefits where necessary to deliver the most comprehensive cover available.

Innovation is a key consideration for us. Technological advance-ments mean that we are

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1: Give us a brief overviewof your role in the organisa-tion, its infrastructure and core business activities, products and services?

2: What are the current trends in expatriation and what is your organisation doing to provide modern day solutions to these trends?

Q Q

Christopher Percival

continually monitoring and evaluating developments in the market that will allow us to com-municate better with our clients or to manage their policies and personal data even more effi-ciently. While we feel our deliv-ery times are excellent in areas such as policy administration and claims processing, if there is a way to improve the service that we provide to our clients, we will be sure to investigate it and to apply it to our industry. Ultimately, healthcare insurance is not something that a client wants to worry about. A compa-ny wants to feel comfortable that they are catering to the needs of their employees by providing the best possible benefits and cover. They also want to feel secure in the knowledge that the company they have selected to work with is able to do this. Historically, HCI have not specialised in in-digenous populations, but this is very much on our agenda.


CP: Aside from the obvious growth areas in Asia, Europe and the Middle East, we are always pleasantly surprised to hear from a broker who has rec-ommended HCI and feels strong-ly about the opportunity in their specific market. Often, smaller pockets of incremental business is overlooked in an effort to focus on growth rather than the qual-ity of niche markets. It would be easy to turn this answer into a summary of world trends in in-dustry and expatriate growth, however, what remains essential to us is our relationships that we have with our supporting brokers and existing companies, many of whom refer new business to us. Furthermore, industries such as construction, technology and financial services will always provide us with consistent busi-ness growth in all areas.

CP: Everyone is aware of the emerging expatriate markets in Europe and the Middle East, and indeed industries and opportu-nities are highlighted in Russia and Asia. With more and more countries closing their doors to expatriates’ medical needs, companies like ours need to fill the gap. The trend today is link-ing closely with local companies who have vast knowledge of lo-cal rules and regulations whilst creating successful strategic partnerships.

We are already equipped to provide an expatriate with com-prehensive and easily managed policies in the health, travel in-surance, life and income pro-tection sector. Trends in world industry growth and the location of this growth may shift, but we are there!

Wherever the expatriate may be, our policies are designed to be flexible. Introducing local claims administration teams and services in particular, can be done at the request of large cor-porate groups or a large expa-triate presence, and in this way we will continue to strongly align ourselves with both local brokers and international companies, re-inforcing local confidence and claims control.

CP: With respect to clients and brokers, due to confidentiality we are unable to name specif-ics. We look after international plans for some of the largest operations worldwide which include international pharma-ceutical agencies, school and educational institutions, as well as those leaders in emerging in-dustries as well as sports profes-sionals and VIPs.

Our focus is on personal service, the speed of this service, and ul-timately, customer satisfaction. Every client has their unique circumstances, and our policies and procedures are designed to respond to a variety of needs. We are continually evaluating the market and our operations to ensure that our knowledge, expertise and service best aligns with their requirements. A large part of this relies on open com-munication between the client and ourselves, and while we be-lieve that our system design and technology is one of the more advanced available to service our client base, without the in-put from our business partners and choosing to listen to the feedback from our customers, we would not have policy hold-ers as satisfied as our research shows us they are.

CP: When evaluating a client and their personal circumstanc-es there are a number of aspects to consider such as age, profes-sion, current health and health needs, work circumstances and destination. A client may require a stand-alone policy, or may have to consider the needs of his or her spouse and dependents. Or they may intend to start a family. Our plans are designed to meet the needs as a person’s life progresses through differ-ent and personal stages and circumstances. For example a British expatriate who is based in China.

He joins us at the start of his career, working for a particular company. He regularly travels to other areas of the world during the course of his job, and may be relocated and have a new country of residence.

During the course of his career he marries, and he and his wife start a family. They then go from job to job, and country to coun-try. Years later he retires, his children leave home, and he and his wife settle permanently in a foreign country. Assuming this client remains an expatri-ate throughout, we are able to cater for his International Medi-cal Insurance, Travel Insurance, and Life and Income Protection needs. While we would assist the client to evaluate the plan benefits on the occasion of his annual renewal, the majority of

CP: Until recently we have ma-jored in the individual and the small corporate sector of the mar-ket. The expatriate movement is growing significantly and we find the majority of our policy holders are in the industries of finance, teaching and natural resources such as oil, gas, and mining. These industry growth trends tend to be grouped in particular areas internationally, but ultimately you will always find expatriates based at differ-ent levels in their various indus-tries and our plans and solutions cater for all demands from ba-sic to executive, so we are well equipped to respond to sophis-ticated needs as well as large claim events.

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3: Traditionally what are the key industries that make up the core of your expat insurance business?

4: What are the emerging industries that represent good market potential & growth rates for your products and services? Can you explain the key geo-graphical markets in which you operate and the present chal-lenges your organisation faces there?

5: What are the emerging markets and industries that are requiring expatriate movement and requiring your services, and do you have to adapt your serv-ices and policies for the new mar-kets and industries?

6: Can you name some key accounts and provide an over-view of the type of service they require?

7: How would you support the life cycle of a typical expatriate?

Q Q Q Q Q his changing circumstances will be accommodated in the same way throughout his guaranteed cover for life with HCI. The pri-mary variable is whether a client requires cover for longer than our 90 day emergency cover in the USA on a policy that is es-sentially excluding USA cover. A client would need to select a plan to include the USA as part of his cover otherwise he would not be covered for full benefits in the USA.

Due to the high cost of medical treatment in the USA, it is nec-essary to select a policy with a premium that factors this in. All his other personal factors are negligible, which is due to the simplicity of eliminating restric-tions relating to service provid-ers.

The structure of our plans means that a client has the freedom to travel or move to virtually any destination of their choice, and their policy circumstances will remain the same. In other words, we do not have the need to in-form them of our local networks in the area, or to advise them of where they may or may not seek treatment.


CP: Once an expatriate and fam-ily have been accepted onto a HealthCare International policy, they are guaranteed cover for life while their period of cover-age remains unbroken and they remain expatriates. It is a fact of life that circumstances may change and work requirements can be unpredictable, and rath-er than having the complications associated with a change in location affecting a network of service providers and having to update details on our systems to cope with a change in their treat-ment area, we have designed our policies to make this as ef-ficient and client-friendly as pos-sible. A client is free to choose where to receive their treatment and with whom. As long as it is a recognised medical facility or service provider of the country that they are in, and providing the claim is approved and within the benefit level, we are happy to accept the claim or to receive a claim directly from the service provider.

CP: A HealthCare International policy holder is paying to have security in knowing he has some-one who will take care of his Health Insurance needs efficient-ly. We deliver a service that is personal and we are approach-able 24/7. Our claims depart-ment is fully trained to be able to process and work with foreign claims. Clients can refer to us for information on local service providers and for assistance in arranging and authorising their treatment. The combined experi-ence of our claims team means a wealth of information from people who are always on hand to assist the policy holder.

We organise help in an emer-gency, and policy benefits in-clude flight arrangements home in the event of the death of a loved one. Insuring an expatri-ate is not just providing medical benefits and cover, it means re-alistically assessing what eventu-alities may affect them.

CP: Yes. We are one of the few companies that are able to do this on an individual and corpo-rate level with bespoke schemes for the larger corporate. With the strength of major re-insurers behind us we are secure in our operation and development, and are able to provide almost anything that the individual or corporate entity requires. We are not restricted in our develop-ment and plan structures, as are some of the larger competitors in the market.

The client comes first – we do not want to compromise the best possible treatment, and thus we provide them with freedom of choice.

We find that this is of huge ben-efit to our clients, as many may have a personal or family doctor that they would prefer to use, or they may be referred to a treat-ment facility or doctor by col-leagues who have experienced a particularly high level of assist-ance. We believe that the level of comfort that a client has is to know that treatment comes first, rather than having the hassle of having to go out of their way in-stead of using their nearest facil-ity, wherever they may be in the world.

Thus, clients are free to travel or relocate without needing to consult with us except to update their contact details. By remov-ing the need for procedural re-quirements related to networked doctors and hospitals, we are able to put clients’ needs first and provide them with an Inter-national Insurance policy that has as little chance for error and frustration as possible.

Benefits like paying for accom-modation in the event of a par-ent or child being hospitalised for a specific length of time, are small things that are important to the individual should it occur. It’s not something that they are aware of or may think of here and now, but chances are high that this may occur, and it is our job to provide the services and to consider those unexpected events. A client is placing not only his premium, but also his faith and trust in us.

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8: How would your interna-tional Health Care Plan, support consistent cover for the employee and their family?

9: What other services do you offer besides insurance cover i.e. medical consultation, travel warnings, cultural training etc?

10: Are you in a position to offer a one-stop-shopping solu-tion to cover a lot of the expats’ needs?

Q 9: Continued..Q

Q Q


By Post

HealthCare International UK Administration Centre

160 Brompton RoadKnightsbridge

London SW3 1HWUnited Kingdom

CP: While HCI is a smaller com-pany, this remains one of our greatest strengths as we are able to assist our policy holders in many areas. With regards to EAP, these are individually tailored programs and subject to company type, location and size, and with the systems and technology we have, almost an-ything is possible.

CP: We are comfortably equipped to manage a seam-less transition of most company schemes. We are able to match terms and tailor packages - in fact, anything that the employer requires for his staff. A seam-less transition from an existing insurance provider or indeed, self administered scheme, into HealthCare International is sub-ject to the information, com-munication and systems of the corporate company. With mod-ern technology and our recent investment in this sector we have installed a new and comprehen-sive system – literally one of the most advanced in Europe – we are well placed to manage any transfer of business. Because we do not restrict a member to a particular network of doctors or hospitals, we do not need them to familiarise themselves with this or have any particular pro-cedures for them to follow, other than normal authorisation and claims requirements. Emphasis rests on our office based team and claims team being available 24 hours a day telephonically or via e-mail, to enable us to assist with any specific queries.

CP: Our aim is to continue to remain flexible, based on the needs of our existing policy holders and to continue to ex-ceed their expectations when it comes to service delivery. As a company, we are committed to our personal approach and con-cern for our clients.

We are excited about the chal-lenge to continually improve our products, and have a structured business expansion programme. We feel confident that we are ahead of the pack in terms of service and international insur-ance solutions, and have our eye firmly set on existing and future markets that can benefit from our services and products.

11: Do you offer EAP (em-ployee assistance programmes) and if so can you explain the key features and benefits of this serv-ice?

12: What kind of supportdo you offer to enable a corpo-ration to guarantee a seamless transition?

13: What does the future hold and what is your organisa-tion’s forward looking strategy?

Q Q Q

General Enquiries: +44 (0)20 7590 8800 General Fax: +44 (0)20 7590 8815E-mail: [email protected]: www.healthcareinternational.com

Next issue Meet:Shane YoungerGroup Managing DirectorHealthCare International

SK: Ultimately, expatriate health-care is very important to the busi-ness, because an average three year assignment can cost more than £1million. A failed assign-ment can also have a negative impact on business plans in a new or developing location. But, contrary to popular belief, even large companies don’t necessar-ily have a large expatriate popu-lation, and the largest concen-tration of expatriates if often in a group of nine or less. Added to which, most HR professionals only spend a proportion of their time dealing with expatriate benefits. Nearly half of our HR clients spend less than 10 per cent of their time on expatriate is-sues and only one quarter spend more than 25 per cent. Expatri-ate healthcare is important, but for most clients it is one important part of their portfolio- its for that reason that clients value slick, ef-ficient administration and report-ing so that this precious amount of time available for expatriate matters isn’t tied up sorting out problems.

SK: Global reach isn’t only about providing access to high quality healthcare around the world. It is also about com-municating with customers in their language – understanding their issues. That means open-ing offices in the challenging regions, as well as those closer to home, and being prepared to put work into newly opened territories. In addition to our cus-tomer support centre in the UK and unique strength in the U.S. market, CIGNA has offices in Dubai, Stockholm, Paris and re-cently gained a license to write contracts out of Hong Kong. That means we can now support companies with subsidiaries, or based in the Hong Kong/Asia Pacific region, with a compliant product. These complement our longer standing offices in Ma-drid, Zurich, Munich, Brussels and The Hague.

SK: In recent years CIGNA has pioneered a network of strate-gic alliances with the best na-tional healthcare providers and combined them with CIGNA’s comprehensive global cover, to offer clients and members the best of both worlds. The CIGN-ALinks initiative means we have now developed strategic alli-ances that benefit customers in key locations such as Australia, Hong, Kong, Singapore and the Middle East. Added to networks available through contract pro-viders in regions such as the UK, Spain, the UAE, Saudi Arabia, Qatar, Kuwait, Bahrain, and the U.S., our network development has really gained momentum.

SK: Compliance. Several coun-tries have already changed the regulatory requirements for healthcare, setting minimum ben-efit and licensing requirements, many of which require member-ship of a national healthcare scheme. The Dutch Healthcare Act led the field in this trend, but other countries are following suit.

The key to solving the compli-ance challenges are to address the issues by meeting the re-quirements, not circumventing them. Finding a solution means taking a truly integrated ap-proach, and it is the ability to integrate that differentiates the best International providers from the rest. Integrating with the Eu-ropean social system is certainly challenging, but it can be done and it delivers real benefits for our customers, which they ap-preciate. Leaving the customer to resolve a problem isn’t asolution.

Sheldon Kenton

SK: Network development is important to customers because it gives them the benefits of ac-cess to the best national and in-ternational healthcare, ease of access because members know the healthcare providers have been quality assured, less onus on individual members because claims are often submitted elec-tronically by the medical provid-er, and the cost-savings negoti-ated for volumes of treatment in a specific location. The short answer is that customers care about networks if they make the lives of their members easier. Facilities such as our Preferred Provider Organisation (PPO) for medical, pharmacy and dental treatment in the U.S. make as-signee’s lives easier. CIGNA is the only International provider offering USO PPO’s for all three of these key areas.

Q Q Q Q Q Q

Managing Director for CIGNA International Expatriate Benefits

1: What is keeping the clients awake at night?

2: What’s your biggest achievement?

3: Do customers care about networks?

4: How global is global? 5: How important areexpatriate benefits to the client?

6: Are international assigneesreally as internet-savvy as they claim?

SK: Anecdotally, members tell us that a very high proportion use the internet everyday. Good International PMI providers pro-vide country guides and other preparatory information to pre-pare assignees, but we live in a Google-enabled world – the same information is easily avail-able on the website of the For-eign & Commonwealth office. The information most members want access to tends to be trans-actional, which is why we are continually enhancing facilities such as electronic claims filing, direct billing, etc.

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SK: There is a great differencebetween using the internet for regular information, and us-ing it to handle a one-off issue concerning their health. Some members only engage with their International PMI provider when they need an immediate re-sponse, whereas a web-enabled tool can offer just the right level of control for members with on-going health issues. The simple fact of the matter is that a need for health information may not always occur when you are in front of a PC. Our mission is to provide access to robust infor-mational services in a range of different ways (web, telephone etc) and then to provide trans-actional services (such as claims tracking etc) so that members can access our services at their convenience.

Source: CIGNA International Employee Benefits. Employer Satisfaction Survey.

CIGNA International Expatriate Benefits is the world’s largest provider of employer sponsored insurance plans for expatriate employees.

SK: Quality healthcare that de-livers when it’s needed and professional, human support. Web tools provide clients with valuable management informa-tion, and when it comes to web enabled tools, clients need fast, self-service access to client serv-ices, on-demand. Sites that give clients real-time control of cover for their assignees, allow them to enrol members or upgrade ben-efits, and provider sites where hospitals and clinics can confirm eligibility and obtain guarantees of payment – those are the web-enabled tools that make life eas-ier for HR professionals.

But most clients recognise that it’s impossible to become expert at something you spend only a fraction of your time doing. Feed-back from our customers¹ tells us they still rely heavily on their dedicated account manager as a professional, informed source of information. Clients want the continuity of a personal relation-ship with someone who knows and understands their business. What they don’t want is a call centre.

Q Q 7: Do members wanthealthcare information from the internet?

8: What do clients really want?

The mark of Quality Assistance

Any Time. . .

Any Place. . .

High Level, Human-Oriented, Client Based Solutions.

Call: +30 210 4296 631

For any Emergency Travel Solution


MEDEVAC


Email: [email protected] • Website: www.athensassistance.com GREECEO Healthcare Re defined70

PL: Like the genesis of many in-novative companies CMN was founded by the mind of our founder John Park. John ran the company out of his basement for the first few years. John retired as President of CMN in Novem-ber 2007. Today we still have as a member of our Leadership team, Employee #1. Rosanna Borgh, who is the Director of Quality Control and overseas the overall quality of our prod-uct.

Here is what our website says:Founded in 1995, CMN Inc., a Europ Assistance Company, is an international health man-agement company that assists clients, including insurance com-panies and government entities, and their insured members to successfully navigate the increas-ingly complex global health care system with economic ease.

We’re a Cost Containment firm;

PL: Peter Lozier – Executive Vice President, Sales, Marketing and Provider Relations CMN Inc.

I joined CMN Inc. February 2001 and was promoted to Ex-ecutive Vice President of Sales, Marketing and Provider Rela-tions in November 2007. I re-main a registered Kinesiologist and I am a member of the Insur-ance Institute of America.

I have been in the healthcare cost containment industry for most of my professional career, begin-ning in the insurance industry at the medical assistance level; ad-vancing to claims management and provider relations; and then moving into business develop-ment. With over 15 year’s expe-rience, I have a solid knowledge base of the Canadian and Inter-national medical, insurance and cost containment industries.

At least that’s what my bio says

Peter Lozier

1: Please introduce yourself, your background, and your role at CMNQ Q 2: Who is CMN and where

did it all begin?

on our website. www.cmn-global.com What the website doesn’t say is that I am married and have 2 lovely young girls 8 and 6 who keep me on my toes. Like most Canadian’s I have a cabin in the woods where I spend any spare time I have.

As most of the people in the in-dustry know I am well traveled and have had the fantastic op-portunity to speak at many in-dustry conferences including, ITIC, IAC, ICIRM, SIIA, MTA and others.

As a member of the Europ Assist-ance Group, the company that created the concept of Travel Assistance over 40 years ago, CMN is able to provide clients with access to an exceptional international network. With a presence on five continents, and a network consisting of over 7,000 acute care facilities and 400,000 physicians and specialists offering assistance in over 130 countries, CMN is your most experienced and trust-ed partner for unrivalled access to the best medical care in the world.

Here is what I say:

We are 160 people in Toronto along with 40 people in the US and 15 in Bahamas who sole purpose is to assist people

through what is generally the most difficult momZent in their lives. We do this while maintain-ing the costs low for the payor. Managing with Care is our tag line and I believe it. We care and we managed.

We treat the patients like family and we treat the costs as if it was coming out of our personalpockets.

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Executive Vice President, Sales, Marketing & Provider Relations CMN Inc.

a claims TPA; a case manage-ment firm; and an Assistance company all in one – and that gives our clients integrated solu-tions and a true partner.

Our core strength is the manage-ment of U.S. health care costs, including leveraging our own leading in-house network, and top PPO networks, to provide coverage anywhere within the US. We have managed the bringing of insured patients to the US for definitive health care for over 10 years and we also manage in country major medi-cal programs and expatriate programs.

Our medical case management, North American and interna-tional proprietary provider net-works, customized services, and technology are all seamlessly interwoven to ensure patients re-ceive the best-possible medical care and service, while reduc-

ing and managing our clients’ risks and costs.

existing clients and prospective clients in a more efficient and timelymanner.

Our new website has a cleaner look and feel, as well as infor-mation that will be updated regularly to ensure our clients, their members, prospective cli-ents and all users get the most timely and relevant information possible. The site also includes a new blog that provides visitors with the unparalleled opportuni-ty to hear from CMN’s medical team, world-class partners, and our cost containment experts on a wide range of health-related topics and advancements. The CMN Blog also provides users with the opportunity to share their own views.

Additionally, taking advantage of online advertising partner-ships, such as www.initiatehe-alth.com , provides us with an opportunity to market our serv-ices and solutions to a broader range of prospective clients, anywhere in the world.

This is what I would say:

We are a cross border healthcare service company first and

foremost. We use technology to make it easier for our staff and clients to gain access to informa-tion and to serve that informa-tion up in the most user friendly way possible.

Our members and clients are all over the world so we need to constantly think about what the implications of that are. Just today we had a member who was in Kuwait and needed to see a doctor. He pre-certified his request through e-mail. We arranged for his appointment through the EA network, facili-tated his care, and cleared the payment to the provider through our worldwide clearing system whilst updating his claims file and giving him access to view the status through his member portal.

• Large Claim Review & Audit • Out-of-Network Claims Management • Emergency and Commercial Evacuation Coordination• Trust Account Management

Our health management solu-tions include:

• Full Third PartyAdministration • Travel for Treatment • Cost Containment• Best-in-Class PPO Network • Large Claim Review • Medical Tourism

PL: Here is what the Our Tech-nology Guys would say:

CMN strives to be at the fore-front of providing our clients with leading edge technology in order to help doing business with CMN more client-centric and efficient. Through our indus-try leading technology, which includes EDI connections and real-time, our clients have 24/7, 365-days-a-year web-based ac-cess to their member’s claims information, case management notes, and customized reports.

With a significant 7 figure invest-ment in a new operating system being launched in 2010, CMN will be on the leading edge of servicing our members. Online claims submission, claims status, forms, multicurrency adjudica-tion, real time repricing are but a few of the services that will be offered through our .Net based system called Plexus Quantum Choice.

In 2010 and going forward, the internet, particularly the new CMN website will play heavily into our overall marketing strat-egy, as it provides CMN with an opportunity to reach our

PL: Here is what I say:

Simple………. Better Service and Savings. We deliver results and have a proven track record of turning around blocks of busi-ness. We bring new services to the clients faster with guaran-teed service.

Here is our website answer:CMN’s world-class health man-agement solutions are con-stantly evolving to ensure our international and domestic clients have a complete set of leading solutions to manage the three universal fundamentals of healthcare: Access, Quality and Cost. Backed up by strong systems, technology and proc-esses; highly experienced man-agement and skilled staff, our health services deliver important added value on a daily basis to all of our clients.

Our health services include:

• Global Preferred Provider Network • 24/7 Emergency Assistance and Customer Service • Medical Case Management• Claims Management • World Renowned Centers of Excellence

PL: Managed Care has a nega-tive connotation to it and thus we much prefer the term Managing with Care. Very often our job is to maximize member’s benefits. That is, they are going to use up all of their benefits regardless of whether or not CMN intervenes by the very nature of their ill-ness. Our job then becomes one of benefit maximization. Making sure they get the most possible services for the benefits that they have. In our Case Management department we believe that our job is to tell the patient that “It’s their job to worry about getting better and that it’s our job to worry about everything else.”

Managed Care vs. Managing with Care. I like the sound of ours better…I also believe in the services we provide to the pa-tient and the payor.

Q Q Q 3: What solutions an services do CMN offer?

4: Define “managed care” in today’s globalised world of healthcare commerce.

5: CMN has recently launched a brand new web site, whilst modernising brand and image. How important is the internet and technology in healthcare and how does it play a part in your overall marketing strategy?

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PL: Assistance companies have so much to offer to carriers so I would suggest that the carriers look to the assistance companies to help them with product devel-opment. Bringing new services to market is the foundation of any good assistance company. Combine that with a carrier’s ability to underwrite those serv-ices on a risk basis, and you have a strong combination.

Communication is the key to any successful personal or business relationship. For this reason our Partners Portal WebEnter-pize, which is a direct link into our system for our carriers is one of the keys to our communica-tion with them. They can see in real time anything we are doing in terms of patient case manage-ment or claims. They can run their own reports, export them, look at their current IBNR, and even interact through our abey-ance system. Transparent, real time access to data forces us to be as close to perfect as possi-ble while never allowing for the “I didn’t know” excuse.

PL: There has been lots ofconsolidation in this industry as with many other industries. This consolidation has occurred at all levels. Carrier, assistance, air ambulance and Athe PPO industry.

9: What changes, if any, would you like to see implement-ed to streamline the interaction between assistance companies and carriers, and how would you propose these changes are intro-duced?

PL: I have so many ideas on this subject and I would need the rest of the article to explain them all. One of the top problems is the issue of simple eligibility. It boggles my mind that most pro-viders still have to call in to ver-ify coverage. I am not talking about payability but rather sim-ple coverage. Then many com-panies use a “FAX MACHINE” to send confirmations of cover-age. The second major problem I see is the way we provide utili-zation management and concur-rent review. Many providers in the US pecifically are set up to service their major payors but don’t have sprotocols to deal with International payors. The concepts of repatriation and the like are not within the normal protocols for US based provid-ers. I would very much like to see a swipe card that can verify coverage and then provide sum-mary level UR requirements.

Q Q Q 10: Similarly, what protocols and procedures would you like to see implemented between the assistance company and service providers in order to maximise the standard of care the patient receives whilst reducing the cost to the payor?

11: How has the global, travel assistance sector changed, in the last 5 years?

PL: It really depends on what you mean by client. If you mean the end user the answer is sim-ple. They want two questions answered.

•Whoisgoingtohelpme?•Whoisgoingtopay?

Our case managers are in a unique position to say.

•Iamgoingtohelpyou•Wewillmakethepayments on your policies behalf.

After that the member can con-centrate on the health problem while having a team of patient centric advocates in their cor-ner.

If you refer to the term client as the Payor then the answer is also quite simple.

They want a brand friendly experience for their members whilst paying the minimal possi-ble for the required and covered healthcare services. If you do the above very, very well and add in some special services you are on strong footing.

PL: CMN started by bringing patients to Canada then to the US for healthcare. The manage-ment of international patients in the US, whether they be travel insurance, major medical, di-mestic US or expatriates remains our core market.

Having said that, we are now in the business of managing patients and plans all over the world and have recently com-pleted a network of providers in Bahamas for our local claims management business there. Before that we built a network in Singapore for our expat clients in the region. Before that we built a network and managed patients in the UK.

We remain focused on North America as it is the most expen-sive market in the world and a challenge for most payors. More specifically we focus our efforts where our clients spend money. Most clients have claims at the same 100 provider’s year in and year out. This is where we focus much of our attention. We sweat the details on claims and member services where our international payors need us to. We are focused on the needs of the international payor.

PL: Whoever is in charge of funding healthcare access. We work mostly with insurance car-riers, assistance companies, TPA’s, Goverments, Charities, Corporations and Self Funded Groups.

6: What geographies repre-sent CMN’s core market place?Q Q Q 7: What does the client

really want? 8: Typically, who are theclients of CMN?

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PL: I foresee that blending of travel, expat and major medical insurance. I also see the con-cepts of proactive management rather than reactive manage-ment taking hold. Already we provide some of these services to our high risk members. Re-mote tele-monitoring of high risk patients through device manu-facturing partnerships.

I would like to see some key providers take a more proactive and perhaps even a risk partner-ship on programs. The concept of us vs. them needs to change. We need them as much as they need us, so why don’t we build that bridge.

Clearly client expectations will continue to grow. Already there is an expectation of worldwide cashless service along with 24/7 customer service and spe-cial concierge, high touch serv-ices. Assistance companies and carriers will need to adapt to the demands of the clients.

Lastly I think the term “Medical Treatment” will need to be rede-fined. We see a blending of lifestyle medical treatment

PL: Looking into the future more than 2 to 3 years is a very diffi-cult thing to do. There are major changes occurring in the health-care space. Obama reform, a trend toward more socialized healthcare, aging population, new diseases and pandemics, to name a few.

I want CMN to stay nimble enough to be able to move and adjust as the market does. We’ve always taken that ap-proach and it has worked and I believe will continue to work.

If you stick to the fundamentals of good service, good quality, good savings and effective trust-worthy management you will be able to navigate through any changes that might occur. We have a proven track record of growth and providing growth for our clients. I expect this to continue in 2 years, 5 years or 10 years.

Q Q 12: What major trends and changes do you personally see developing in international medi-cal and travel assistance markets over the next 5 years?

13: Finally, how will CMN position itself over the coming 5 years, to maximise on these changes, trends and market de-velopments?


Managing with Care TM

Managing with Care TM

Our Global Reach As a member of the Europ Assistance Group, CMN is able to provide clients with access to an exceptional international network.

Presence in 208 countries on 5 continents Network of over 7,000 acute care facilities and over 400,000 physicians and specialists34 Call Centers and credentialed provider network in over 130 countries 63 million phone calls, 16 million assistance cases, 8,000 medical transports, $400 million in travel for treatment bills processed per year Over 6,000 employees worldwide

Your most experienced and trusted partner for unrivalled

access to the best medical care in the world

Managing with CareTM

Global Preferred Provider Network

Best-in-Class U.S. PPO Network

24/7/365 Emergency Assistance

Full Third Party Administration

Complete Cost Containment

Medical Case Management

World Renowned Centers of Excellence

Large Claim Review and Audit

Emergency and Commercial Evacuation Coordination

Our Global Reach As a member of the Europ Assistance Group, CMN is able to provide clients with access to an exceptional international network.

Presence in 208 countries on 5 continents Network of over 7,000 acute care facilities and over 400,000 physicians and specialists34 Call Centers and credentialed provider network in over 130 countries 63 million phone calls, 16 million assistance cases, 8,000 medical transports, $400 million in travel for treatment bills processed per year Over 6,000 employees worldwide

Your most experienced and trusted partner for unrivalled

access to the best medical care in the world

Managing with CareTM

Global Preferred Provider Network

Best-in-Class U.S. PPO Network

24/7/365 Emergency Assistance

Full Third Party Administration

Complete Cost Containment

Medical Case Management

World Renowned Centers of Excellence

Large Claim Review and Audit

Emergency and Commercial Evacuation Coordination

Our Global Reach

As a member of the Europ Assistance Group, CMN is able to provide clients with access to an exceptional international network.

• Presence in 208 countries on 5 continents

• Network of over 7,000 acute care facilities and over 400,000 physicians and specialists

• 38 Call Centers and credentialed provider network in over 130 countries

• 53.8 million phone calls, 11.5 million assistance cases, 8,000 medical transports, $400 million in travel for treatment bills processed per year

• Over 6,800 employees worldwide

To learn more about CMN please visit www.cmn-global.com or email us at [email protected].

78

Mr. Jeff Tolbert

JT: As a U.S. registered aircraft operator in Hong Kong, we face many difficulties in regulations, compliance, and logistical hur-dles when operating our aircraft inside and across mainland China. In an effort to further en-hance operations and provide more availability to the grow-ing Chinese healthcare system, we have aligned with Asia Air Medical. The joint operation will feature strategically stationed Beechjet aircraft permanently configured for medical flight, with initial operations commenc-ing in Beijing and future plans for expansion to Shanghai. The aircraft will be Chinese regis-tered, providing access to most

JT: Owning and operating your own fully dedicated air ambu-lance aircraft and employing your own pilots, dispatchers, and medical teams are the cornerstones to a true air am-bulance company. Our involve-ment, thorough planning, and customer coordination allows us to maintain a very high level of service, quality, and patient comfort. You can assure your customers and patients that their transport will be of the highest quality from beginning to end.

JT: AirMed International is the leading U.S. air ambulance company, offering unparalleled medical care and bedside-to-bedside transportation on a worldwide basis. AirMed’s man-agement team has operated fixed-wing ambulance jets since 1982. AirMed provides service to more than 1.3 million mem-bers and boasts the most expe-rienced air medicaltransport crews in the world, which is why it’s been chosen as the fixed-wing transport for the world-famous Mayo Clinic, as well as a preferred carrier for the U.S. Department of Defense.

As pilot and an experienced in-ternational Captain Jeff Tolbert (founder and CEO of AirMed International), identified a need for dedicated fixed-wing medi-cal air service after flying the first heart transplant patient in the Southeastern United States to UAB Medical Center in 1983. In 1987, Tolbert was the first in the U.S. to operate civilian jet aircraft equipped exclusively for medical transportation and also operated the first civilian aircraft equipped with a medical liquid-oxygen system.

3: AirMed has very recent-ly entered into a joint venture agreement with Chinabased Asia Air Medical (AAM) in which you will cooperate in the Greater China region (People’s Republic of China, Hong Kong, Macau and Taiwan) to expand air medi-cal transport operations. This is a commendable achievement con-sidering the difficulties faced in regulation, compliance and red tape that surrounds China. How will this joint venture benefit the Chinese healthcare industry and the reach of AirMed’s air ambu-lance operations?

4: With a choice of many, world-wide air ambulance companies what sets AirMed apart from the crowd?

CEO, AirMed International

1: Who is AirMedInternational, and how didAirMed begin?

Q Q Q Q 2: Define “air ambulance owner” from AirMed’sperspective?

AirMed’s complete vertical inte-gration allows for the best level of patient care. Because we own our own medical jets and all dis-patch, flight and medical crews are AirMed employees, we can assure our customers that they will receive the best medical care available to them in their time of need. This sets us apart in the air ambulance industry.

Countless world-renowned hos-pitals along with major insur-ance carriers, foreign govern-ments and prominent universities have all made AirMed their first choice for world-class medical care in the air. When measur-ing us against other providers, please consider that:

•Ourmedicalcommunicationscenter is staffed with emergen-cy medical technicians on a 24/7basis, 365 days per year.

• The medical communicationscenter has continuous access to our in-house FAA Part 121 licensed dispatchers, advanced practice nurses and/or physi-cians at all times.

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domestic airports in China and a centralized geographic prox-imity for all transports. AirMed Asia (a wholly owned subsidi-ary of AirMed International) will staff the aircraft with medical teams and utilize its highly ac-claimed 24/7 medical coordi-nation system to guarantee the highest quality of patient care and transportation.

• Our maintenance depart-ment personnel consist of A & P licensed mechanics that have completed aircraft specific fac-tory training and have repre-sentatives based at each base of operations.

• Operates the largest numberof dedicated stand-up cabin airambulance aircraft within the United States.

• Recipient of the InternationalTravel Insurance Journal (ITIJ) Air Ambulance of the Year award for 2007 and 2008.

• Only air ambulance to holdCAMTS Accreditation, EURAMIAccreditation, and DoDapproval.


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6: How do air ambulance buyers today (insurance and as-sistance companies for example) select an appropriate partner?

JT: During this economic down-turn we have seen the demand for air ambulance transporta-tion decrease across the board for most if not all air ambulance operators, domestic and interna-tional.

AirMed further separates itself from the majority of operators and competitors with our mem-bership product, enabling a customer can take a financially responsible position and pur-chase our membership before they travel. Where traditional health insurance and most trav-el insurance programs will not cover the full amount or even at all for medical evacuation, our members are fully covered and will be transported home or to the specialty hospital of their choosing (not just the nearest appropriate facility. For $375 a family can purchase our prod-uct and be covered for an entire year. Therefore, in the event that an unexpected medical event happens while travelling, our members don’t have to decide between one operator charg-ing $100,000 and the other at $110,000. The price of a trans-port is the price of a membership purchased before they travel.

7: How important is price in today’s economic downturn?Q

Avcon modifications to include extended fuel tanks, delta fins, and a gross weight increase, the Lear 36A provides AirMed the transport capabilities within the Pacific Region. Most importantly, this aircraft allows AirMed the capability to provide service for urgent transports from Hawaii to the mainland, serving the trans-port needs of island hospitals.

Headquartered in Birmingham, Alabama, AirMed owns and operates a fleet of fixed-wing Hawker 800s, King Air, Beechjet aircraft found at its 6 bases in Beijing, Hong Kong, Cleveland, OH, Honolulu, HI, Rochester, MN and Birmingham, AL. Each plane is permanently equipped to provide a state-of-the-art inten-sive care unit environment and is used exclusively for medicalevacuation.

The Hawker 800 is the largest ICU permanently equipped U.S. registered aircraft and provides a stand-up cabin and enclosed lavatory for crew and patient family members. The Hawker 800 is the perfect aircraft for long range international trans-ports due to its maintenance reli-ability, passenger comfort, and range. Our Hawkers are stra-tegically positioned in Birming-ham and Hong Kong to help meet worldwide demand.

Our Beechjet 400s are exclusive-ly used for domestic transports. We have Beechjets based in Rochester, MN and Cleveland, OH to meet the transportation needs for the Mayo Clinic and Cleveland Clinic. AirMed is the

Q Q 5: Can you give details of the fleet AirMed owns and operates, and their applications in worldwide air ambulance missions?

JT: For the most part insurance and assistance companies se-lect air ambulance companies based on several different fac-tors. Price, availability, aircraft size, distance of transport, and previous reputation are just a few of the many factors insur-ance and assistance companies look for when choosing an air ambulance provider. AirMed separates itself from other pro-viders through our impeccable safety record, accreditations, reliability, aircraft size, and the overall seamless high quality service.

exclusive fixed-wing air ambu-lance provider for both hospitals. We find the Beechjet is a great aircraft for domestic air ambu-lance transport. The Beechjet is faster and larger than most small domestic private jets, therefore making it a faster and more comfortable option when flying domestic transports.

We currently operate four fully dedicated C-90 King Airs in Ha-waii. The King Air is the best air-craft for intra island operations in Hawaii. The distance between the outer islands of Hawaii and Oahu is too long to operate helicopters. Our Hawaii opera-tion is more similar to an EMS operation where we strive to be airborne within 15 minutes of receiving the first call for trans-port. With a high utilization and average flight legs of just over 30 minutes, the King Air is ideal for this operation due to its reli-ability and the type of mission flown in Hawaii.

To be operational in Hawaii by the end of November is a Lear-jet 36A. We have chosen this aircraft for operations between Hawaii and the mainland due to its speed. Equipped with the

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JT: Unlike most air ambulance companies, AirMed Internation-al is accredited by the Commis-sion on Accreditation of Medical Transport Systems (CAMTS), the European Aero-Medical Institute (EURAMI) and the U.S. Depart-ment of Defense (DoD). These strict accreditations ensure the utmost safety, covering every part of the AirMed medevac operation from patient medical care to aircraft certifications and safety.

AirMed is the only company in the world to be accredited by all three organizations.

More information about each accreditation can be found on each organizations website and our website at: www.airmed.com.

Q 8: What does accreditation mean to AirMed, and how doyou communicate your quality standards to the client?


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• Establish Best Practices for the entire medical transport industry, helicopter and fixed wing.

• Require accreditation for all programs.

• Require all air ambulance medical flights, fixed-wing and helicopter be accomplished by two pilot crews.

JT: We currently view ourselves as the best air ambulance op-erator in the USA and will continue to grow our domestic operations. AirMed will never sacrifice safety or quality, and we will continue to fine-tune op-erations keeping them as safe, seamless, and reliable as any operator in the world.

In addition to our domestic growth, we are focused on Asia. With our strategically formed partnership with Asia Air Medi-cal we will continue to grow the air ambulance market and continue to provide the same high quality, safe, and reliable operations within China and throughout Asia. Lastly, another five year goal includes aggres-sively marketing and growing our already 1.3 million AirMed members. As AirMed continues to grow as an air ambulance company, we plan to expand our membership product to fur-ther developing markets not just within the U.S.

JT: Right now the marketplace is experiencing a very low de-mand with an ever increasing high supply. All international air ambulance companies are fac-ing the pressure of rising opera-tional costs with rising fuel pric-es, increased personnel wages, and higher medical malpractice and liability insurance expens-es. In addition to these rising costs there is additional pressure from third party payers to keep their costs lower, meaning third party payers are not utilizing air ambulance companies as much as they did before this economic downturn. We have also found that more private jet charter companies are trying to become involved in the air ambulance sector due to the very low de-mand for luxury aircraft charter. Traditional luxury charter com-panies have begun to provide medical services without using a fully dedicated air ambulance aircraft, therefore possibly low-ering the overall quality of safety and patient care.

Solution: The solution is the es-tablishment of best practices for. the entire U.S. industry, and the mandating for all air ambulance companies to be accredited by an approved organization This would ensure a high quality group of suppliers where the in-dustry is focused on quality and patient care.

Q Q Q 9: How will AirMed grow and develop in the next 5 years?

10: What are the majorissues worldwide air ambulance companies are currently facing and what are the solutions?

11: If you could change 3 things in the worldwide airambulance industry what would they be?

For questions, contact;Sarah Hanley, Director ofCorporate Communications:[email protected]


Certified to save your life.Now celebrating our second year in Hong Kong, AirMed Asia is the only air ambulance in Asia accredited by both CAMTS and EURAMI. These strict accreditation standards ensure the utmost safety, covering every part of the AirMed worldwide operation from patient medical care to aircraft certifications. second best is never good enough.

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www.airmedasia.com Hong kong: + 852-3756-3680

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DK: Actually we did not face a remarkable fluctuation in our activity and it seems that despite the unrest in neighboring regions Greece remained a stable desti-nation. Although the costs in my country increased, tourism had an increase of almost 40% in the last five years. As a product of recent his¬tory, all countries are now becoming EU members with the region showing development in the assistance industry.

There is great traffic with the Balkan countries as in¬bound and outbound tourism flourishes which in turn increases demand for our assistance services.

DK: Western and central Europe is a traditional destination. The Eastern Europe and especially the Balkans and Cyprus are an emerging region of main inter-est for Greece and the traffic is steadily increasing. The cease of visa regulations, EU member-ship and the ease of commerce has created a big market for the tourist industry. Today this mar-ket is our main field of activity and interest.

DK: I started 16 years ago with creation of services for emer-gency home and pre-hospital medical care, conjugated with air ambulance and repatriation transfers. Requests for a wide range of medical assistance services appeared promptly.

This resulted in development of Athens Assistance and col-laboration with a great number of local and foreign assistance companies, global players and leaders of the market. Participa-tion, all these years, in Interna-tional Assistance Group gave me the opportunity to have a collective experience and knowl-edge in this field according to the internationals standards and demands of today. Based on this long standing active presence and creation of special medical teams and network, I can say that we are a reference in our region.

The Greek islands are one of the most popular tourism desti-nations in Europe. Every year, the islands welcome millions of tourists from all over the planet to experience at least 3000 years of history. Athens, which took her name from the ancient god-dess Athena is one of the old-est cities in Europe and remains known worldwide as the cradle of a great civilization. Athens is the place where the political systems of democracy, science and philosophy were born and today represents the commer-cial, cultural, political and in-dustrial centre of Greece.

With so much written about the history of Greece & and hercul-ture Initiate health takes a step to one side to examine health-care service delivery across the islands. Due to the very geographical peculiarities of the islands, a disproportional amount of visitors per sanitary facility, and the fact that tourists in Greece double the popula-tion, the redirection of a tour

Q Q Q

General Manager and Medical Director Athens Assistance.

Dr. Dimitris Koliniatis

ist, from one of the small Greek islands in a medical emergency, to a specific or better equipped facility can be tricky, to say the least.

Dr. Dimitris Koliniatis of Athens assistance has had years of ex-perience in the field and specifi-cally servicing the Greek islands since graduating from Ionidios high school and the medical school of Athens university. Spe-cialized in general surgery and emergencies he was a founding member of the “SOS Doctors” in Athens and started providing as-sistance services for the organi-zation. Dr. Dimitris Koliniatis also created “medevac” and or-ganized the structure in terms of medical teams, equipment and flying methods.

Healthcare Redefined: Good morning Dimitris, thank you for taking the time from your busy schedule to speak with us. Firstly can explain your background and experiences in the health-care market place?

1: We understand you cater for the international patient who may be travelling on business or leisure; what patient types repre-sent your key market? (I.e. expat, tourist, business traveler, medical tourist)

2: Which geographical locations are providing your in-ternational patient business?

3: The eastern Mediterrane-an is a region that has seen sig-nificant amounts of political and civil unrest, whilst still offering a great deal to the expat, tourist or business traveler. How have these events shaped the market place of which you operate in?

DK: Although tourists comprise the great majority of our cases, with expatriates and business travelers remaining a small part, there is clearly an absence of medical tourism. The high costs of private healthcare in Greece remain the main reason for the lack of medical tourists.

There are also a growing number of Greeks visiting our northern neighboring countries for out-patient diagnostics and dental treatment due to the consider-able difference in cost. These countries are now EU members, and been developed with Greek interests in mind.

PTO...


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DK: Unfortunately the main problem is the current finan-cial crisis and uncertainty that it brings to the travel industry. Well being of insurances is vital and we believe that really close cooperation between assistance companies and insurers is the important component to move forwards. Directed care that is controlled by all parties, is of utmost importance and the key to a successful chain of services. Managed care to qualified care with cost controlled providers is the only way and s the target, for the substantial benefit of all.

Q 8: What current issues and prolemsdo the industry face, and what, in your own opinion can be done to improve the overall performance of cross border healthcare delivery?


MEDEVAC


Email: [email protected] • Website: www.athensassistance.com GREECE

DK: Assistance and travel in-surance companies are our tra-ditional market, mainly as an inbound activity. In the Greek market, travel assistance is main-ly a service for reimbursement of medical expenses but not active emergency care, still is not im-plemented in the mind and usual practice of Greek travelers. It re-mains an underdeveloped and not popular insurance product, usually offered as an added val-ue for health insurance policies. For sure it is a growth market for our company, but corporate clients are the factor that con-tributes the most to our business growth.

DK: Full range of services in case management and cost containment is our specializa-tion. From emergency medical advice and doctor’s visit on the spot to air ambulance and regu-lar flight repatriations. We have developed our medical teams, means and equipment plus our network of doctors. Servicing the competition in our market and providing these services to local as also global scale, with controlled costs, I believe that keep us differentiated.

DK: The issue for us is to man-age an already existing trend to neighboring countries. Although not organized yet, it seems the only perspective that can be ac-complished.

This is based on the profile of a typical Greek patient, language spoken and services required. Inbound medical tourism, not developed yet despite efforts, seems at presently a remote per-spective.

High fees of providers and lack of agreements with insurances in the last years (the insurances as-sociation body is not accepted as regulator by all providers any more), exclude the desirable control and attractive offers.

Q Q Q Q 4 Medical tourism is big business – how will you harness this massive market over the com-ing 24 months?

5: What are the core com-petencies and specialties that the Athens Assistance can offer? What makes Athens Assistance a unique organization?

6: What experiences have you had with health & travel insur-ance companies and assistance organizations? Is this a growth market for Athens Assistance?

7: In your own personal opinion what are the sectors of your business that represent the biggest growth areas over the coming 24 months?

DK: We intend to extend our share in the Greek health insur-ance market providing emer-gency medical services and cost containment.

We will develop our hospital net-work and travel assistance serv-ices. It is a rapidly growing sec-tor with massive demand. With an actual increase in volume of ac-tivity these sectors will prove to be the most economically re-warding. Concerning medical tourism, it seems that it will not be a signifi-cant issue in Greek health indus-try in the near future. Besides, we expect travel assistance (that is not yet a common commodity for the typical Greek traveler) to flourish and we will be one of the main players in the market.


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In essence, the above 5 medical centers provide very top medical facilities as a user pay 24 hour medical services and emergency care in Guang-dong and China.

Furthermore, in the forthcoming healthcare re-form, China intends to assist the development of the Center newly built by imposing a decree to local hospitals in Guangzhou to direct patients who are not local citizens to the Center.

By so doing, the China government hospitals can off load the cost and liability to international mar-ket pricing and practice in the like manner of the Hong Kong government who require non-citizen to pay medical deposit upfront and charge them the market rate should a non-citizen use the Hong Kong government hospitals. .

The Centre will operate in 5 locations to provide outpatient services, in hospital and specialty treat-ments:

1: Yue Xiu Medical Center for outpatient services.

2: Tian He Medical Center for outpatient services;

Thus, the original investors of the Center intend to open up these business opportunities for Hong Kong medical practitioners, international medi-cal operators and investors to participate in the fast growing “second tier” healthcare market in China.

Apart from the business potential of servicing both the local affluent, the foreigners and Hong Kong citizens in Guangdong, medical tourism inbound to and outbound from China, critical illness, second opinion, clinical trial, TCM and western mixed medical treatments are offering great op-portunities for the medical field from Hong Kong for the enhancement of their vision and mission in medical advancements under an innovative envi-ronment of East meeting West.

This also gives a gateway and spring board for overseas medical operators and investors to invest in the China healthcare business at a lower entry barrier. Currently, an overseas investor requires a local JV partner of 30% and a minimum capital of USD10 million.

The Center is going to be the first license being approved under CEPA. The name of theoperation will be:

The Guangzhou Hong Kong Medical Center:廣卅香港华利康医疗门诊部.

Under the forthcoming healthcare reform in Chi-na, China prepares to launch the “second tier” medical services, very similar to the current Hong Kong government hospital model in the following manner:

1: Foreigners and non local citizens have to pay full medical bills;

2: Local medical experts are able to attend to patients outside their place of employment.

The Guangzhou Hong Kong Medical Center:

廣卅香港华利康医疗门诊部

The Guangzhou Medical Center

With special permission granted by China au-thorities 2 years ago, VeriSafe and a Hong Kong medical group started the trial run of the pioneer-ing pilot scheme by operating a medical center inside Guangdong Wujing General Hospital with the view of gaining the necessary experience and China qualification.

Under CEPA 6 launched on 1st October 2009, Guangdong Health Bureau confirmed that the trial operation has met China’s requirements. Consent has been given to proceed with the expansion of the operation and to build Medical Centers in Guangzhou to meet the needs of the healthcare market.

3: The Center can use the adjourning hospitals for inpatient admission and to use their medical facilities.

As the City of Guangzhou is considered to be the center of medical excellence for the Chinese in Southern China, a huge volume of potential cus-tomers is anticipated if the Hong Kong branding and the quality of services can be controlled.

4: Medical Center. A medical centre situated inside the VIP floor of Guangdong Army General Hospitals as self managed VIP hospital wards for inpatients and long staying patients.

5: Guangdong Wujing General Hospital Medical Center. A medical centre inside Guangdong Wujing General Hospital to provide contract medical services to corporations and emergency medical dispatch in Guangdong and China for road and air ambulance. The Center is being invested with exclusive rights to access over 65 Wujing Hospitals in China and their facilities. Wujing (armed police) is the Chinese government’s dedicated disaster assistance, roadside emergency and major medical

For affluent locals who can afford to pay medi-cal bills, this arrangement is very similar to the VIP ward of Queen Mary Hospitals whereby the patients can jump the queue for the best available medical facilities and medical experts for those who can afford the medical cost.

3: Medical Center: A hospital reception and out patients services center at street level adjourning Guangdong Province People’s Hospital and Chung Shan Hospital servicing as hospital reception desk and consultation clinics for foreigners, non citizens and insurance scheme members.

The Center has the honor of having Pro. Chen Qi Qi, MD joining the management team as Senior Consultant. She was Vice Mayor of Guangzhou and is the President of the Guangzhou Medical Association.

emergency mobile medical units. Wujing is equipped with national road and air ambulance networks.


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Enquiries may be directed to: Christopher Knight

MD, Initiare [email protected]

www.initiatehealth.comwww.healthcareredefined.com

At the moment, the western insurance world rec-ognizes very few western medical facilities in Chi-na for the purpose of providing services to their customers traveling and staying in China. Now, there are over 25 million foreigners in China and the number is increasing.

The grand plan of this operation is to open up 60 medical centers in China. In essence, if one medi-cal centre is able to cluster 10 hospitals in the city, then, there will be over 600 western managed hospitals if the 60 centers can be opened.

Not only that, the Center is also qualified for ap-plying similar operating licenses in other cities of China, but has also been given priority to ten-der Government projects in relation to healthcare services in State-owned corporations. One of the projects now under negotiation is to provide medical services to 230 million mobile workers in China. Their medical bills will be insured under an insurance scheme.

Thus, the Center operation stands in a favorable position in providing services to patients of both local and overseas insurance companies. Invita-tions are offered to medical practitioners, medical groups and investors for their early-bird commit-ments on first come first serve basis:

1: To be registered and licensed as an independent medical practitioner in China;

For the Hong Kong medical group who may wish to service clients all over China, the Medical Center is able to access for emergency medical dispatch and attendance. The Center is able to link and cluster networks of 3 A hospitals in major cities.

The Center is able to provide a “hub and spoke” solution. This means the same business model can be replicated in other cities of China.

VeriSafe and associates have been in the medi-cal assistance and medical third party adminis-tration business since 2001. Currently, VeriSafe is servicing over 100 insurance companies and fellow medical TPA companies around the world for their clients in China.

It is also the vision of the original investors in this project to make the Medical Center an urgent care center operation across China, similar to the US urgent care, so that business promotion, serv-ice to clients, operation and quality control can be effective and efficient under the economy of scale.

Each medical practitioner will be covered with Rmb 1 million medical malpractice and profes-sional negligence. Similar to MPS in Hong Kong, the insurance scheme will be serviced by local legal and security supports with prompt inception in the event of accidents with the view of mini-mizing interference of the operation and medical professionals. The Center will be installed with a 24 hour alarm button connected to a security monitoring centre.

Under her leadership, the Center is able to access all national and provincial medical experts to act as medical consultants who can attend patients in the Center. They can also perform joint consul-tations and operations with Hong Kong medical practitioners in the Center and in China hospitals. This means the operation of the Center can be operated efficiently and cost effectively should the local medical experts be able to work closely with practitioners from Hong Kong and overseas.

In addition, Hong Kong medical practitioners reg-istered in the Center are able to access the top hospitals and their facilities.

In addition, the Center is vested with the following special operation features:

1: A Neuro centre with a Cyber knife, neuro specialists and a government neuro development fund;

2: Licensing to treat drug addicts with newly developed non-invasive external application medicine.

3: Priority organ transplant for Hong Kong citizens.

Under CEPA 6, the Centre is able to manage the use of proper drugs & medicine, if necessary, to be imported from Hong Kong solely for the use of the Center’s patients.

This is also a very important feature in the health-care business in China to control the quality of treatment.

The Center has made ready the necessary infra-structure to protect the Hong Kong medical prac-titioners from and including legal dispute and se-curity protection.

2: To operate an independent practicing corner;

3: To run and operate one of the medical centres or supporting facilities;

4: To open up in other cities of China as one of the “hubs or spokes”.


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There is no regulation of air medical operations in Asia. There are no professional bodies like CAAMTS or EURAMI in Asia. Self regulation and voluntary adherence to standards (clinical and safety)

The Asian cross border healthcare industry can be as challenging as the regions land-scapes. Picture: Morning mist in Huangshan National Park, Anhuri Province, China.

The number of dedicated air ambulance aircraft throughout Asia can be counted with 2 hands. The majority of aircraft are dual role, with the medi-cal team providing equipment (monitors, oxygen, stretcher, drugs etc) in what is otherwise a bare aircraft charter. This sometimes results in delays in deployment and calls into question safe practices. For example, bottles of high pressure oxygen are frequently left loose on the floor. These 200 Bar pressurised cylinders are likely to be non hydrostat-ic tested and even corroded. It is a sentinel event in the making.

By Charles Johnson,Hope air ambulance, Singapore24H Helpline: + 65 6100 1911

Fax: + 65 64005254www.hopeambulance.com

www.hope-flight.com

Most Asian countries do not allow non-locally regis-tered aircraft to do internal (within country) patient transfers or land at military air strips. This is a fre-quently encountered problem in China where the wait for a medevac plane can be days to weeks.

As private health and travel insurance is also a new (and rapidly growing) market, just about half of air ambulance cases are private paying. With this comes the issue of how best to guarantee and secure payment, which may be in a multitude of cur-rencies. There is a fine line to thread between the moral high ground of performing a life saving flight and being realistic about whether it will be paid for. Other than in China and India, most air am-bulance operations cross international boundaries. A 2000 km air ambulance flight may require over-flight permits from six countries. Picking up a patient from a remote airfield without an immigration office often means having to make an additional techni-cal stop at an international airport to get passports stamped.

The majority of patients that are transferred in Asia are from healthcare institution (perhaps rudimen-tary) to healthcare institution (tertiary). Picking up patients from homes and accident scenes are rare events. There are no national helicopter aero medi-cal programs.

Asia is vast; it is a continent of exceptional con-trasts, from the world’s highest mountains to deserts and lush tropical forests. There are isolated small vil-lages and islands with little external human contact to vast sprawling metropolises with tens of millions that are growing and changing at breakneck pace. Near 60% of humanity call Asia home.

There are some 37 countries in Asia. Political sys-tems, cultures and religious practices are truly di-verse and often divergent. Think of Afghanistan, Japan, India, Myanmar, China, Kazakhstan, Indo-nesia and the Koreas… all Asian countries. Within these challenging environments air medical opera-tions are still very much in its infancy, yet its growth has been exponential. Air medical operations in Asia are unique, and differ quite markedly from es-tablished models in Australasia, Europe and North America. Air medical work in Asia is almost exclu-sively the realm of private operators, there are no government or NGO funded initiatives. An excep-tion occurs in times of disaster, when the military usually plays a prominent role in mass rescue. Pri-vate operators have often taken the lead in moving expatriates from areas of conflict, acts of terror and natural calamities.

Air ambulance in Asia

Due to the vast expanse of Asia and also that many cases are privately funded, there is a growing ten-dency to consider the use of stretchers on commer-cial flights. Thankfully Asian based airlines have ris-en to the occasion and are receptive to the carriage of stretchers, oxygen and medical teams that may even handle patients on life support. The time to ob-tain medical clearance (MEDIF) is the most common stumbling block.

In addition to air, medical evacuation in Asia often involves a combination of road (which may be in claustrophobic ambulances careening on impov-erished roads) and sea transfers. Teams must be equipped, trained and psyched up to handle logis-tic nightmares, corrupt officials, cultural sensitivities and the lack of a common language. The importance of local knowledge cannot be over-emphasised and it is fot this reason that almost all operators rely on a network of trusted partners that span their field of operations. Multi-lingual (and patient) operations staffs are a must.

remain the cornerstone of medical operations. Sad-ly, the chase for income and increased competition has undermined standards of care.

I have worked and grown as an emergency and flight physician for some 12 years. The clinical challenge and uncertainty of each new case still provides that same adrenaline rush. In performing my duties I have never failed to be amazed and humbled by healthcare, aviation and support pro-fessionals who work in austere environments and make a difference in the lives whose care has been entrusted to them.

By Charles Johnson, Hope Air ambulance Singapore

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Aetna’s proposal for health care systemtransformation

Described in the following pages is Aetna’sproposal to transform the U.S. health care system. It is intended to serve as a framework for sensible policy action, and reflects Aetna’s commitment to being part of the solution and our willingness to serve as a resource in the health care discourse. When considering this proposal, it is important to recognize the considerable interplay between various policy interventions. Aetna believes that health care reform should identify and take ad-vantage of companion solutions. Companion solu-tions refer to the pairing of complementary public policies. When implemented together, companion solutions result in an outcome that greatly exceeds the impact of any isolated reform component.

supporting proposals for change. For example, the company played an integral role in creating the comprehensive health care access proposal put forward by America’s Health Insurance Plans (AHIP) in November 2006. Titled A Vision for Re-form, the AHIP proposal articulates a set of policy recommendations aimed at achieving near-uni-versal coverage for all children within threeyears and adults within ten years. In addition to endors-ing this comprehensive access proposal, Aetna was the first national health insurer to publicly announce its support of President Bush’s Execu-tive Order on health care transparency and was one of the first Fortune 100 employers to sign the Statement of Support for the Four Cornerstones of Value-Driven Health Care.

What Aetna believes

As one of the oldest and largest insurers in Amer-ica, we believe Aetna has both an opportunity and an obligation to be a key part of the solu-tion. Our commitment to advancing public good is ingrained in the company’s 155-year heritage and is reflected in Aetna’s core values of integ-rity, quality service and value, excellence and accountability, and employee engagement. We believe that being a leader in health care means not only meeting business expectations, but also exercising ethical business principles and social responsibility in everything we do. We also be-lieve that our considerable intellectual resources and experience can be leveraged to build a stronger and more effective health care system - a stance that is embodied by Aetna’s leadership on a variety of public policy issues, including racial and ethnic disparities, genetic testing, price trans-parency and health and benefits literacy.

Aetna has been active in both developing and

documented persistent, systemic shortcomings in quality, including preventable medical errors and widespread overuse, underuse and misuse. Huge gaps exist between the levels of care delivered by health care organizations in different regions and settings. These quality gaps result in 35,000 to 75,000 avoidable deaths each year and be-tween $2.7 billion and $3.7 billion in avoidable medical costs.3 Numerous studies have found that, overall, American adults receive only about half of recommended care.4

Indeed, the price the nation pays for these prob-lems comes in the form of 46 million uninsured.

Health care is expensive - and costs continue to rise at a rapid pace, which is reflected in the form of higher premiums for health insurance. Premium increases are driven primarily by three factors: general inflation, health care price increases in excess of inflation (for example, cost shifting and higher priced technologies) and increased utili-zation (for example, aging population, lifestyle changes and new treatments).1 These rising pre-miums, in turn, have made it increasingly difficult for employers to offer coverage to their workers.

Today, approximately 60 percent of firms offer health benefits - down from 69 percent as recently as 2000 - which is of concern given the vital role employers play in the health care system. Rising premiums also have made it increasingly difficult for people to purchase coverage. With the av-erage premium for employer-sponsored family coverage now exceeding $12,000, participating in the health insurance marketplace is a financial strain for a growing number of Americans.2 At the national level, health care now represents more than 16 percent of the gross domestic product, and the traditional funding sources and mecha-nisms used to support health care cannot keep pace with costs accelerating at approximately twice the rate of inflation.

Pervasive quality problems: Quality problems in the U.S. health care system came into focus in the late 1990s when the Institute of Medicine

The U.S. health care system remains the world’s pioneer in research and medical technology, lead-ing treatment breakthroughs that benefit Ameri-cans and people across the globe. The presence of first-rate physicians, hospitals, drugs and treat-ments are due, in large measure, to the competi-tion inherent in our market-based system. While an impressive 85 percent of people in America - over 250 million people - have some form of health insurance, there are also real and severe deficiencies within the U.S. health care system:

The crisis of the uninsured: There are now nearly 46 million uninsured in the United States, which represents a staggering one in six adults under the age of 65. Over 8 million of these uninsured are children. The uninsured come from a variety of ages, household incomes and work statuses - but they share a common plight. A robust body of research concludes that the uninsured obtain less care, receive fewer preventive services and fail to adhere to recommended treatments. Addition-ally, tens of billions of dollars are spent each year treating those without health insurance, often in expensive emergency room settings for illnesses or chronic conditions that could have been pre-vented or treated earlier had they been part of a course of care associated with having health insurance.

Escalating health care costs and affordability problems: There are many reasons why people are uninsured, but rising health care costs and their attendant effects on affordability of coverage are widely viewed as the fundamental problems.


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The Aetna plan for healthcare reform in the USA with their proposalfor Healthcare System Transformation

Reform in the USA

Point 6: Promote preventive care and wellness

Create incentives for individuals to achieve opti-mal health status by making healthy choices, par-ticipating in wellness, chronic care and disease management programs and obtaining routine preventive care.

Preventive care should receive first-dollar cover-age and public and private health insurers should promote wellness vigorously in member and pro-vider services. All Americans should have access to wellness tools, such as health risk assessments, weight management and smoking cessationprograms.

Point 5: Promote greater portability of healthinsurance

Facilitate the growth of consumer-directed health plans with health savings accounts, which allow people to save for future medical needs by in-vesting in tax favored accounts that are portable. Consumer-directed health plans should include first-dollar coverage for the most common chronic conditions to ensure people benefit from disease management and care coordination.

Permit the purchase of health insurance across state borders (that is, rather than having to pur-chase in one’s home state) so consumers can use phone, mail and internet facilities to purchase coverage in states with legislative and regulatory environments that facilitate the existence of afford-able health insurance options.

Explore new mechanisms for portability, such as developing new pooling arrangements, reform-ing COBRA and creating new products designed for people in transition.

Create tax-based incentives for employers - es-pecially small firms - to offer or continue offering health benefits to their employees in order to pre-serve and strengthen the employer-based system. Employers should be encouraged to offer, at a minimum, Section 125 cafeteria plans.

Use tax credits as a tool to encourage and en-able target populations (e.g., lower-income adults and children) to enter the health insurance mar-ketplace. Tax credits should be administered on a sliding scale according to income and should be broadly financed.

single adults. Public programs should not, how-ever, displace those who would otherwise partici-pate in the private health insurance marketplace.

Health insurers, the federal and state govern-ments, and employers should come together to explore new ways of working together to ensure no American lacks affordable health insurance options.

Maintain the employer-based system and export its strengths to make the individual market func-tion better.

Point 3: Leverage the strengths of the current health care system, which already covers 85 per-cent of the U.S. population, to advance the goal of achieving universal coverage

Encourage public-private coordination and col-laboration. It is imperative that government and the private sector work together to expand ac-cess, increase affordability and improve quality. A competitive marketplace and a strong public health system are not mutually exclusive.

Continue to support the existing employer-based system, which is responsible for covering over 60 percent of the non-elderly population in the Unit-ed States (177 million people). At the same time, support policies that promote affordable health insurance options for individuals and small em-ployers not participating in the employer-based system.

Reorient the system toward prevention, value and quality of care

Achieve greater integration among medical, be-havioral and dental health services to facilitate total wellness and improve patient outcomes.

Point 7: Improve health care quality and patient safety

Support rigorous analysis and research about clinical best practices, including analysis of cost-effectiveness data to determine which medical technologies, protocols and drugs are most effec-tive.

Reward health care providers who efficiently deliver evidence-based care through pay-for-per formance (P4P) programs. Quality measures em-ployed in P4P programs should be clinically im-portant, credible to physicians, transparent to all stakeholders, consistent across health plans and other payers, understandable to consumers and useful to them in making choices. P4P programs should also equip providers with the information and tools necessary for improving practice out-comes and efficiencies.

A good example of a companion solution is the pairing of an individual coverage requirement with both strong enforcement mechanisms and broadly funded subsidies to increase the afford-ability of coverage for lower-income Americans. Another is coupling reasonable public program expansion with efforts to enroll individuals who are currently eligible but not participating in these programs, as well as implementing targeted tax credits for low- to moderate-income households, which controls against the risk of crowd-out (that is, individuals who would have purchased private coverage choosing to utilize public coverageinstead).

Get and keep everyone covered

Point 1: Transform health insurance into a civic responsibility

Require all Americans to possess health insurance coverage - an individual coverage requirement - as a common-sense approach for achieving uni-versal coverage through universal participation.

Pair an individual coverage requirement with government assistance for low-income Americans who are ineligible for public programs to enter the health insurance marketplace.

Create or improve broadly funded safety net pro-grams, such as reinsurance mechanisms or state high-risk pools, to ensure that the most vulnerable Americans have health insurance. Public-private collaboration is critical to the success of these safety nets.

Point 2: Strengthen public programs and the safe-ty net for those most in need

Strengthen public programs to ensure certain pop-ulations have access to quality health care. 100 percent of the Federal Poverty Level, including

Point 4: Use the tax system to expand access and increase affordability

Equalize the tax treatment of health insurance for those who obtain coverage through their employer and those who purchase it directly in the individu-al market by extending favorable tax treatment to both sets of individuals, without changing

the favorable tax treatment employers currently receive for offering benefits.


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Transform the medical liability system into one that focuses on the fair and timely resolution of medical disputes and promotes health care quality improvements. The medical liability system should encourage - not discourage - physicians to discuss and learn from mistakes and preventable errors. Patients experiencing medical injuries should be fairly compensated through an administrative sys-tem that draws upon independent medical exper-tise in the decision-making process.

Invest in initiatives to reduce racial and ethnic dis-parities in health care, including the analysis of treatment and outcomes data to ensure sustained progress in eliminating disparities.

Create public-private partnerships to ensure the availability of end-of-life care products that em-power people facing end-of-life care decisions by offering access to curative care whether in a hos-pital, hospice or home.

Use market incentives to improve coverage, drive down costs and make the system more consumer-oriented

Improve the affordability of prescription drugs by removing barriers to generic competition and cre-ating a regulatory pathway for generic biophar-maceutical medicines.

Point 9: Make the health care system moretransparent and consumer-friendly

Provide consumers with meaningful information to allow them to make value-based health care deci-sions. Advance transparency in health care qual-ity and pricing, giving consumers easy access to health care information, including cost and price information, and the ability to seek out hospitals and other health care providers that have a prov-en track record of high-quality care. Investments in transparency should be accompanied by rewards and other incentives for providers that efficiently deliver evidence-based care.

Invest in efforts to improve health and benefits lit-eracy, especially for the nearly half of adults in the nation who have difficulty locating, matching and integrating written information. Government and industry should partner with providers to improve health literacy and ensure that health information is easy to understand.

Point 8: Create a legislative and regulatory envi-ronment conducive to the development and avail-ability of affordable insurance options

Create new pooling mechanisms that facilitate af-fordable access to health insurance for individuals and small employers.

Permit private health insurers to use transparent and fairly devised medical underwriting tech-niques, while preserving a strong safety net for all Americans.

Promote the development and availability of man-date-lite and mandate-free products. Control the

Point 10: Harness the power of health information technology to reduce costs and improve quality

Advance public-private partnerships to develop and implement health information technology (HIT), including personal health records and the development of an interoperable health record system that allows for the seamless and secure transmission of health information.

Create incentives for consumers, providers, em-ployers and payers to adopt health information technology - accelerating the goal of replacing the outdated and costly paper-based medical records and billing systems.


proliferation of costly benefit mandates by estab-lishing independent review commissions.

Encourage uniformity of state laws and regula-tions. Explore the development of an optional fed-eral charter.


Unique...

Healthcare Redefinedan Initiare International Group publication


ICRC activities:

• The ICRC continues to coordi-nate with the Israeli authorities to ensure safe passage for families living in dangerous zones and re-questing evacuation. Over the past two days, about 150 persons, at least half of them women and chil-dren, have safely left the Al-Fukhari area, close to Khan Yunis, south of Gaza City.

• The ICRC transported one truck-load of medical supplies belong-ing to the Ministry of Health to the European Hospital and Nasr Hos-pital in Khan Yunis.

• The ICRC coordinated the truck-ing of more than 25,000 litres of fuel to 10 hospitals and NGO-run clinics in Gaza City, including to Al-Quds hospital. Fuel is badly needed for hospital generators as well as for ambulances to move around and collect the injured and sick. During the past 48 hours, Shifa hospital has been powered exclusively by generators to avoid unexpected and life-threatening power cuts, especially for patients in the intensive care unit. •The ICRC helped repair the ra-dio antenna of the PRCS main of-fice in Gaza City. The antenna is essential to coordinating the move-ments of ambulances.

Our front line news report takes us to the Gaza strip where the outbreak of violence has vastly effected any type of healthcare service delivery. Since the ceasefire took effect in the Gaza Strip, the scale of the devastation and the need for humanitarian aid have become ever more apparent. Entire families have lost everything and require urgent help meeting such basic needs as shelter, food, water and medical care. Healthcare Redefined speaks with Jakob Kel-lenberger, President International committee of the red cross (ICRC), Antoine Grand, head of the ICRC office in Gaza and Marcel Kadoche,International Network and Developments Manager Goral Assist.

It was reported on the 15/01/09 that The Al-Quds Hospital run by the Palestine Red Crescent Society in Gaza City was hit by explosions and fire broke out, putting at risk the lives of around 100 patients and the medical staff caring for them. Jakob Kel-lenberger, President of the International Commit-tee of the Red Cross (ICRC) “It is unacceptable that wounded people receiving treatment in hospitals are put at risk,” Kellenberger, the, who just com-pleted a three-day visit to the area that included a stop at Shifa Hospital in Gaza. He insisted that all parties to the conflict must comply with interna-tional humanitarian law. During meetings held in Tel Aviv with Defence Minister Ehud Barak and Foreign Minister Tzipi Livni, Mr Kellenberger insisted once again that the rules of international humanitarian law oblige the parties to a conflict to spare civilians and to protect medical personnel and medical fa-cilities at all times. He requested systematic access to all parts of Gaza for humanitarian assistance, especially medical assistance.

Since the beginning of hostilities the ICRC has re-peatedly reminded all parties to the conflict of their legal and moral responsibilities to spare and protect the civilian population and civilian objects.

Front line news: GazaHealthcare Redefined speaks with Jakob Kellenberger, President International Committee of theRed Cross (ICRC) and Antoine Grand, head of the ICRC office in Gaza.

Horrific blast injuries


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Antoine Grand, head of the ICRC office in Gaza said “It’s very tragic to see how many children have been killed in Gaza since this started. And we shouldn’t forget the tremendous impact of the past three weeks on the psychological health of the entire population, especially young people.”

Although Shifa Hospital continues to function in a well-organized and effective manner, its capacity to cope with the high number of patients is stretched to the limit. Apart from treceiving and treating the newly injured, it has had to care for 60 patients evacuated from Al-Quds Hospital and a rehabilita-tion centre in Gaza City, both damaged by shelling on 15 January. The medical personnel of the hospi-tal are themselves under increasing strain. Because of the intense fighting in the area in the past two days, many have not been able to return home to rest.

In the meantime, the influx of injured people goes on without let-up. “Most of the wounds we’re treating have been caused by blast,” said Dr Samir Kazkaz, a Qatari Red Crescent surgeon who recently joined the ICRC surgical team at Shifa Hospital. “They are horrific and often require amputations. Twelve se-riously injured people have had limbs amputated over the past 48 hours.”

Repair work at Al-Quds Hospital, which is run by the Palestine Red Crescent Society (PRCS), is under way after a quick assessment jointly carried out withICRC staff. Water pipes supplying the facility were badly damaged by the shelling. Hospital serv-ices are expected to be back to normal in three to five days. The PRCS warehouse, which was also shelled on Thursday, was reduced to ashes. Very substantial stocks of relief goods were destroyed.

Delegates visit detainees held by Israel and Palestinian authorities; they facilitate visits by their families and the exchange of messages.

The ICRC has a range of assist-ance and support activities for Pal-estinian families affected by the violence. These range from help-ing families (livelihood support projects, rehabilitation of the wa-ter supply) to providing supplies for hospitals. During the fighting in Gaza in May and June, ICRC delegates worked to ensure safe passage for the wounded and dis-tributed essential items to medical facilities.

In Israel and the occupied and autonomous territories, the ICRC works towards ensuring the faith-ful application of international hu-manitarian law (IHL), and above all the Fourth Geneva Convention relative to the protection of civil-ians in times of armed conflictand occupation.

Its delegates monitor the situation of civilians in the occupied Pales-tinian territories who are affected by the existence of the barrier, by settlements and outposts, by eco-nomic constraints and restrictions on access to essential services. Where necessary, they take mat-ters up confidentially with the Is-raeli authorities and seekimprovements.

About ICRC

The presence of unexploded ordnance is also likely to slow down the economic recovery and recon-struction in the Gaza Strip. The economic situation was critical even before the latest conflict owing to closures and restrictions imposed by the Israeli au-thorities.

Meanwhile, the situation of civilians, in particular with regard to damage inflicted on their homes, has yet to be thoroughly assessed, especially in places such as Khuzaa, hard hit during the conflict, and in southern areas such as Khan Yunis.

According to a recent ICRC assessment, 250 hous-es and apartments were badly or completely de-stroyed in the Al-Atatra and Zaytunneighbourhoods of Gaza City alone. The ICRC will soon provide the families that have been made homeless with mat-tresses, blankets, kitchen utensils and hygiene kits to help them cope with theirimmediate needs.

On the morning of 21 January, over 18,600 people were still being accommodated in 33 UNRWA shel-ters throughout the Strip.

As the ICRC assesses the extent of the damage caused by three weeks of fighting, it is becoming clear that unexploded munitions scattered in civilian areas represent another major new danger.

On 20 January, two children were killed by unex-ploded ordnance in the Shaaf area, near Jabaliya, east of Gaza City. “Most children stayed at home during the past three weeks because there was no let-up in hostilities. Now that the fighting is over and they are venturing out into the streets again, they run the risk of being killed or maimed by these rem-nants of war,” explained ICRC staff member Imad Abou Hasirah. Civilians in the Gaza Strip suffered greatly during the three-week conflict, with more than 1,300 killed and 5,000 wounded according to the latest Gaza Ministry of Health figures. They continue to be at risk today, despite the ceasefire. “The fact that Gaza is one of the most densely populated areas in the world makes the problem of unexploded munitions even more acute,” warned Antoine Grand, head of the ICRC office in Gaza. “The contamination represents a major threat for the population and for rescue teams now working in the field. It could hold back the pace of humanitarian work.”

In the occupied Golan, the ICRC’s activities focus mainly on re-es-tablishing and maintaining family links between the 21,000 Golan residents and their families living on the other side of the demarca-tion line.

The ICRC works in cooperation with the Israeli Magen David Adom and the Palestine Red Cres-cent. It strives to raise awareness generally about international hu-manitarian law and the obligation to respect it.

Following the ceasefire, emergency assistance operations are continuing in Gaza amid sporadic shelling and rocket firing...

• Worldwide Ambulance Flights

• Flight physician exams • Medical certificates• Organ transports • Central dispatch centre, staffed 24 hours a day• Rescue flights in crisis areas• Ambulance flights especially designed for children• Flights equipped with intensive care incubators• Medical escort on commercial flights• Patient transport to and from the airport • Patient return services• Transport of ICU patients (hospital to hospital)

• “Our primary goal is to provide optimal care to our patients. That’s why we don’t compromise: We use the newest equipment and hire only the best medical personal. Both our flights and medical crew are constantly tested. All of our crew members are fully current practitioners with extensive experience in their fields. This is the reason why our team is so strong.”

Roland Schoberth, CEO

• Tel: (24 h) +49 (0) 821 299 10 20 • Fax: +49 (0) 821 299 20 30 • E-Mail: [email protected]


Finest Quality Worldwide AirAmbulance Service

damage or putting out blazes caused by rocket attacks. Military personnel in charge of instruct-ing the general public have been distributing pub-lications that list precautions citizens must take to avoid injury. Civilian establishments such as su-permarkets provide free delivery of online orders to those living within the range of rocket attacks.

The Israeli Government and Israeli Military have also taken initiatives to tend to the humanitarian needs of Palestinians within the Gaza Strip. The Israeli offensive against Hamas has left much of Gaza in ruins, forcing Gazan’s to lock themselves in their homes or flee to UNWRA facilities. Due to the constant bombardment, water pipes and electricity lines have been damaged and much of the population finds itself without water or elec-tricity. In light of the suffering the war has brought upon the civilians in Gaza, the Israeli Military has implemented daily unilateral cease-fires ranging from 3-4 hours to allow aid trucks full with tons of food, medical supplies, fuel and other basic necessities to reach relief organizations that assist the most vulnerable of Palestinians. Israeli Military engineers while under fire have also been

In a volatile region such as the Middle East, the challenges faced by medical and aid providers are considerable and for the lack of better words, endless. The State of Israel is neither a stranger nor an exception to the violence that has plagued the lives of many; leaving the country’s medical establishments on the front lines battling a war against time.

Israel is fortunate to be home to the most prestige and comprehensive medical center in the Mid-dle East, The Chaim Sheba Medical Center at Tel HaShomer, amongst other internationally recog-nized medical establishments such as Beillenson Hospital in Petach Tikvah, Icholov Hosptital in Tel Aviv, Soroka Hospital in Beer Sheba and many others. As is routine during times of armed conflict affecting Israel, Medical institutions have aligned with the Israeli Government, the Israel Military and other civilian aid groups to provide those di-rectly affected by the conflict with compassionate medical care.

As results of the ongoing fighting, major medical centers throughout the South and Center of

Goral Assistance: Front line medical assistance from Israel. By Marcel Kadoche.

By Marcel Kadoche of Goral Assistance.

attempting to repair water pipes to connect Gazan’s with running water.

Though bombs and rockets reign upon Israel and the Gaza strip, people have come togeth-er in a stand of solidarity with fellow man, showing that in times of darkness light can still be shed and that the good nature of man can serve as the light at the end of the tunnel. The logistical war to save lives and to provide humanitarian aid to those in need is a bat-tle in full throttle. Men and women, Medical professionals, and amongst them volunteers, on both the Israeli and Palestinians side, have answered the call to help those in need, ir-respective of their religion, creed or sex. We can only hope for an end to the violence re-sulting in a sense of normalcy.


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Front Line Medical Assistance

Israel are being overwhelmed with patients hurt by rockets launched from Gaza alongside Pales-tinian civilians that have obtained permits to be allowed into Israel and who are suffering from chronic illnesses or who have been critically wounded by IDF shelling of Hamas targets in the densely populated strip. Dozens of Israeli soldiers wounded and evacuated from the war torn strip are also being treated at major civilian hospitals with injuries reigning from minor to life threat-ening. So far 1200 Palestinians and 12 Israelis have been killed in the fighting and over 6000 have been injured.

Amidst the medical needs of those touched by the conflict are the humanitarian obligations the State of Israel has to its citizens and to organizations providing humanitarian aid to Gaza’s civilians caught in the onslaught. In Israel, an extensive network composing of government, military and civilian bodies have come together to handle the humanitarian needs of its citizens. Government workers work day and night to make sure that state utilities and communication channels are functioning as normal, while also clearing

For contact details please see our Provider Directory.

Utilization review process.

The Utilization Review process is comprised of three areas; Pre-Admissions / Pre-Certifications, Concurrent Reviews and Discharge Planning. The Utilization Review process addresses the follow-ing questions:

• Are services accessible?• Are services acceptable?• Are services affordable (is the cost appropriate for the services rendered)?

Utilization Review can be implemented with little to no change to the existing benefit plans. Utili-zation Review addresses over utilization, under utilization and inefficient scheduling (services not being rendered within an appropriate period of time). The basis of Utilization Review is essentially to secure appropriate medical treatment for the patient.

We at Global Medical Management, Inc. utilize sophisticated medical guidelines to establish the appropriateness of medical services (provider) as well as the setting (facility), length of stay (ex-pected) and the policy guidelines. The close su-pervision of each case ensures that the level of care continues to be appropriate for each patient accessing health care services.

GMMI’s goal in the provision of Utilization Re-view / Case Management is to manage and con-trol the utilization of the resources being expend-ed. This is done through maintaining the highest level of quality. The data utilized to conduct this task is Solucient by Diagnosis / Procedure, Healthcare Management Guidelines Milliman & Robertson and Interqual IS/SI. Our case manage-ment service is conducted through telephonic and on site reviews (if indicated). GMMI utilizes its’ PPO infrastructure in order to execute our nation-wide referral process. We utilize highly trained health professionals that facilitate communication among the multidisciplinary team in order to cre-ate clinical integration. When clinical integration is achieved case management becomes a suc-cessful tool.

Our services and scope of work in the area of Medical Management include the following:

Applying patient data and policy guidelines as per Client Objective collection of medical data

alternative setting may be suggested for the pro-cedure in question. However, under no circum-stance will the patient’s health or well being or perception of services be compromised in order to achieve cost savings.

Determination of Medical Necessity Pre-author-ization / Referral to PPO provider Assessment of proposed treatment plan and level of care re-quired Concurrent, prospective and retrospective reviews Planning, intervention and evaluation of proposed treatment plan Discharge Planning in-cluding repatriations Management of LOS being utilized Reporting findings to the Client Quality in health care has taken on various definitions throughout the years. One frequently used defini-tion suggests that quality is meeting or exceeding customer expectations. Other definitions of qual-ity measure outcomes rather than emphasizing on the care processes. Falk defines quality as “the right care, at the right time, at the right place, by the right provider and at the right cost.” GlobalMedical Management, Inc. has accepted Falk’s definition of quality for the purpose of conducting case management for its’ Clients.

It is important to note that the nurses who per-form Utilization Review and Case Management functions operate in the best interest of the Client and Insured. The goal of the Medical Manage-ment Program is to reduce in-patient hospital days and thereby reduce hospital costs, as well as to examine the medical necessity of all scheduled, non-emergency admissions and procedures in or-der to prevent unnecessary treatment and/or hos-pitalizations and to shorten a length of stay when appropriate. Many times a less expensive,

Zaydee Capo is Global’s Assistant Vice President of Healthcare Services and has been with the company since its inception in 1992. Zaydee is a Registered Nurse with a Bachelor of Science in Nursing from the University of Miami.

She has had over 15 years experience as an RN case manager in domestic, worker’s compensa-tion and international disciplines. In addition, she has expanded her theoretical studies by success-fully becoming a CCM (Certified Case Manager) and a CLNC (Certified Legal Nurse Consultant).

Medical Management, including Case Manage-ment and Utilization Review, is a highly effective tool to ensure appropriate care and reduction in costs before and during a medical episode.

The key to maximizing savings is early interven-tion. In order to succeed in the control of medi-cal costs, it is important that every patient receive “quality medical care” in an “appropriate set-ting”. GMMI’s utilization management program is individually formulated to monitor medical care delivered in the in-patient, out-patient and ambu-latory care setting.

Maximum quality, appropriate access and the management of costs are three of the most de-sired outcomes of today’s healthcare systems. In our view, case management is more than a simple approval or denial to a procedure or test.

A Fundamental Tool for Cost ContainmentBy Zaydee Capo, Global Medical Management, Inc.

Medical Management

Pre certification and pre admin phase.

The Pre-Certification Review process advises the Professional Nurse Case Manager that an


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gmmiGlobal Medical Management, Inc.

Effective Medical Management provides answers to these questions:

• Is the treatment being rendered in the proper setting and appropriate for the patient’s diagnosis and severity?• What are the appropriate care options and the estimated costs of the options?• What is a sound long-term plan and what does the parent / family desire regarding care options?• Can costs be reduced, yet quality of care maintained or improved by seeking alternative providers?• How much would the case cost if there is no intervention?

The availability or accessibility of resources and services may be viewed from both a quality and cost based standpoint. From a quality point of view, access means that the resources and serv-ices are appropriate for the patient. From a cost point of view, access indicates that the needed

The Discharge phase addresses the followingquestions:

• What will the anticipated discharge needs be for this patient?• Has the patient been adequately prepared for the convalescent course ahead?• Has the Client been made aware of these needs and will these services be covered? • Are all of the resources required for this patient in place prior to the patient actually being discharged?

Discharge planning phase.

Discharge Plan begins at the time the patient is admitted. After the first clinical update is received the Nurse Case Manager will start to formulate a holistic transitional plan that assures that the patient will maintain continuity of services post hospitalization if needed. Most admissions to a facility will end up as uneventful discharges to a home setting for full recuperation. However, when required by the patient’s condition the plan may need an admission to an in-patient rehabilitation centre or extended nursing home facility. Some patients may no longer meet criterion for in-pa-tient status, but still require medical services that can be provided at home through home health services. Evidence-based medicine has proven that providing needed services in a home setting minimizes the potential for nosocomial infections. In the United States, it has been estimated that as many as one hospital patient in ten acquires a nosocomial infection.

The purpose of a discharge plan is to assure that adequate resources are utilized to facilitate the patient’s safe transition from one environment to

Case Management Process.

The definition of Case Management refers to management of catastrophic medical cases, such as HIV/AIDS, organ transplants, cancer treat-ments, burns, coma, premature babies, any termi-nal medical condition etc. The difference between Case Management and regular Utilization Review is that Case Management requires a long-term plan with sometimes more restrictive management options. E.g. typically only large teaching hospi-tals are equipped to handle catastrophic cases, thus resulting in a smaller selection of providers (access to care).

insured is scheduled for a procedure or hospital confinement. The nurse will communicate with the attending physician or appropriate staff in order to review the appropriateness of the procedure/admission and establish the medical necessity. GMMI does not practice medicine, but rather per-forms the function of service facilitator.

The Pre-Certification / Pre-Admission Review ad-dresses the following questions:

• Why is the patient being admitted (reason for admission)?• Is the treatment, procedure or admission appropriate?• Does the patient meet pre-established criteria?• Is the level of care appropriate (out-patient ambulatory surgery, AM admit, 23-Hour Observation)?• What is the planned procedure?• Has Pre-operative work-up / medical clearance been done prior to the scheduled procedure?

Concurrent review phase.

The Concurrent Review process follows the Pre-Certification process. Concurrent Review proce-dure is implemented during all admissions. This process involves assessment of the patient’s need for in-patient hospitalization. This process begins from the time the patient is admitted to the hos-pital through the time the patient is discharged. This review is to take place at regular intervals throughout the in-patient stay. The interval in which a facility, attending physician or appropriate de-partment is called for review depends on the pa-tient’s condition, type of illness, type of insurance plan and Client preference. The objective is

The Concurrent Review phase addresses the follow-ing questions:

• Is the patient meeting criterion for hospitalization? • Are any services being duplicated? • Should recommendations be made to repatriate the patient to country of origin? • Is the patient stable for air-evacuation?

to obtain updates in regards to the patient’s progress and treatment plan.

another. In this phase as well as the others men-tioned it is absolutely imperative that the level of care arranged for the patient ensures timeliness, relevance and safety.

resources and services are readily accessible and are not scarce or excessive, but adequate to meet the patient’s need. GMMI has twenty-four hours per day, seven days per week access to Regis-tered Nurses in order to appropriately triage a patient according to the urgency of their prob-lem or question with major medical decisions. Re-search has proved that informed patients typically choose more conservative care options that help alleviate unnecessary emergency departmentvisits.

However, the goal of Case Management is the same as in Utilization Review, to ensure maximum quality, appropriate access and the management of costs. The tools for performing Case Manage-ment are also the same as for Utilization Review; Pre-Admissions / Pre-Certifications, Concurrent Reviews and Discharge Planning


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• Bed days saved• Comparison to the Average LOS • Reduction in LOS• Cost prevention• Decreased re-admission rates• Decreased ER admissions• Prevention of unnecessary surgeries (elective procedures can be done at the patient’s country of origin – dependent on policy guidelines)• High patient/ client satisfaction

Expected Results from an appropriate Medical Man-agement Program.

We have found that Clients who employ GMMI’s service for Case Management / Utilization Review will have at least a 30% reduction in In-Patient Length of Stay, as well as decreased duplicationof services and over-utilization of diagnostic test-ing for out-patient settings, which all point to de-creased cost to our Client. Our performance is measured by demonstrating the following:

Global Medical Management, Inc. has three basic components that make our medical management department leaders in the industry ethics, exper-tise and experience. Ethics affords the guarded trust that is essential for all of our dealings with relationships and procedures. Expertise is the needed component we have in providing high quality service to our Clients and patients. Experi-ence in managing International cases for the past 14 years has placed GMMI in the lead. It is more important to mention that the experience we’ve ac-quired continues to improve our outcomes through making appropriate decisions and learning from one another.

International Assistancewith the Stamp of Authority. . .

Medical Assistance • Technical Assistance • Airline Medical Services • Travel Related Services & Legal Assistance

Truly International Assistance in Over 80 Locations Worldwide,Dedicated to Optimum Service, on-the-spot Foreign Assistance 24/7. . . The Medical Competence

Call: +43 (0) 2732 70007Fax: + 43 (0) 2732 85 101Web: www.ifra.at


GMMI

Soraia Arroyo [email protected]+1 954 370 0074 ext. 631 +1 954 370 8613

Contact:E-Mail:

Website:Tel:

Fax:

112

June

Venue: Olympia, London, UK Date: June 26-27, 2010 (2 days)Website: www.destinationhealth.co.uk

Venue: New York, USADate: June 26, 2010 (1 day)Website: www.medicalworldtourism.com

Venue: Simon Fraser University, Vancouver, British ColumbiaDate: June 24-25, 2010 (2 days)Website: www.sfu.ca

June 2010

Conference, Event & Exhibition Calendar

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Venue: BayView Hotel, Melaka, Malaysia Date: June 23 - 25, 2010 (3 days)Website: www.pacizone.comExhibits Category:•Surgery•Cosmetic•Dental•Orthopaedic•WeightLoss•Fertility•CancerTreatment•EyeSurgery•Wellness&Spa.

There will be a conference session “Empowering Malaysia Medical Tourism” to be held concurrently with the exhibition.

We sincerely hope that your esteemed organiza-tion will give fullest support by participating in the Malaysia International Medical Tourism 2010 (Melaka Chapter) to further enhance Malaysia as an international medical hub in Asia. Please feel free to contact us, should you have any further que-ries.

Malaysia International Medical Tourism 2010 (Melaka Chapter)

Simon Fraser University’s Faculty of Health Sci-ences and Department of Geography are proud to be hosting the International Conference on Ethical Issues in Medical Tourism on June 24th and 25th, 2010. The purposes of this conference are to help raise scholarly and public awareness and promote new research on ethical issues in medical tourism, to develop new partnerships - both nationally and internationally - among researchers interested in the ethics of medical tourism, and to facilitate scholarly exchange in a relaxed atmosphere.

Medical tourism involves international travel with the intent of addressing the health needs of the traveller, often through seeking surgery abroad. This conference, located in the heart of downtown Vancouver, British Columbia, will focus on ethical issues in the globalization of trade in health serv-ices related to medical tourism. Medical tourism by relatively wealthy persons to low and middle in-come countries is becoming increasingly common in the face of increasing health care costs, wait times for medical treatment, and the development of high quality medical facilities aimed at foreign-ers. The conference will be organized to stimulate scholarly dialogue on challenging questions.

International Conference on Ethical Issues in Medical Tourism

World Medical Tourism FairWe are doing a Medical Tourism World Fair with the purpose of facilitating a direct interaction be-tween those supplying services and those demand-ing them. We want both sides to meet face to face, ask questions, get first hand information, get straightforward answers and close deals.

Our exhibitors shall have the chance to meet with potential patients, employers in search of provid-ing medical assistance to their employees, self em-ployed people, small business owners; through our unique pre - qualification program all parties shall have the opportunity to exchange valuable infor-mation prior to the event. At the event, all parties should be able to get into concrete agreements; this is a tremendous benefit. It means a great ROI for exhibitors and sponsors and saving a lot of hassle for patients.

Destination Health is the ultimate show for peo-ple who are planning to travel abroad for health and medical treatments. With just one single visit you have an opportunity to meet and discuss your requirements with a host of hospitals, clinics and consultants representing the world’s leading health tourism destinations. You can also get free advice, attend seminars and presentations and all the help and information you need to make your decision to travel abroad for treatment.

Destination Health, The Health & Medical Tourism Show

October

OctoberVenue: Kuala Lumpur, MalaysiaDate: October 27-29, 2010 (3 days)Website: www.sosmedicaltourism.com

Venue: Makati Shangri-La Hotel, Manila, PhilippinesDate: October 12-15, 2010 (3 days)Websites: www.imtjonline.com

Venue: The Albert Luthuli Convention Centre in Durban, South Africa.Date: October 7-10, 2010 (3 days)Website: www.healthtourismcongress.com

Venue: Ljubljana, SloveniaDate: October 7-10, 2010 (4 days)Website: www.spa-ce.si

October 2010

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September

Venue: Gallagher Convention Centre, Midrand, Johannesburg, South AfricaDate: September 15-17, 2010Website: www.fairconsultants.com

September 2010

The Pan African Health Expo and Conference is the premier event for the broad healthcare commu-nity of Southern Africa. The objective of the event is to promote the medical industry, including medi-cal technology and pharmaceuticals throughout Af-rica. SPA-CE Spa and Wellness Tourism in Central Europe.

Pan Africa Health Expo & Conference

The Slovenian Spas Association is the initiator of the SPA-CE trade show, featuring not only Sloveni-an natural spas but also spas, wellness centres and providers of medical and other programmes from other Central European countries

SPA-CE Spa & Wellness Tourism in Central Europe

Aura Events, in association with health care cyber-netics are proud to announce the 5th annual World Health Tourism Congress and the first annual “In-ternational Health Tourism Integration Conference” under the support, patronage and Sponsorship of the KwaZulu Natal Tourism Office.

World Health Tourism Congress

The event will be a convergence of healthcare, hospitality and travel industry leaders as well as policymakers from governments and agency bod-ies such as WHO, WTO and UNWTO. It will explore global opportunities for the industry and present the essentials needed to take advantage of globalised healthcare.

International Summit on Medical Travel, Wellnes & Retirement

The Asian Medical Tourism Association (AMTA) proudly presents the 2010 World Medical HealthTourism Conference: A Truly Asian Experience which will be held in Kuala Lumpur, Malaysia onOctober 27-29, 2010. The conference is planning on bringing together many of Asia’s medical tour-ism service providers.

World Medical Health Tourism Conference 2010

NovemberVenue: Ritz-Carlton, IstanbulDate: November 8-11, 2010 (4 days)Website: www.itic.org.uk

November 2010

The conference agenda will address the most topi-cal issues relevant to all sectors of the travel insur-ance market today. Our speakers and panellists are leading industry professionals who have been chosen to deliver an innovative outlook on their given speciality, while the panel sessions offer our delegates the opportunity to participate in expertly driven debate.

This is an ideal platform from which to forge new business relationships through unrivalled network-ing opportunities during the course of the confer-ence, both in formal and more relaxed environ-ments. The conference registration fee also offers delegates the opportunity to participate in special-ist focus group sessions.

18th International Travel Insurance Conference

Venue: KOMED im MediaPark GmbH, Cologne, GermanyDate: November 14-16, 201o (3 days)Website: www.temos-worldwide.com

• News from Health Tourism: German, European & international view• Patient management: perspective of hospitals, companies, insurances and assistances• Travelling with chronic diseases and/or health risks• Cruise Ship Medicine and Merchant Navy Medicine• Telemedicine: innovative business opportunities for healthcare & service providers

Healthcare Abroad & Health Tourism, 2nd International TEMOS Conference


November

February 2011February 2011

Venue: Orlando, FloridaDate: February 20-24, 2011 (5 days)Website: www.himssconference.org

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MEDICA celebrated successful anniversary - Com-panies presented a sparkling array of product inno-vations plus tailor-made services

The specialists from hospitals and doctors’ surgeries obviously did not want to miss out on the 40thanniversary of MEDICA. Over the four days of the event this, the world’s largest medical trade fair (from 18 to 21 November 2009), registered almost 138,000 trade visitors from over 100 countries (pre-vious year: 137,000 visitors). MEDICA celebrated successful anniversary - Companies presented a sparkling array of product innovations plus tailor-made services - Final Report MEDICA 2009.

MEDICA - World Forum of Medicine International Trade Fair with Congress Venue: Düsseldorf / Germany, Exhibition GroundDate: November 17-20, 2010 (3 days)Website: www.medica-tradefair.com

The promise of healthcare today requires that health-care IT leaders are prepared for the many challeng-es they face. HIMSS10 educational offerings feature industry leaders presenting on a variety of topics designed to provide attendees with the tools and resources they need to effect change in a dynamic industry. To meet the needs of this ever changing industry, HIMSS has added general education topic categories like economic stimulus, globalization, and regulatory compliance to an already dynamic line-up. And, our pre-conference education offers attendees hands-on learning about various ARRA topics like meaningful use, quality, certification, in-teroperability, as well as effective techniques for ne-gotiating HIT contracts.

HIMSS 11 – Healthcare IT Conference and Exhibition

NIB


InitiateHealthcare

Initiate Breaking News: Free International cross border healthcare news. Current,comprehensive and relevant. Healthcare, Global Travel, Air Ambulance, Payor, Provider,Travel & Medical Assistance, Government & Development, Medical Tourism, Recruitment& Executive Movement, Technology and Conference & Exhibition coverage.

Initiate Development: Learn from the best in the industry through initiatehealth.com.”The only way to get smarter is by playing a smarter opponent” Fundamentals of Chess 1883. Interviews, Case Studies and Interactive Round Table debates. Our Provider directory is the most accurate and comprehensive company listings for the industry sectors online. Broken down into expertise and geographical coverage.

initiatehealth.com is a proud element of the Initiare International Group.The world’s Healthcare Education, Development and Networking inspiration.

For more information please visit www.initiatehealth.com or Call: +356 213 767 20


Air Ambulance

International Buyers’ Guide

AirMed International, LLC

Winston NgAirport World Trade Center, 1 Sky Plaza Rd, Hong KongInternational Airport, Hong [email protected]+ 852 3756 3680+ 852 3756 3681

ADAC

•ADAC-AmbulanceService-themedicalassistance part of the ADAC group.•Morethan35yearsexperience.•OneoftheleadingEuropeanenterprisesfor world-wide medical transportation.

Robert Glück Am Westpark 8 - 81373 München . [email protected] www.adac.de/ambulance + 49 89 7676 5285 + 49 89 7676 8323

Contact:Address:

E-Mail:Website:

Tel:Fax:

Contact:Address:

E-Mail:Website:

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Contact:Address:

E-Mail:Website:

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Contact:Address:

E-Mail:Website:

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Air Ambulance Professionals, Inc.

Brian Weisz1535 S. Perimeter Rd. Hangar 36B, Ft. Lauderdale, FL [email protected]+1 954 491 0555+1 954 491 6114

Augsburg Air Ambulance

Roland SchoberthAddress: Daimlerstr. 9. D-86368 Gersthofen . [email protected]+ 49 821 299 10 20+ 49 821 299 20 30

Air Ambulance:


Website: www.globalmedicalsupport.comGlobal Medical Support

FAI Ambulance

Volker LemkeFlughafenstrabe 100 (GAT), D-90268, Nuremberg. [email protected]+ 49 911 360 090+ 49 911 360 0959

Contact:Address:

E-Mail:Website:

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IFRA Assistance

Christian SteindlBahnhofplatz 13/5. A-3500 Krems. [email protected]+ 43 2732 825 610+ 43 2732 851 01

Contact:Address:

E-Mail:Website:

Tel:Fax:

Goral Assistance

•Airambulanceandrepatriationservices•Emergencymedicalandnonmedicalassistance•Medicalescort

Mr. Marcel KadocheCorex House, PO Box 12815, Hertzeliya Industrial Park 46733 [email protected] www.goralassist.com+ 972 9957 9930+ 972 9957 9931

Contact:Address:

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Hope Ambulance

Mr. Charles Johnson 56 Upavon Road, Singapore 507745, Singapore [email protected] www.hopeambulance.com+ 65 6100 1911 + 65 6542 7892

Contact:Address:

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Welcome to the Healthcare Redefined Provider Di-rectory buyers’ guide: A comprehensive and con-cise listing of international healthcare service and product providers.

The Healthcare Redefined buyers’ guide covers all sectors of the global healthcare industry includ-ing Air Ambulance, Assistance, Cost Containment, Hospital Provider, Travel Health, In-surance, Re-In-surance, Repatriation and Technology.

The directory includes geographic coverage indi-cators using a simple to use key which is color coded for quick, easy reference.

Geographicalcoveragepictograms

Air Ambulancecategory definitions

Assistance

Website: www.assistanceonline-china.com

Prime Air Ambulance

Mr. Vikram SinghSuite 311, G-5, I.G.I. Airport, Palam, New Delhi-110037opsindia@primeairambulance.orgwww.primeairambulance.org+ 44 208 099 9199+ 91(124)4014728

Website: www.privathealthcaregroup.com

RED Star Aviation

Mustafa AtacSabiha Gokcen International Airport. Istanbul. [email protected]+ 90 216 588 0216+ 90 216 588 0225

Asia Medical Assistance India

Arc Transistance

Assistance Online

Medical Wings

Dr Sommart Somsiri222 Room 3259, Don Mueang Bangkok InternationalAirport Viphavadeo-Rangsit Road. Sikan DonmuangBangkok 10210 [email protected]+ 66 2 247 3392+ 66 2 535 4355

Assistance:

Website: www.astrumalliance.com

Website: www.arctransistance.com

AIMS

Bernadette BretonPrivate Bag X5. Benmore Gardens 2010. Johannesburg. [email protected]+ 27 11 783 0135+ 27 11 783 2950

Athens Assistance Ltd.

Dr. Dimitris Koliniatis Konstantinou Palaiologou 13. TK 185 35 Piraeus. [email protected]+ 30 210 4296 631 + 30 210 4296 661

Contact:Address:

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Astrum Assistance Alliance AG

Jet Executive

Ralf DollingerMündelheimer Weg 50, D-40472 Dü[email protected]+ 49 211 602 777 5+ 49 211 602 777 66

Contact:Address:

E-Mail:Website:

Tel:Fax:

CMN Inc.

•24/7,365-daysaccesstoourglobalassistanceplatform.•AccesstoacomprehensiveNorthAmericanand International proprietary provider network.•ExpertinU.S.andglobalhealthcaremanagementand cost containment.•Flexiblesolutionsthatcanbetailoredtoourclients’ unique needs.

Brad Loder150 Commerce Valley Drive West, 9th Floor, Thornhill,Ontario, Canada L3T 7Z3 [email protected]+1 905 669 4333 or +1 800 310 6970+1 905 669 2221

Contact:Address:

E-Mail:Website:

Tel:Fax:

Website: www.globalexcel.ca

Website: www.global-assistance.net

Website: www.firstassistance.co.nzFirst Assistance:

Global Assistance & Healthcare:

Global Excel Management:

Website: www.mediflight.com.au

Website: www.spaa.co.nz

Website: www.fly-pfs.com

Website: www.jeticu.comJet ICU

Pacific Flight Services Pte Ltd

South Pacific Air Ambulance

Mediflight

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Cost Containment

Medic Assistance International: Medic Assistance International

Dr. Siddick Maudarbocus85 Newry Complex, Saint Jean Road. Quatre Bornes. [email protected] soon+ 230 434 2019+ 230 464 1298

Marm Assistance

Jill AtacSabiha Gokcen Int’ Airport. J Blok Kurtkoy 34912 Istanbul [email protected]+ 90 (216) 560 0724+ 90 (216) 684 1022

Goral Assistance

•Airambulanceandrepatriationservices•Emergencymedicalandnonmedicalassistance•Medicalescort•Costcontrolandcontainmentincludingfraudprevention

Mr. Marcel KadocheCorex House, PO Box12815, Hertzeliya Industrial Park 46733 [email protected] www.goralassist.com+ 972 9957 9930+ 972 9957 9931

Global Voyager Assistance:

GMMI

Soraia Arroyo Lynch7901 S.W. 36 Street, Suite 100, Davie FL 33328 [email protected]+1 954 370 0074 ext. 631 +1 954 370 8613

Website: www.gvassistance.com

Contact:Address:

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Contact:Address:

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Jet Executive


IFRA Assistance


Contact:Address:

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Medical Wings


Contact:Address:

E-Mail:Website:

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Cost Containment:

Website: www.chargecare.co.ukCharge Care International

AIMS

Bernadette BretonPrivate Bag X5. Benmore Gardens 2010. Johannesburg. [email protected]+ 27 11 783 0135+ 27 11 783 2950

Athens Assistance Ltd.

Dr. Dimitris Koliniatis Konstantinou Palaiologou 13. TK 185 35 Piraeus. [email protected]+ 30 210 4296 631 + 30 210 4296 661

Contact:Address:

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Hospital Provider

Website: www.mv-administrators.com

Website: www.tmcatravel.com

Website: www.selectcareworldwide.com

Website: www.oneworldassist.com

Website: www.medsaveusa.comMedsave USA

M&V Administrators GmbH

One World Assist

SelectCare Worldwide

TMCA

Health Systems International Website: www.us-hsi.com

Website: www.globalexcel.caGlobal Excel Management

GMMI

Soraia Arroyo Lynch7901 S.W. 36 Street, Suite 100, Davie FL 33328 [email protected]+1 954 370 0074 ext. 631 +1 954 370 8613

Contact:Address:

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Goral Assistance



Contact:Address:

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IFRA Assistance


Contact:Address:

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Marm Assistance

Jill AtacSabiha Gokcen Int’ Airport. J Blok Kurtkoy 34912 Istanbul [email protected]+ 90 (216) 560 0724+ 90 (216) 684 1022

Contact:Address:

E-Mail:Website:

Tel:Fax:

CMN Inc.

•24/7,365-daysaccesstoourglobalassistanceplatform.•AccesstoacomprehensiveNorthAmericanand International proprietary provider network.•ExpertinU.S.andglobalhealthcaremanagementand cost containment.•Flexiblesolutionsthatcanbetailoredtoourclients’ unique needs.

Brad Loder150 Commerce Valley Drive West, 9th Floor, Thornhill,Ontario, Canada L3T 7Z3 [email protected]+1 905 669 4333 or +1 800 310 6970+1 905 669 2221

Contact:Address:

E-Mail:Website:

Tel:Fax:

Hospital Provider: - Travel Health:

Apollo Hospitals

American hospital Dubai

American hospital Istanbul (VKF)

American Medical Center

Goral:

Baptist Health InternationalCentre of Miam

Bangkok Hospital medical centre

Bangkok Hospital Phuket

BNH hospital

Website: www.jmhi.org/new

Website: www.hirslanden.ch

DAMP

Marcel NewerlaDamp Holding AG, Am Kaiserkai 1, 20457 Hamburg [email protected]+ 49 40 5555 19 810+ 49 40 5555 19 819

Website: www.bnhhospital.com

For information pleasse see listing opposite.

Website: www.phukethospital.com

Website: www.bangkokhospital.com

Website: www.baptisthealth.net/international

Website: www.amcenter.ru

Website: www.americanhospitalistanbul.com

Website: wwww.ahdubai.com

Website: www.apollohospitals.com

Hirslanden

Jackson memorial hospitalInternational

Contact:Address:

E-Mail:Website:

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Re-Insurance

InsuranceWebsite: www.parkwayhealth.com

Website: www.nhg.com.sg

Website: www.norwichunion.com

Website: www.ihi.com

HealthCare International Global Network Ltd.

Christopher Percival160 Brompton Road. Knightsbridge. London SW3-1HW United Kingdomenquiries@healthcareinternational.comwww.healthcareinternational.com+ 44 20 7590 8800+ 44 20 7590 8815

Website: www.international.dkv.com

Website: www.cspinsurance.com

Website: www.clements.com

Website: www.cigna.com

Website: www.bupa.co.uk

Website: www.axa.com

Website: www.allianzworldwidecare.com

Website: www.aig.com

Website: www.wockhardthospitals.net

Sunway Medical Centre

Dr Su Lin ChongNo.5, Jalan Lagoon Selatan, Bandar Sunway, 46150 Petaling Jaya, Selangor Darul Ehsan. [email protected]+ 60 03 7491 9191+ 60 03 7491 8181

Website: www.singhealth.com.sg

Website: www.sghgroup.ae

Website: www.privathealthcaregroup.com

National healthcare group

AIG:

Alliance worldwide care:

Axa:

Bupa:

CIGNA:

Clements International:

Crispin Spears:

DKV:

International Health Insurance (IHI)

Norwich Union

Parkway health

Privat Hospital

Saudi German Hospital Group

Singapore health services

Wockhardt Hospitals

Insurance:

Jet Executive


Contact:Address:

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Contact:Address:

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Re-Insurance:

Website: www.munichre.com

Website: www.malaysian-re.com

Website: www.koreanre.co.kr

Website: www.swissre.com

Website: www.ing-re.com

Website: www.non-life.hannover-re.com

Website: www.aon.com

Website: www.folksamerica.com

Website: www.rbcinsurance.com

Website: www.maidenre.com

Website: www.everestregroup.com

Website: www.cspinsurance.com

Website: www.amre.comAmerican Re

AON

Crispin Speers and Partners

Everest Re

Hannover Reinsurance Group Africa

ING Reinsurance

Korean Re

Maiden Re

Munich Re:

Malaysian Re

RBC Insurance:

Swiss Re:

White Mountains Re:

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Repatriation

Website: www.globalmedicalsupport.com

Website: www.airresponse.net

Website: www.airaasi.com

Website: www.airambulancenetwork.comAir Ambulance Network

Repatriation:

Air Ambulance Specialists Inc.

Global Air Response

Global Medical Support

ADAC

•ADAC-AmbulanceService-themedicalassistance part of the ADAC group.•Morethan35yearsexperience.•OneoftheleadingEuropeanenterprisesfor world-wide medical transportation.

Robert Glück Am Westpark 8 - 81373 München . [email protected] www.adac.de/ambulance + 49 89 7676 5285 + 49 89 7676 8323

Contact:Address:

E-Mail:Website:

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Contact:Address:

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Air Ambulance Professionals, Inc.

Brian Weisz1535 S. Perimeter Rd. Hangar 36B, Ft. Lauderdale, FL [email protected]+1 954 491 0555+1 954 491 6114

Contact:Address:

E-Mail:Website:

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Contact:Address:

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American Care Air Ambulance: American Care Air Ambulance:

Milan Floribus or Joel Reynolds8775 Aero Drive, Suite 120. San Diego, CA 92123 [email protected]+1 858 627 0515+1 858 627 0534

Augsburg Air Ambulance

Roland SchoberthAddress: Daimlerstr. 9. D-86368 Gersthofen . [email protected]+ 49 821 299 10 20+ 49 821 299 20 30


Goral Assistance



Contact:Address:

E-Mail:Website:

Tel:Fax:

FAI Ambulance

Volker LemkeFlughafenstrabe 100 (GAT), D-90268, Nuremberg. [email protected]+ 49 911 360 090+ 49 911 360 0959

Contact:Address:

E-Mail:Website:

Tel:Fax:

Hope Ambulance

Mr. Charles Johnson 56 Upavon Road, Singapore 507745, Singapore [email protected] www.hopeambulance.com+ 65 6100 1911 + 65 6542 7892

Contact:Address:

E-Mail:Website:

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AirMed International, LLC

Winston NgAirport World Trade Center, 1 Sky Plaza Rd, Hong KongInternational Airport, Hong [email protected]+ 852 3756 3680+ 852 3756 3681


Technology

Website: www.siemens.co.uk

Website: www.philips.com

Website: www.panasonic.com

Website: www.oracle.com

Website: www.microsoft.com

Website: www.intersystems.com

Website: www.ibm.com

Website: www.hp.com

Website: www.gehealthcare.com

Website: www.pos.epson.com

Website: www.emc.com

Website: www.dell.com

Website: www.mediflight.com.au

Siemens

Philips

Panasonic

Oracle Healthcare

Microsoft

Intersystems

IBM

Hewlett Packard

GE Healthcare

Epson America Inc

EMC Corporation

Dell

Cisco

Cerner Corporation

At&t

Allscripts

AGFA

Accenture

3M Health information systems

Website: www.spaa.co.nz

Website: www.fly-pfs.com

Website: www.jeticu.comJet ICU

Pacific Flight Services Pte Ltd

South Pacific Air Ambulance

Mediflight

Website: www.ciscp.com/go/healthcare

Website: www.cerner.com

Website: www.att.com

Website: www.allscripts.com

Website: www.agfa.com

Website: www.accenture.com

Website: www.3m.com

Technology:

Jet Executive


Contact:Address:

E-Mail:Website:

Tel:Fax:

RED Star Aviation

Mustafa AtacSabiha Gokcen International Airport. Istanbul. [email protected]+ 90 216 588 0216+ 90 216 588 0225

Contact:Address:

E-Mail:Website:

Tel:Fax:

IFRA Assistance


Contact:Address:

E-Mail:Website:

Tel:Fax:

Medical Wings


Contact:Address:

E-Mail:Website:

Tel:Fax:

Prime Air Ambulance

Mr. Vikram SinghSuite 311, 3rd Floor, G-5, I.G.I. Airport, Palam, New Delhi-110037opsindia@primeairambulance.orgwww.primeairambulance.org+ 44 208 099 9199+ 91(124)4014728

Contact:Address:

E-Mail:Website:

Tel:Fax:

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Roundtables

Case Studies

Interviews

Redefining Medical tourism once and for all

It may perhaps take more than one feature article to redefine medical tourism however Healthcare Redefined looks at the health travel market from a very different perspective in the first article in edi-tion 2 of Healthcare Redefined.

Our print and design projects are all produced to the highest possible standards to ensure nobody will ever want to throw them away but store them on their bookshelves for quick, easy reference.

We are committed to continually improve our environmental perform-ance and we are developing an Environmental Management System (EMS) to achieve this in a structured way. The company will provide the human and financial resources re-quired to implement the EMS.

Redefining corporate social responsibility @ Initiare International Group

In the next edition, September 2010...

Exclusive Global Citizen round table

Increasingly in today’s business, companies and corporations of all shapes and sizes are sending key personnel to far flung places. A combination of social and economic pressures is quickly transform-ing the character of the expatriate assignment and businesses are changing their expatriate policies to reflect this.

With an on average of 44% of international com-pany revenues generated outside the headquarters’ countries, the expatriate workforce is a modern day necessity for expanding ambitious businesses in all sectors in the bid to stay ahead of the game.

Healthcare Redefined speaks with the leaders in the international healthcare industry that cater for the expatriate, mobile workforce and global citi-zen marketplace in the next edition’s lead feature, virtual roundtable debate.

Exclusive, Worldwide travel assistance roundtable

Low cost airlines, visa waiver programs, corporate competitiveness, political unrest and the contin-ued search for resources, are all factors that fuel international travel for business travelers, tourists, expats and medical tourists. With this comes a massive demand for always on, worldwide travel assistance and emergency healthcare services in any place, and at any time.

Healthcare Redefined speaks with the major au-thorities in the global travel and medical assistance business in the next edition’s second lead feature, virtual roundtable debate.

Leaders learn from leaders

Meet the top 20 movers and shakers from the inter-national healthcare industry. A view from the top, Healthcare Redefined delivers the most important healthcare executives making major movements and developments in your markets.

O国际医疗Healthcare Redefined

At Initiare International, our directors initiate and give full support to our environmental policy. As a responsi-ble company we intend to grow and develop in a sustainable manner. However, we recognise that our op-erations have an impact on the en-vironment and we are committed to reducing this.

Our online media and news projects including www.initiatehealth.com, www.initiare.com, www.healthcar-eredefined.co.uk and www.sharpar-raywebhosting.com are all environ-mentally friendly.

As our first steps towards achiev-ing ISO 14001 certification we are working through Phase 1- 3 of British Standard 8555 through the Acorn Scheme.

We are developing environmental performance indicators to help us to assess our current and future level of environmental performance. This will also enable us to benchmark our per-formance against similar companies and industry standards.

Counterfeit Pharmaceuticals

Counterfeit drugs can and do kill, there are no oth-er technical terms for it, it is criminal, it is murder. Statistics, gathered from whatever source you care to mention, allow you to interpret them in what-ever way you wish, but one death a year due to this despicable trade is one death too many. Medi-cines are meant to assist you on the road to recov-ery from an illness and finally help to cure you, not kill you.

Refrence: Notes: Refrence: Notes:

Speaker name... speech topic... Initiare International wishes you the best from the IHMC Conference 2010

Refrence: Notes:


Unique...

Healthcare Redefinedan Initiare International Group publication


Healthcare Redefined Issue 001 June 2010. An international healthcare magazine.

Documents

Transcript of Healthcare Redefined Issue 001 June 2010. An international healthcare magazine.