Healthcare Global - July 2015

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From West To Middle East How American Business Practices Are Shaping Dubai’s 21st Century Hospital

TOP 10

FINANCE

Bigges t Pharm ac Comp eutical anies

When Is It Time To Outsource Your Medical Billing?

EDITOR’S COMMENT

It’s A Small WORLD A N E W H O S P I T A L I S being built in Dubai—

but not just any hospital, one that meets the medical and cultural needs of the community.

In the feature “From West to Middle East,” we discuss how American business practices are influencing Dubai’s 21st century hospital.

From exploration to structure to design, we discuss the challenges and solutions that can arise from Middle Eastern and American business relationships.

Managing a medical practice once it opens is no less involved than running any small business, and this includes finances.

In this month’s issue we focus on medical billing and the signs to watch that indicate medical practices should consider outsourcing this financial practice.

Finally, we profile the top 10 largest global pharmaceutical companies based on their current market capitalization numbers.

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

Stephanie C. Ocano Senior Editor stephanie.ocano@healthcareglobal.com 3

CONTENTS

6

Features

TECHNOLOGY

From West To Middle East

FINANCE

When Is It Time To Outsource Your Medical Billing?

TOP10

14 22

Biggest Pharmaceutical Companies

4

July 2015

30

Healthe Care

42

86

Fundaci贸n Clinica Shaio

52

A.H. Beard

Company Profiles AUSTRALIA 30 Healthe Care

Hapvida Sa煤de

42 A.H. Beard

BRAZIL 52 Hapvida Sa煤de

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AMERICA LATINA 64 Hospital El Cruce

Hospital de Alta Complejidad en Red El Cruce - Nestor Carlos Kirchner Federacion Argentina de Camaras de Farmacias

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96

76 Laboratorio Petrizzio 86 Fundaci贸n Clinica Shaio 96 Association: FACAF 102 Hospital de Diagnostico 112 Hospital General de Medellin

Laboratorio Petrizzio

5

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TECHNOLOGY

From West To Middle East How American Business Practices Are Shaping Dubai’s 21st Century Hospital

W R ITTE N BY: KITTY H . YU E N , AIA , LE E D AP 6

July 2015

FROM WEST TO MIDDLE EAST

ABDULLAH is building a hospital in Dubai—not just any hospital, but one that meets the medical and cultural needs of his local community.

At the same time, this hospital will make the best use of 21st century technology and design research.

Abdullah, who graduated from an American university, is the proud patriarch of a large family and has overseen the growth of several family businesses. His desire is to pay forward the good fortune he has experienced with a tangible symbol of his dedication to his community.

From his partners in Western design firms, Abdullah wants confirmation that his family’s vision is grounded in cutting edge technology and that its benefits will persist into the foreseeable future. The project turns out to be both engrossing and challenging for the planning teams who view each other across the line dividing Western from Middle Eastern business practices.

Challenges Private families, such as Abdullah’s, who seek to offer specific medical services, are different from stateside business systems because they have in mind a healthcare solution that

is immediately ready to use upon implementation and is designed to satisfy very specific needs—such as diabetes care and infertility therapy—that are particularly acute in his region. Nevertheless, they are seeking insightful Western expertise to help design that solution.

Sometimes a facility may involve the re-purposing of an existing structure, such as a duplex, that is located in a neighborhood zoned residential. This is not necessarily a show stopper for the Western design firm, nor are constraints on dimensions and access, such as those mandated in the U.S. by the Americans with Disabilities Act. Furthermore, the materials specified for the construction may be redefined by as much as 30 to 35 percent to conform to the procuring traditions of the client’s family. These differences require some getting used to, but they always contribute to a satisfactory solution in the local context.

Most Middle Eastern business culture relationships with clients and other parties are indispensable and can be developed and nurtured only by asking the right questions and understanding the client’s context and needs. Designers often need 7

TECHNOLOGY to develop pro-forma drawings that can be used to facilitate the drawing release of desired components.

They work with the client and his families to ascertain their needs. The designer must then build relationships with everyone involved until the renderings have evolved to a state with which the client is comfortable.

Solutions To work toward a mutually satisfactory solution, the American design leader must understand the client’s cultural needs, personal goals and family vision.

He or she can then build a team around that understanding. After the team is in place, start working through the details using mood boards—arrangements of images, materials and text that are intended to evoke or project a particular concept—for reference images to share with the client. Where feasible, use a 3D model to make the plans easier to grasp visually. To achieve consensus and alignment among the stakeholders in the project, talk through each step and make sure everyone is on the same page.

If a site has already been selected, go to it as early as possible to analyze the market you’re serving. If there is 8

July 2015

Introduce modern technology

FROM WEST TO MIDDLE EAST

Consider including a health spa in the design

‘Most Middle Eastern business culture relationships with clients can be developed and nurtured by asking the right questions and understanding the client’s context and needs’

no existing real estate, the concept may be a “destination clinic,” where an unfinished office building or other available space could be converted.

Key steps to success: exploration, structure and design The exploration phase is crucial, but time-consuming. It entails receiving input and providing easily comprehendible feedback. As for structure, perform validity checks on plans and finances to make sure interrelationships among the stakeholder are clear and positive.

As soon as the exploration phase ends and design begins, the clients are eager to know how soon they can see the facility taking shape.

Exploration In the initial meeting, observe the following guidelines to ask the right questions and to direct constructive conversation. Glean information from examples and opinions. To clarify and define, listen reflectively and repeat to the client in your own words what they are saying. Provide parameters for what to expect of short-term and longer-term outcomes. Ask questions that the client may not have considered before, such as the following: “What 9

TECHNOLOGY

Middle Eastern designers want confirmation that their vision is grounded in cutting edge technology is the long-term ‘big picture’ view of success? Is it simply to get people through the door? Are you conferring a family legacy to the larger community?

How the project will continue to sustain itself in the longer term?”

To optimize exploration, be readily available to the clients. Open branch offices with people working on the project. If the lead group is based elsewhere with the expertise back home, availability will be needed across time zones. Make frequent connections, 10

July 2015

hear client feedback and make sure you understand and respond to the decision makers in a timely fashion.

Be agile in response to changing decisions. Finally, be flexible and open to the right solution, even if it conflicts with your conventional thinking.

Structure To begin the project, dive deeply into research. Look at examples of what others have done and make connections. Perform validity checks

FROM WEST TO MIDDLE EAST

of the early ideas and concepts.

Introduce possibilities based on current trends in healthcare delivery, such as including a health spa and offering minor cosmetic surgery.

Contrasted to the insurance-driven industry in the U.S., where getting the patient discharged from the healthcare facility as soon as possible is a priority, in other places a longer, more relaxing stay is affordable and part of the culture.

Consider the trends among the population that are being served.

A military base, for example, will need to test hearing acuity and perform physicals beyond those typically needed for the civilian

population. Money and land may be available, but to sustain the project requires understanding what else is already in the area and or is in the process of being built.

On the financial side, how will procurement be managed? How will staff be recruited and retained?

Set up a structure for both financial and planning perspectives so the client knows what to expect. Will the hospital conduct research as well as provide care? Will the family endow the facility? It’s vital to leverage the existing relationships close to the family for staff, certifications, commissions and agents.

As opposed to the technical

Gulf Healthcare City Building

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STEECCTHI O NN O LNOAGMYE agreements typical in the U.S., in the Middle East the clients are more personally involved and so they desire frequent and timely progress reviews.

The architecture and engineering process gets rolling very quickly.

Maintaining good relationships is, of course, desirable in all projects, but in the Middle East such relationships are paramount. The clients need to trust the people they are working with.

When necessary, bring in experts when more expertise is needed, such as for financials. Make use of existing relationships among families, where trust is already known to be strong.

Because of the number of unknowns when a Western name is on a project that uses Middle Eastern general contractors, existing relationships help to smooth introductions and form partnerships across cultural boundaries. Working hours can be awkward across distant time zones.

Staff and support must endeavor to stay on the same page and maintain a spirit of cooperation. Finding the top physicians available to staff the facility may entail the hiring of non-practicing physicians who can consult at or even lead the clinic. Always secure buy-in from staff prior to making changes.

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July 2015

Saudi Cancer Hospital

FROM WEST TO MIDDLE EAST

If there is no existing real estate, the concept may be a “destination clinic,” where an unfinished office building could be converted

‘To work toward a mutually satisfactory solution, the American design leader must understand the client’s cultural needs, personal goals and family vision’ Design Flexibility and speed in design, though desirable, can be difficult to achieve because it usually entails numerous change orders. Try to turn sketches and drawings into 3D models as quickly as possible so that clients can understand the design and respond to it. The technology could change over the course of the

project, depending on how long the process lasts and on the availability of equipment. Knowing what is available and understanding staff needs for equipment are an absolute must.

ABOUT THE AUTHOR Kitty H. Yuen, AIA, LEED AP, NCIDQ certificate No. 017495, Associate Principal, BURKETT DESIGN, can be reached at (303) 256-1121 or kitty.yuen@burkettdesign.com 13

FINANCE

When Is It Time To Outsource Your Medical Billing?

In order to maintain your financial viability, you need to make sure that medical services are being coded correctly, and in a timely manner.

Written by: Kate Supino

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FINANCE

Hiring outsourced accounting professionals can help save a lot of time and e MANAGING YOUR DOCTOR’S practice is no less involved than running any small business where you have to take care of everything yourself.

Even though you have your administrative staff on-hand to help, taking care of all the other endless tasks involved in operating a doctor’s office can consume all your 16

July 2015

spare time if you’re not careful.

The outcome you ultimately want is to be able to balance your personal life with your work life, while delivering superior care and service to those who motivated you to become a doctor in the first place— your customers.

First and foremost—your practice must utilize medical billing.

effort.

‘In order to maintain your financial viability, you need to make sure that medical services are being coded correctly, and in a timely manner’

In order to maintain your financial viability, you need to make sure that medical services are being coded correctly, and in a timely manner.

Otherwise, your cash flow will get bottle-necked in the red tape on the insurer’s end, and you’ll be in financial trouble. If you’re already seeing signs of cash flow stoppages, it may be time to rethink your 17

FINANCE medical billing process.

One common solution for medical billing problems is to outsource this complex task to third-party experts.

Here are some signs that it may be time to outsource your medical billing: 1. Your staff is making excuses.

You may have the friendliest, most hardworking medical staff in the area. However, when their inbox is overflowing with bills and you question it, watch out for excuses.

Backed up accounts receivables spell trouble for your practice’s cash flow.

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July 2015

Every piece of paper you see sitting on a desk that should be filed away as “pending payment” represents money that’s not going into your bank account within the next 30 days.

If your staff has started making excuses about the workload or about not having time to process bills, that’s your cue to start making phone calls about possibly outsourcing your medical billing.

2. You’re starting to grow.

If your practice is growing, you’ll need all hands on deck in the

WHEN IS IT TIME TO OUTSOURCE YOUR MEDICAL BILLING?

Mistakes are costly in terms of unapproved claims and the extra time it takes to figure out the error and resubmit. administrative department.

This is the perfect time to outsource your medical billing; your staff will thank you for it.

A growing practice will fail miserably if you don’t provide stellar service to new customers.

In this age of online reputations, you need every review from a new customer to be positive. It won’t

be if your receptionist is pulling double duty as a medical coder.

3. You can’t afford the mistakes.

Medical billing is complicated.

When your existing staff has to try to input details and medical codes into the system at your office in the midst of ringing telephones and patients desperate for attention, 19

FINANCE

Xxxxxxxxxxx 20

July 2015

WHEN IS IT TIME TO OUTSOURCE YOUR MEDICAL BILLING?

it’s inevitable that mistakes will happen. You can’t blame them.

However, mistakes are expensive in terms of unapproved claims and the extra time it takes to figure out the error and resubmit.

These mistakes will prove costly and you’ll be the one to pay.

Pride of practice is one thing, but being foolhardy and thinking you and your admin staff can do it all is another.

Outsource accounting functions Health care organizations spend a substantial amount of time and effort to ensure that they also have the right accounting practices in place.

Due to constantly changing requirements and regulations, it is important for medical organizations to use competent accountants who have a good understanding of the nuances of the healthcare field.

This can be especially difficult for smaller healthcare providers, many of whom are having trouble finding accounting professionals who have extensive industry knowledge.

By outsourcing their accounting functions, medical organizations can achieve a higher level of segregation and strengthen internal controls.

‘If your staff has started making excuses about the workload, or about not having time to process bills, that’s your cue to start making phone calls about possibly outsourcing your medical billing’ Hiring outsourced accounting professionals can help them save a lot of time and effort, as well as manage growth more effectively.

Healthcare providers who are planning to outsource their accounting tasks should make a point to select outsourced professionals who implement philosophies and tactics that are in line with their approach to billing and collection.

You’ll find that once you make the smart decision to outsource your medical billing, your practice will grow exponentially and organically.

About the author: Kate Supino writes extensively about best business practices.

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TOP 10

10

Biggest Pharmaceutical Companies Six of the world’s 10 biggest pharmaceutical companies are based in the U.S., while the remaining four hail from Switzerland, the U.K. and France.

Writ ten by: STE PHAN I E C. OCANO

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TOP 10

9

Abbott Laboratories, U.S.A.

Market cap: US $72 billion

10

GlaxoSmithKline, U.K.

Market cap: US $66.96 billion Operating in three primary areas of business (pharmaceuticals, vaccines and consumer health), pharmaceuticals are GlaxoSmithKline’s biggest financial contributor and generated sales of £15.5 billion in 2014, representing 67 percent of the total turnover of GSK. GSK is focused on a number of global franchises across more than eight therapy areas and a number of platforms, including the emerging bioelectronics technology.

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July 2015

Abbott Laboratories is engaged in the discovery, development, manufacture and sale of diversified health care products.

More than 73,000 employees in over 150 countries are carrying out Abbott’s mission of advancing global health.

Abbot has revolutionized packaging and delivery to address regional needs and provide access to medicines in areas previously beyond the reach of health solutions.

1 0 B I G G E S T P H A R M A C E U T I C A L C O M PA N I E S

7

AbbVie Inc., U.S.A.

Market cap: US $107.64 billion

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Eli Lilly & Co., U.S.A.

Market cap: US $91.2 billion Founded in 1876 by Colonel Eli Lilly, Eli Lilly & Co. now has over 41,000 employees worldwide with products marked in 120 countries.

Eli Lilly was one of the first companies to initiate a bonafide pharmaceutical research program, hiring a pharmaceutical chemist as its first scientist. The company was also one of the first to develop a method to mass-produce penicillin in the 1940s, the world’s first antibiotic, marking the beginning of a sustained effort to fight infectious diseases.

Based in Illinois, AbbVie is a global biopharmaceutical company that has the ability to discover and advance innovative therapies and meet the health needs of people and societies around the globe.

Core areas of focus include immunology, kidney disease, liver disease, neuroscience, oncology and women’s health. AbbVie investigates both small and large molecule approaches, and internal research efforts are balanced with external collaborations across industry, academia and healthcare authorities.

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TOP 10

5

Sanofi, France

Market cap: US$128.78 billion

6

Bristol-Myers Squibb Co., U.S.A.

Market cap: US$108.67 billion Bristol-Myers Squibb is a global biopharma company firmly focused on its mission to discover, develop and deliver innovative medicines to patients with serious diseases. In the past seven years, the company has delivered 12 new medicines to patients.

Around the world, BristolMyers Squibb’s medicines help millions of people in their fight against such diseases as cancer, cardiovascular disease, hepatitis B and hepatitis C, HIV/ AIDS and rheumatoid arthritis.

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July 2015

Sanofi is a French multinational pharmaceutical company headquartered in Paris, France.

Engaged in the research, development, manufacturing and marketing of therapeutic solutions focused on patients’ needs, Sanofi has core strengths in diabetes solutions, human vaccines, innovative drugs, consumer healthcare, emerging markets, animal health and genzyme.

1 0 B I G G E S T P H A R M A C E U T I C A L C O M PA N I E S

3

Pfizer, U.S.A.

Market cap: US$209.15 billion

4

Merck & Co., U.S.A.

Market cap: US$165.73 billion Merck has a long and rich history of working to improve people’s health and well-being. Through the years, researchers have helped to find new ways to treat and prevent illness—from the discovery of vitamin B1, to the first measles vaccine, to cold remedies and antacids, to the first statins to treat high cholesterol.

As of August 2014, Merck’s research and development effort has led to the U.S. FDA approval of 63 new drugs.

Pfizer has a leading portfolio of products and medicines that support wellness and prevention, as well as treatment and cures for diseases across a broad range of therapeutic areas.

According to their site, “Through working in partnership with everyone from patients to health care providers and managed care organizations to world governments and non-governmental organizations, our goal is to ensure that people everywhere have access to innovative treatments and quality health care.”

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TOP 10

2

Roche Holding, Switzerland

Market cap: US$229.65 billion Founded in 1896 in Basel, Switzerland, Roche creates innovative medicines and diagnostic tests that help millions of patients around the world.

According to the company, they invest in 9 billion Swiss francs in research and development every year. With over 88,000 people working together across more than 150 countries, Roche is consistently ranked as an employer of choice by its employees.

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July 2015

1 0 B I G G E S T P H A R M A C E U T I C A L C O M PA N I E S

1

Novartis, Switzerland

Market cap: US$247.36 billion Novartis is a global healthcare company based in Switzerland that provides solutions to address the evolving needs of patients worldwide.

Created in 1996 through a merger of Ciba-Geigy and Sandoz, Novartis and its predecessor companies trace roots back more than 250 years, with a rich history of developing innovative products. From beginnings in the production of synthetic fabric dyes, the companies that eventually became Novartis branched out into producing chemicals and ultimately pharmaceuticals.

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Healthe Care:

The Leading Private Hospit Provider for Southeast Victo

With The Valley Private Hospital and South Eastern Pr its portfolio of 16 medical facilities, Healthe Care has private hospital with state-of-the-art technology, spe and a driving vision.

Written by: Stephanie C. Ocano Produced by: Rob Benson

tal oria

rivate Hospital in transformed this cialist services

H E A LT H E C A R E

O

ur vision for The Valley and South Eastern private hospitals is to become the major private hospital provider for southeastern Melbourne and Victoria.

Formed in 2005 with the intention to lead individuals to health, Healthe Care has become a reputable source across 32

July 2015

Australia for private healthcare.

With a philosophy rooted in empowerment and well-being, Healthe Care takes pride in delivering premium care to all its valued clients and patients through specialist services, facilities and innovations.

We recently spoke with CEO of The Valley and South Eastern

H E A LT H C A R E

private hospitals, Neil Henderson, But rather than fearing the who offered his insight into the challenge, he took it on headfirst. success of the company as well as “I really wanted to contribute its plans for the future. to the greater common good and develop something that I could sit A Success Story back on and be proud of in years When Henderson joined Healthe to come,� said Henderson of the Care there was a lot of room for early days. “What contributed [to improvement in The Valley and the recent paramount success] South Eastern private hospitals. was the recognition that the w w w. h e a l t h e c a r e . c o m . a u /

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B U I L D I N G T H E H E A LT H C A R E PROPERTIES OF THE FUTURE Australian Unity Real Estate Investment (AUREI) is proud of its long standing partnership with Healthe Care.

Since 2006, Healthe Care has been a tenant in the Australian Unity Healthcare Property Trust (HPT).

The HPT is Australia’s largest and most successful healthcare real estate investment trust and currently owns a portfolio of 27 hospitals, medical centres and healthcare-related properties across Australia.

A Healthe partnership with an experienced capital partner As the demand for healthcare services increases in line with Australia’s rapidly ageing population there is significant scope to expand, improve and upgrade existing hospitals and medical centres to meet this growing demand. The HPT has undertaken, and continues to work on, a number of developments that provide win-win outcomes for patients, the wider community and investors.

Development Snapshot:

Brunswick Private Hospital,

Brisbane Waters Private Hospital,

Victoria

NSW Central Coast

$9.1 million re-development completed in May 2012 – delivering 67 new beds for rehabilitation and general medical services.

Property purchased for $16.2 million in July 2014. $5.6 million to be spent on re-furbishing the 78 bed general hospital complex.

The Valley Private Hospital,

Townsville Private Clinic,

Mulgrave, Victoria

Queensland

$23 million development, delivered 38 new beds, four new operating theatres and an endoscopy room (Stage One). $14.6 million development will deliver 60 new beds and a multi-deck car park (Stage Two). $15.6 million development to construct additional medical consulting suites (Stage Three).

Property purchased for $5.5 million in October 2014. $7.5 million to be spent converting the property into a 60 bed mental health hospital to cater for increased demand for mental health services in the area.

Further Information The Australian Unity Healthcare Property Trust is issued by Australian Unity Funds Management Limited ABN 60 071 497 115, AFSL 234454.

The information here is general information only and does not take into account the financial objectives, situation or needs of any particular investor.

Before deciding whether to acquire, hold or dispose of a product, investors should read the Trust’s current Product Disclosure Statement (PDS).

A copy of the PDS can be obtained by calling 13 29 39 or visiting australianunityinvestments.com.au.

PROP0008-201504

H E A LT H E C A R E

H E A LT H C A R E

fundamentals were there for the two hospitals to transform into major players.”

And transform they did.

“The basic infrastructure of the buildings was there,” said Henderson, “but the spark that became the difference between mediocrity and rapid success was vision, leadership and belief.”

“Basically, what I did in 2012 was to determine that these two hospitals could develop and grow rapidly and I needed to build myself a team that would believe and be inspired by the vision

SUPPLIER PROFILE

to lead and motivate others to follow,” added Henderson.

The “others” Henderson referenced included doctors and staff, as well as stakeholders.

By recruiting and training a team of managers who were committed to said vision and culture, this inspiration was spread to each department where the managers imparted good leadership. In order to continue this spread of positivity, the “Love Your Work” program was instituted to recognize individuals that were doing something above and

AUSTRALIAN UNITY REAL ESTATE INVESTMENT

Australian Unity is a mutual company providing healthcare, financial services, retirement living and aged care accommodation and services to more than half a million Australians.

From health insurance and preventative health programs through to investments, banking and retirement solutions, we provide services that maintain the security and dignity of our customers throughout their changing life stages.

Over the past decade, the Australian Unity Real Estate Investment team has become one of Australia’s premier unlisted, direct property fund managers. It currently owns and manages more than 50 properties in the healthcare, retail and commercial sectors across Australia and has more than $1.9 billion in funds under management.

The Australian Unity Healthcare Property Trust is one of the largest and most highly regarded unlisted property funds in Australia. It has a diversified tenant base and holds a quality direct portfolio of 27 healthcare properties across Australia, valued at over $660 million.

Website: www.australianunityinvestments.com.au

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Hospital Solutions & Projects

Workspace concepts tailored to your needs Maquet has many years of experience in the handling of large-scale hospital projects. We accompany the customer from the start of the project through to the final handover offering outstanding concepts for operating theaters, catheter laboratories and intensive care units.

With Maquet Hospital Solutions, a customized configuration is designed to meet each facility’s unique needs and requirements. Each customer is assigned to a personal project manager; these project managers advise throughout the project, coordinating the involved specialists during all stages of planning and implementation.

A professional team ensures smooth procedures within all phases of the project.

This centralized oversight ensures that each project can be implemented quickly and reliably in the specified time frame and within the specified costs.

Maquet | The Gold Standard

www.maquet.com

H E A LT H E C A R E beyond their line of duty.

“At the end of the day, if people are being recognised for their hard work, they are likely to be more motivated to do their job,” reiterated Henderson.

Exclusive, World-First Technology There are four aspects of Healthe Care that make it distinct from other private hospital care providers: a strong emphasis on strategic visioning, a strong team with a strong bond to one another and the hospitals’ vision, a high level of delegation from corporate

SUPPLIER PROFILE

H E A LT H C A R E

to local decisions and some hightech equipment that is rarely seen in competitor hospitals.

Investing $4 million, The Valley Private Hospital built the world’s first fully hybrid operating theatre integrated with a Siemens Zeego 3D imaging system, a Maquet theatre system and a Magnus table. The move was so groundbreaking that teams from both Siemens and Maquet in Germany traveled to the hospital to admire and marvel at the world first.

Additionally, the hospital also recently built a brand new 10-bed, state-of-the-art intensive care unit

MAQUET AUSTRALIA PTY LTD

Maquet, the largest subsidiary of the Getinge Group, is a trusted partner for hospitals and physicians for more than 175 years. The company is a global leader in medical systems offering innovative therapy solutions and infrastructure capabilities for high-acuity areas within the hospital — including the Operating room (OR), hybrid OR/cath lab, and intensive care unit (ICU) — as well as intra- and inter-hospital patient transport. Additionally, Maquet develops intelligent and sustainable room concepts that exceed the expectations of modern hospitals, working in close cooperation with customers, production engineers and architects to integrate high quality products and services.

Maquet | The Gold Standard Website: www.maquet.com

w w w. h e a l t h e c a r e . c o m . a u /

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H E A LT H E C A R E with the latest technologies, built a new ward, four new operating theaters, and then added an EOS, Nobel Prize winning, spinal imaging system from France.

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

When asked what it felt like to own such impactful technology that no one else has yet, Henderson replied with three

words full of enthusiasm: “I love it!”

“It [the technology] has enabled us to do a few things,” he added.

“For one, it has been critical to change the perception of the hospital from where it was to where it is. It has made people sit up and notice that we are serious and do what we say we will do. It also enables us to attract top specialists in the field because they want to use that technology—which adds to the reputation and prestige.”

Ensign - Australia’s largest provider of managed laundry solutions.

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Specialising in linen and workwear supply, laundry and management, each day the professional and experienced Ensign team deliver customised services to: • • • • • • • •

public and private health facilities hotels restaurants and hospitality venues educational institutions airlines retail outlets senior living facilities food and other industrial manufacturers

For over 75 years customers have trusted Ensign to take care of their laundry needs.

Ensign. We’ll take care of it. ensignlaundries.com.au

H E A LT H C A R E

Looking to the Year 2020 “We are a vibrant, growing and excited organization with a big future—which creates lots of opportunities to participate in,” said Henderson.

Healthe Care’s vision for The Valley and South Eastern private hospitals is to grow overall, but its goal for the year 2020 is to own 50 per cent of the market of the 1.2 million people living in w w w. h e a l t h e c a r e . c o m . a u /

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H E A LT H E C A R E

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June 2015

H E A LT H C A R E

southeastern Melbourne and Victoria. This exponential growth would require going from the current 260 hospital beds to 560 by said year across 3 campuses.

Currently, 60 beds are being built at The Valley Private Hospital and the following 60 beds will be built at South Eastern Private Hospital—which will take the current total to 380 hospital beds by 2016, well on track to realize the 2020 vision.

Healthe Care has committed significant funds to redevelopment projects. Undertaking extensive refurbishment of patient accommodation and adding additional services, Healthe Care’s aim is to build facilities with strong partnerships and service integration that deliver innovative programs, provide flexible care options and support patients well beyond their hospital stay.

For those after the best private hospital care there is in Australia, the choice is Healthe Care.

“We are a vibrant, growing and excited organization with a big future—which creates lots of opportunities to participate in.”

Company Information INDUSTRY

Healthcare HEADQUARTERS

Sydney, NSW, Australia FOUNDED

2005 EMPLOYEES

Healthe Care: 5,000; Valley / South Eastern: 1,000 PRODUCTS/ SERVICES Healthe Care’s philosophy is simple: to make and keep people healthy. By providing the right tools and information alongside a range of health services and solutions, Healthe Care empowers its patients to take control of their health. With a portfolio of 16 hospitals, 5,000 employees and 1,600 hospital beds (for now), Healthe Care is the third-largest commercial group in Australia.

– Neil Henderson, CEO

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A.H. Beard:

A.H. Beard Puts Family First

A family-owned company since 1899, A.H. Beard prides its longevity, innovation and a family-like working environment Written by: Eric Harding Produced by: Rob Benson

self in quality, t.

A.H. BEARD

Garry and Allyn Beard

What started off as a bet between two brothers nearly 100 years ago has transformed into one of the most prestigious, successful and well-respected bedding companies throughout Australia.

A fourth generation family business since it was established back in 1899, and now moving to it’s fifth generation, A.H. Beard has been Australia and New Zealand’s premier manufacturer of quality mattresses and bedding since 1899.

After the original factory burned to the ground in 1926, Albert Henry Beard chose to continue making beds, while his brother made a bet 44

July 2015

that he couldn’t produce seven beds in a week.

“It became a challenge between our grandfather and his brother,” said Allyn Beard, director at A.H. Beard and grandson of Albert Henry Beard. “It’s really ironic because now we make between 6,000 and 10,000 beds in a week during peak production. So the business has grown both in volume and average unit value quite dramatically over the years.”

Family values The active involvement of the Beard family with its retail

H E A LT H C A R E

John Howard visit 2013

customers facilitates great communication, and because of that, they’re better equipped to understand the needs of the consumer. As a company that has been a proud licensee of the Australia Made logo for many years, people know what they’re getting when purchasing a bed from A.H. Beard.

“It’s about longevity,” Beard said.

“When you deal with somebody for a long period of time, you get to understand what they look for in a product and what pushes their buttons. Every retail customer is different, so we are able to

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

But nearly just as important as a relationship with their customers is the rapport built up with their suppliers. Due to A.H. Beard’s long-term existence in the industry, it has been able to build a strong association with its suppliers going back many, many years.

This strong relationship has helped A.H. Beard stay a step ahead in innovation. w w w. a h b e a r d . c o m /

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Specialized in the manufacturing of Mattress Textiles, Bekaert Textiles is active worldwide with sales and dedicated production sites in 9 separate locations. Bekaert Textiles is recognized as the quality, service and innovation leader in its industry with its headquarters located in Waregem (Belgium).

Our products cover tens of thousands of new beds and mattresses every day, from New York to Sydney, from Helsinki to Cape Town. The company and its high-quality products benefit from increasing demand for comfort and growing environmental awareness. To complement our product line, in Australia we are active in the upholstery, window coverings and health care fabrics for the local and export market.

Bekaert Textiles - Australia 195 Abbotts Road Dandenong South, VIC 3175 Australia T +61 3 9799 1202 F +61 3 97991019

BEKAERTTEXTILES.COM

A.H. BEARD “We rely on them to bring new products and new materials that assist in making our products better, more competitive and more marketable,” said Beard. “Hopefully if we’re a meaningful partner to them, they’ll come to us first, and that’s what usually happens”.

“We have accessibility, so if they discover something that will be beneficial to our business, they’ll call and speak to us directly. That allows us to be an innovator in the market.”

Production When it comes to the actual beds, A.H. Beard prides itself on having

H E A LT H C A R E

a wide variety. Not every mattress is right for every person, but that’s the beauty of the company—it aims to provide different products for different consumers.

Each individual has a different set of needs in order to reach maximum comfort and get the best night’s sleep possible.

“Beds are quite objective,” said Beard. “What’s right for one person could be wrong for the next. There is no one bed that will satisfy everybody. There are different weight distributions for different people, and you’ve got different habitual sleeping positions, plus, not

SUPPLIER PROFILE Employees: Global ≥ 1,600 - Australia 110 Established: Belgium 1892 - Australia 1955 The Bekaert family started the company in Flanders, Belgium in 1892, specializing in the manufacture of mattress textiles. Bekaert Textiles, still has its headquarters in the Flanders.

Bekaert Textiles recently became part of “Franz Haniel & Cie. GmbH” a traditional – steeped German family-equity company, founded in 1756, who will support our ambitious global growth plans. Global growth is assisted through population growth in the emerging regions and in the more mature markets, the company and its high-quality products benefit from an increasing demand for comfort enhancing performance textiles and the growing environmental awareness. The rising standard of living in these regions is a particularly important driver of growth.

Management: Decorative Fabrics, (Mark Lennox), Deco Sales Manager / Mattress ticking fabrics Manager (Bart Dehaerne), National Sales Mangers / General (Luc Deleu), Managing Director Website: bekaerttextiles.com

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Over 50 years of experience and in its third generation of family involvement, we are committed to setting the standards in quality and service.

- PROUD PARTNER WITH A.H. BEARD -

Founded in 1963, Schaerf Woodworking Industry is a long established Australian family owned and operated business. We are the leading supplier of legs, castors, glides and accessories to the bedding industry.

We manufacture a range of world-class products to satisfy the complete needs of bedding and furniture manufacturers. Every product in our portfolio is carefully designed, engineered and manufactured to exacting standards. Our dynamic team is passionate and knowledgeable about our products and the industry, providing high levels of service throughout Australia.

The Schaerf trade mark stands for excellence.

57 Bond Street, Ringwood VIC 3134 Email: info@schaerfwoodworking.com.au Web: www.schaerfwoodworking.com.au

Call: +61 3 9879 5312

Richdale Plastics RIGHT FIRST TIME EVERY TIME!

A solely Australian owned and operated plastics company, with over 20 years experience in supplying the agricultural, packaging and food manufacturing sectors. Our professional team delivers high quality products, service and the latest in plastics technology.

www.richdaleplastics.com.au Ph: +61 3 9583 6311 Fax: +61 3 9585 1711 Email: info@richdaleplastics.com.au

A.H. BEARD to mention, customers with different medical requirements.”

Whether it’s a King Koil, Domino, Nature’s Rest, Health Rest, or iComfort, there are a wide range of foam and innerspring systems and constructions that appeal to every situation. Beard shared his own personal experience of having undergone a spinal fusion operation, and said that his preference was a mattress with talalay latex inside, however he acknowledged that what’s right for him could be wrong for the next person.

Part of providing the right mattress to the customer is being aware of advances in technology.

“We’re always trying to bring new trends and new technology to the market first,” Beard said. “There’s also quite a diverse range of price as well, just as there is in cars. Just like there are different cars for different segments of the market, there are different beds for different segments of the bedding market as well.”

The company has implemented its Six Week Sleep Challenge, which is about educating people who may be sleep deprived or are not getting quite as good a night’s

H E A LT H C A R E

sleep as they could be. Those who participate can log in on their smartphone or computer, and input their sleep details from each night.

Every week, A.H. Beard checks in on their progress and gives them new sleeping tips. Participants are currently in the third round of the sleep challenge, with the next round coming in October.

“There’s a vast shortage of knowledge about sleep, but people’s awareness of the importance of sleep is growing,” Beard said. “We believe sleep is equally important as diet and exercise. If you’re not getting quality sleep, it will obviously affect your well-being, as well as your performance at work and in sports. It can also lead to weight gain and obesity.”

The sleep challenge isn’t just for people who purchase beds from A.H. Beard. Anyone can sign up, and it’s completely free. Beard said the company has had tremendous feedback from those who have participated, as they’ve played a role in improving their sleep and their lives. The next step for the Six Week Sleep Challenge is moving on to China. w w w. a h b e a r d . c o m /

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A.H. BEARD International expansion As one of the few exporters of any manufactured product into Asian markets, Beard said it’s very exciting as an Australian company since Aussies are often challenged by imports coming in from China at cheaper prices. A.H. Beard is one of the unique Australian companies that actually exports manufactured products to China, which makes him especially proud of what they’re doing.

“Our workforce is proud to put their name on a product and ship it to China,” Beard said, “and it’s great to go over there and see your product with the Australian Made logo proudly displayed”.

“The Australian bedding market is

a very mature market. There aren’t too many countries in the world that Australia can export products to, because they are bulky and come in various different sizes. You can certainly manufacture beds a lot cheaper in lower-cost countries.”

According to Beard, one of the unique dynamics today is with the Chinese becoming more successful and more affluent, they’ve developed a preference for buying imported products—including beds. Fortunately for A.H. Beard, Australian Made products are not only viewed as very good quality, but also very natural as well. The country is often associated with nature, which has been found to be relevant

“Beds are quite objective. What’s right for one person could be wrong for the next. There is no one bed that will satisfy everybody.”

– Allyn Beard, Director A.H. Beard

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H E A LT H C A R E

when choosing a bed.

“There’s a small, but growing market for Chinese willing to consider or hopefully investing in Australian-made products,” Beard said.

Company Information INDUSTRY

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

“One of the realities when you’re in a market the size of Australia is somebody comes up with something new or revolutionary in another part of the world, and quite often, Australia is not on top of their list as a target market,” said Beard.

“If we just waited here for it to get to us, it would take a long time and someone else might find it before us.”

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

“We’ve been fortunate to attract very highcaliber people to our organisation, as with any organisation it is only as good as the people who work within it,” Beard said. “We see it as a strong business that still has great potential.”

Healthcare HEADQUARTERS

Padstow, NSW, Australia FOUNDED

1899 EMPLOYEES

200-500 PRODUCTS/ SERVICES

For more than 100 years Australia’s A.H. Beard has been the premier supplier of best-in-class luxury mattresses throughout the world. Expertly upholstered in luxurious knits and organic, wool with full outer tufting, A.H. Beard is the ultimate luxury mattress. Premium gel-infused memory foam, latex and the advanced “Reflex” innerspring system deliver luxurious comfort and near-total freedom from motion transfer disturbance.

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Hapvida Saúde:

INDEPENDENT HEALTHCARE NETWORK SERVICES, QUALIFIED PROFESSIONAL AND TECHNOLOGY

Serving more than 3 million beneficiaries in eleven states, the group is a reference in the health system of North and Northeast of Brazil Written by: Flávia Brancato | Produced by: Karla Sohn

a

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HAPVIDA

T

he story of the largest health care provider in the North and Northeast began in the late 70s, in Fortaleza, Ceará state, with the inauguration of the, now renowned, Antonio Prudente Hospital.

Battling and overcoming every challenge in the sector, Hapvida Saúde was created in 1993 with affordable health insurance plans reaching all classes but especially the poor.

Within a short period of time more laboratories, emergency rooms and ‘Hapclinics’ were inaugurated. Currently, the group incorporates 209 selfunits with 20 hospitals, 70 Hapclinics, 15 emergency rooms, 49 laboratories and 55 diagnostic imaging centers. Between medical and dental care, Hapvida Saúde assists more than 3 million patients and hires over 15,000 people. Hapvida banks on a vertical structure to grow. This allows it to put in place a standardized “fair price and quality” strategy ensuring the organization’s financial needs.

“This guarantees that the patient will receive the same care with qualified professionals and technology wherever he or she might be. Focused on

Aldeota Hospital, in Fortaleza

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BRAZIL

Computed Tomography from Antonio Prudente Hospital, in Fortaleza

a triad philosophy—independent healthcare network services, qualified professionals and technology—the company ensures delivery of the best in medicine at the most competitive prices,” explains the Vice-President of Operations at Hapvida, Henning Von Koss.

MARKET PRESENCE Operating in 11 Brazilian states, Hapvida is ranked the 38th largest healthcare provider. It is among the 200 best in the whole country of small, medium and large sizes. Over the past four years, the group has significantly increased its number of patients. On average, there was a 17 percent growth in health insurance sold and almost

“Hapvida already announced an initial investment of USD $61 million for all its independent chain in the North and Northeast regions” – Henning Von Koss, vice-president of operations of Hapvida

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HAPVIDA 45 percent in dental plans per year. Today, medicine and dental care, combined, add up to more than 3 million clients.

Amidst this expansion scenario, Hapvida dentistry—another promising segment since its creation in 2009—grows steadily at an annual rate of more than 30 percent. “With more than one million clients, the company started focusing on dental care in 12 states in the North and Northeast regions, but it already operates as an accredited network all over the country,” says Koss.

In the dentistry segment, all dentists are accredited by region and specialty as they join the system. The professionals declare their availability through an external platform, which is then added to an internal one, so patients can schedule appointments according to specific time frames. The most convenient part is that the patient may do it at the office, through the website or their call center. The system complies with ANS—a regulatory

FRESENIUS KABI. MORE THAN 50 YEARS CARING FOR LIFE IN BRAZIL.

WHAT YOU SEE

Liba Propaganda

Quality Safety Commitment Innovation

Tel: 11 2504.1400 SAC: 0800 707 3855 www.fresenius-kabi.com.br

WHAT WE ARE Infusion Technology Transfusion Technology Anaesthetics Anti-Infectives Irrigation Enteral Nutrition Parenteral Nutrition Volume Replacement Oncology Medical Devices

BRAZIL

agency linked to the Brazilian Health Ministry. The organization offers a “within-seven-businessdays”-appointment guarantee in all specialties.

The system allows monitoring the net size and displays important information such as service volume, waiting time, and so forth.

The executive announced a new website that will increase sales and let patients and doctors stay in touch during a treatment. “With the domain www.hapvida.com.br/vendas, the patient can go through the whole process online and by him or herself. This provides a fast and practical transaction, allowing the prospect client to get customized insurance quotes in a matter of seconds.” With the website, dental insurance sales are of national scope.

DEVELOPMENT AND TECHNOLOGY As result of steady growth in 2015, “Hapvida already announced an initial investment of USD $61 million for all its independent chains in the North and Northeast regions,” points out Koss.

Hapvida’s website: customes can get a quote and choose their dental plan online

“The unit is one of the most important of Hapvida chain in Ceará and because that where everything started” – Henning Von Koss, vice-president of operations of Hapvida

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Control and Quality Center

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The Information Technology department is one of the company’s special features, receiving USD $5.4 million of these investments.

The company created a technological platform that follows all its units in real time. Through a biometric activated system, the Quality Control Core Department monitors the patients’ visit experience, including wait time, from check in to check out. The Core runs 24/7 at Hapvida’s administrative headquarters in Fortaleza, Ceará state, and keeps up with activities in all hospitals, ER’s, laboratories and diagnostic imaging units.

As for the expansion plan, Hapvida is getting ready to inaugurate a new general hospital—Rio Negro Hospital, in Manus, Amazonas state—which will be the largest in the city. The unit will have an adult ICU, neonatal, pediatrics, hemodynamics and hemodialysis care service. Riomar hospital already had its first phase delivered: Riomar emergency room. When finished, the hospital will benefit the population with a surgery center, pediatric ICU and pediatric ERs.

Jorge Pinheiro and Candido Júnior at the Control and Quality Center

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HAPVIDA

Adrian贸polis Hospital, in Manaus

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BRAZIL

Gabriel Soares Hospital, in Sergipe

In Ceará, the Antônio Prudente hospital is in reconstruction phase and soon it will be able to triple the emergency care capacity. According to the vice-president, “the unit is one of the most important of Hapvida chain in Ceará and because that’s where everything started.” Recently, the hospital also added extra space in the adult ER and a new emergency therapy unit.

Also in Ceará, the acquisition of Luís França hospital, which took place in December 2014, was another big step taken toward pediatric care in the state. In addition to being well equipped and having a children-themed decorated emergency room it has 25 doctor offices and latest generation w w w. h a p v i d a . c o m . b r

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HAPVIDA

Luís França Children’s Hospital, in Fortaleza

Children from Ana Lima Foundation, Hapvida’s social services

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“At Hapvida, we have a social responsibility, which we consider to be a moral duty not a handout” – Henning Von Koss, vice-president of operations of Hapvida

BRAZIL

CT scans. When the unit is ready, it will be able to offer comprehensive children care. There will be 60 hospital beds, laboratory collection units, pediatric ICU, diagnostic imaging center, operating rooms equipped to perform heart and neurologic surgeries. The first phase was delivered in March 2015. The second will be finished in 2016. The total investment on this unit surpasses USD $3.7 million.

RESPONSIBILITY AS A CORPORATE CITIZEN “At Hapvida, we have a social responsibility, which we consider to be a moral duty not a handout,” asserts Koss. The Ana Lima foundation, a Hapivida’s project, is a good example. It benefits almost a thousand youths and is aimed at ensuring that low income families have access to good health and social transformation opportunities.

Currently, the organization develops 12 programs in the Ceará, Rio Grande do Norte, Bahia, Pernambuco and Pará states. Starting the second semester of this year, it will have a new headquarter in Manaus. Caring for more than 500,000 patients per month through projects such as Ilhas, Embarcação, Café da Manhã, Amor à Vida, Sopão da Vida, Casa Abrigo, Casa dos Idosos, Meninas dos Olhos de Deus, Quero ser Alfabetizado, Dragões and Ateliê do Bem e Bola para Frente, the foundation transforms thousands of lives.

Company Information INDUSTRY

Healthcare HEADQUARTERS

Fortaleza, Ceará - Brazil E S TA B L I S H E D

1993 EMPLOYEES

more than 15,000 PRODUCTS/ SERVICES

Health and dental care MANAGEMENT

President: Jorge Fontoura Pinheiro Koren de Lima Vice- President: Candido Pinheiro de Lima Júnior

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EXCELLENCE in m

high complexity disease public healthcare servic El Cruce High Complexity Hospital’s labor and working model fulfills the commitment to bring healthcare for every individual

Written by: Mateo Rafael Tablado, Associate Editor Produced by: Lucy Verde, Project Manager for WDM Group Interviewee: Juan Marini, Medical Director at El Cruce High Complexity Hospital 64 July 2015

medical attention for es in ARGENTINA’S ces

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H O S P I TA L D E A LTA C O M P L E J I D A D E N R E D E L C R U C E

E A memorial plaque honoring late President Nestor Kirchner

l Cruce - Nestor Carlos Kirchner Hospital is located in the city of Florencio Varela, a vicinity southeast of the Greater Buenos Aires area. El Cruce serves also patients referred from seven health institutions in nearing municipalities Berazategui, Quilmes and Almirante Brown, all of them located between the cities of Buenos Aires and La Plata. Currently, patients nationwide are referred to this high complexity hospital for special treatments unavailable in some provinces.

The hospital’s resident specialists are on rotation within the area’s health network hospital, providing a complete coverage of this zone’s population.

Hospital hallway at daylight

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Planning for El Cruce-NHK started on 2006, and the 242,000-plus sq.ft facility opened in 2008, after receiving more than $20 million in subsidy.

The hospital has 171 beds, and more than half of them are used for intensive care patients (both adults and pediatric care), cardiovascular recovery and for the coronary care unit.

El Cruce is accredited with international memberships from global organizations such as ISQUA and has been certified for 16 ISO global standards. El Cruce also became the first Argentine hospital outside the country’s capital where multi-organ and other transplants are performed.

E - NESTOR CARLOS KIRCHNER Specialized media has named El Cruce among the top five hospitals in Latin America. The facility’s avant-garde equipment and the human factor’s outreach to the community via seminars and events are outstanding traits for the hospital.

“We’ve reached an important number of transplants with the same positive results as in the best hospitals, globally. Such achievements are the result of our team of professionals’ commitment,” explained Dr. Juan Marini, Medical Director for El Cruce High Complexity Hospital.

Marini has wide experience in the public health system: he was once named health advisor to the National Congress, he has performed in high management roles in different hospitals, and his previous tenure as Health Minister for the Buenos Aires Province provides a much needed knowledge of the area’s health necessities.

L AT I N A M E R I C A

Key People

Juan Marini Medical Director Dr. Marini attended the medicine school at the El Salvador University, an important Jesuits college in Buenos Aires. He specialized in cardiology and internal medicine at Universidad de Buenos Aires (UBA), and hospital management afterwards.

He has worked in the public sector as Health Minister for the Buenos Aires Province, Consultant for the Health Commission at the Nation’s Honorable Congress and during the 1990s he managed different hospitals. Marini is part of El Cruce since the project’s inception.

The nation’s vice-president visits El Cruce Hospital w w w. h o s p i t a l e l c r u c e . o r g

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C O M PA N Y N A M E

Clinic simulation center

“I’ve worked for El Cruce before construction began in 2006, along with the hospital’s Executive Director, Dr. Arnaldo Medina,” Doctor Marini shared.

A Patient-Focused Network Gamma chamber

Since the hospital was planned, the healthcare model to follow was no afterthought, not only at El Cruce, but also in the network’s other hospitals: providing healthcare services under written, measurable procedures and standards, with a priority on the patient’s well-being, supported by the latest digital information technology, which easily enables the rest of the network to share and retrieve a patient’s EHR. This system allows for the network’s patients to be rapidly referred 68

July 2015

SECTOR

Surgery room

to specialists at El Cruce, avoiding the hassle of travelling all the way to the capital; and once on the recovery path, patients are sent back to their local health center for follow-up consultation.

“The hospital has experienced notable growth, it is probably the best-equipped facility in Argentina’s public health services, an unprecedented achievement in our country’s health sector,” Marini stated.

High Profile in Training, Research and Development Constant upgrades and tech acquisitions at El Cruce demand continuous training programs.

“Being acknowledged as a national reference center for high complexity diseases results in offering health services tailored to the population’s needs” – Dr. Juan Marini, Medical Director for El Cruce High Complexity Hospital

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Hospital El Cruce-Nestor Kirchner Marathon

L AT I N A M E R I C A

A Realistic Simulation Center and a surgery lab are among the hospital’s latest additions.

Dummies are used to provide trainees of the necessary knowledge to treat cardiac arrests, administer CPR and other conditions. The best about the hospital’s training facilities is that health professionals from the network’s hospitals in neighboring municipalities are also welcome to attend training sessions at El Cruce High Complexity Hospital.

Scientific and Management seminars

“We have somehow partnered with all these sectors for subjects such as assistance, training and also for research,” the medical director summarized.

Resonator

High Complexity and Becoming a Nationwide Reference Center Practice at El Cruce, and research activities conducted at the hospital, have resulted in the institution becoming a nationwide reference center, receiving patients from other provinces.

The hospital has become a reference for cardiology, cardiovascular procedures, neurosurgery, complex liver and pancreatic procedures, and ophthalmology both for adult and pediatric patients.

The Multi-Organ Transplants stands out, as El Cruce is a donor hospital and is currently creating

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H O S P I TA L D E A LTA C O M P L E J I D A D E N R E D E L C R U C E

Simulation chambers

its tissue bank, besides being a reference center for low occurrence ailments.

The most-performed procedures at El Cruce are: Hemodynamics

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• • • • •

Cardiac transplants Cornea transplants Kidney transplants Liver transplants Hematopoietic stem cell transplantation

E - NESTOR CARLOS KIRCHNER “Growth has been progressive; today we talk about transplants, but we had already performed more than a thousand cardiac surgeries before the first heart transplant,” Marini explained.

Important Partners: the Local University and Health Agencies Soon after El Cruce Hospital opened in 2008, Arturo Jauretche National University (UNAJ) also opened in Florencio Varela. The hospital and the college partnered, with El Cruce becoming a practice field for the university’s specialty and post-graduate students. And future plans include the opening of the university’s medicine faculty.

L AT I N A M E R I C A

“The hospital relies on doctors and health professionals that share with us their previous experience at important health centers in Argentina and abroad” – Dr. Juan Marini, Medical Director for El Cruce High Complexity Hospital

El Cruce’s main sources for funding come from the city hall at each of the municipalities’ whose population is benefitted by the hospital, and from both the national and the Buenos Aires Province’s health ministries. The institution’s upcoming projects receive support from the Science and Technology Ministry, with a credit line from FONTAR (Argentine Tech Fund).

“There seems to be a joint effort, we somehow need of each other. This also brings growth to every medical center,” El Cruce’s medical director stressed.

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H O S P I TA L D E A LTA C O M P L E J I D A D E N R E D E L C R U C E The Future: 2017 and Beyond

The first El Cruce patience to arrive

Besides ongoing projects under development, such as the hospital’s expansion and the opening of the medicine faculty at UNAJ, El Cruce Hospital’s development is part of a planned strategy covering from 2013 to 2017.

in helicopter

Probably the most important project is the construction of the Center for Translational Medicine Excellence (CEMET), the venture’s purpose is to take biotechnology research achievements immediately into medical practice.

E - NESTOR CARLOS KIRCHNER The new long-stay facility opens on July 2015, and not long after the new five-story building is to be completed. The new building will house learning and simulation laboratories, reference centers and 120 new beds for long-stay patients, 30 beds for outpatient services and six more for emergencies. Plans pending for 2015 include the already approved pre-project for the Cancer Center, as well as preparing for Joint Commission International compliance evaluations. “We planned a hospital for high complexity specialties, and in the way we came across a research program and partnering with a local college,� Dr. Marini summarized.

L AT I N A M E R I C A

Company Information NAME

Hospital de Alta Complejidad en Red El Cruce - Nestor Carlos Kirchner INDUSTRY

Hgih complexity Healthcare (diagnostics and treatment) HEADQUARTERS

Florencio Varela, Buenos Aires, Argentina FOUNDED

2008 EMPLOYEES

1,100 REVENUE + USD $75 million WEB SITE

www.hospitalelcruce.org

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Synonym of EXCELLEN in feminine personal ca and beauty products After establishing exports ventures into Ecuador, Peru and Bolivia, Petrizzio’s leadership in cosmetics is not likely to rest yet.

Written by: Tomas H. Lucero, Associate Editor Produced by: Lucy Verde, Director of Projects at WDM Group Interviewee: Marcelo Salgado, COO at Laboratorio Petrizzio

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NCE

are

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L A B O R AT O R I O P E T R I Z Z I O

P The company’s headquarters, in Chile

Inside the factory Laboratory Petrizzio

etrizzio Laboratories began operations in 1944, in Chile; and since, the company earned a positive reputation in beauty and personal hygiene products. In 1964, the company was acquired by Italian immigrants, and became a family business. Petrizzio’s main focus is to bring satisfaction to its clientele’s desire to enhance their beauty and procure their personal care.

In the early 60s, Jean Les Pins -Petrizzio’s first perfume- was launched. During the 80s, with help from Dr. Gianni Proserpio, Petrizzio Laboratories developed an innovative facial hypoallergenic formula containing honey, named “Petrizzio Miel”. This long-ago success was turned into a complete product line, able to cater for different kinds of skins, ages and purposes, and it was named “Petrizzio Tratamiento”. The company manages and markets more than half a dozen brands: Petrizzio, Plaisance, Pielarmina Manos (for hands’ care), PZZO, Piero Butti, Hot, Rayito de Sol, Jean Les Pin, and Palmer’s. Petrizzio plays a leading role in Chile’s retail market and mid-line products for make-up, facial care, perfumes and skin care. Petrizzio competes with global brands such as L’Oreal, Nivea, Puig, Unilever, P&G and other local brands. Petrizzio products are to be found in main Chilean retail chains, department and specialty stores, supermarkets and drug stores.

The company’s recent tech investments include last year’s SAP implementation, and plans for

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L AT I N A M E R I C A

2016 include the acquisition of new applications to improve logistics, distribution and commercial operations.

Key People

Growth Management Among the Retail Market Chile’s high competition within makeup and feminine personal care retail demands creative strategies; Petrizzio has relied on its own genius to make way in the market and clear margins

Marcelo Salgado Chief Operations Officer at Laboratorio Petrizzio Salgado graduated form Adolfo IbaĂąez University as an Industrial Engineer.

He joined Petrizzio in September 2012 as Operations Manager.

Salgado was appointed COO in 2014, and became in charge of the company’s supply chain.

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C O M PA N Y N A M E

Production area

satisfactorily, bringing high revenue through mutual growth partnerships, as Marcelo Salgado, Chief Operating Officer for Laboratorio Petrizzio, explains.

“We have done a good job at managing our expansion in the retail market; in fact, our growth is above the average in the cosmetics industry.

The Chilean market is mainly focused on retail, this is why we partner with our clients, creating mutual growth strategies,” the executive said.

Establishing and nurturing quality partnerships with

Guaranteeing the Supply Chain

suppliers and clients is a priority for the company’s business model

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Building and nurturing solid relationships with clients and suppliers is a priority for the company’s business model. Consumers’ profile

SECTOR

Labial Intense Colour, from Petrizzio

is clearly defined, and this allows for establishing effective strategies and service guidelines.

Demand for Petrizzio products grows during certain holidays, knowing facts such as these along the laboratory to plan seasonal strategies well ahead of schedule, resulting in profitable deals for their clients, suppliers and themselves.

“Partnerships are crucial within our industry sector. Our product output is 90 percent for women, and we’ve earned their trust with our products’ quality and affordable prices.

Consumers rely on Petrizzio products to give as a gift to their loved ones and their friends for birthdays and holidays,” Salgado shared.

“Different from other laboratories and companies, we develop our products entirely” – Marcelo Salgado, Chief Operations Officer, Laboratorio Petrizzio

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Bronze Caribe, from Petrizzio

Designing (and Marketing) the Products of Tomorrow

Petrizzio Matte Top Coat

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One of Petrizzio laboratories’ routine efforts are due to the seasonal nature of high sales timing for its products. This demands a marketing strategy similar to the one recurred to in the fashion industry, by developing product lines to enhance looks according to the year’s seasons.

“We launch new products every year, designing for two kinds of seasonal looks: autumn/winter and spring/summer, and always with an innovative product,” explained the COO.

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Foreign Market In recent years, the company has carefully studied options for exporting. These efforts resulted in finding openings in Ecuador, Peru and Bolivia, with the sight set on other neighboring countries in years to come. Expansion depends on compliance with trade regulations between every country.

“We are settling positively in Ecuador and beginning to export to the Peruvian market. We are currently processing paperwork for product registration in Bolivia. Other countries in sight include Colombia as a priority, and Uruguay, Paraguay and Costa Rica, afterwards,” Salgado shared.

Sustaining Leadership in the Domestic Market

“Consumers choose our products because each possesses quality and some kind of personality. We are an excellent gift option” – Marcelo Salgado, Chief Operations Officer, Laboratorio Petrizzio

It’s no easy task to hold any leadership in an open market, competing with brands such as L’Oreal; but there are still unique attributes for Laboratorio Petrizzio.

“Different from other laboratories and companies in the beauty products retail market, we develop our products entirely by ourselves.

Our development department is very complete and experienced, its accomplishments keeps us ahead of the rest,” stated the executive.

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L A B O R AT O R I O P E T R I Z Z I O Total control of production also allows the company to control quality and price of their output, hence consumers can find a quality product at a convenient price, a hard to beat combination. And the reliable roster of suppliers is the cherry on top of the cake to keep being the leader of a very competitive market.

The Personnel: the Brand’s Foundation Salgado stressed the importance of Petrizzio laboratories’ staff as a force driving the company’s competitiveness.

We are passionate about discovering what is unique about a product, what identifies it and gives it life..

So at Cramer we create the fragrances that distinguish thousands of products in Latin America.

www.cramerlatam.com contacto@cramer.cl

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“Our personnel includes key elements that have worked in this industry for a long time; local individuals that have been developed by Petrizzio. They have learned and developed within the beauty products market. There’s an expertise among all of them that brings us competitiveness”, the COO finalized.

Companry Information NAME

Laboratorio Petrizzio INDUSTRY

Personal care and beauty products (cosmetics) HEADQUARTERS

Quilicura, Santiago, Chile FOUNDED

1944 EMPLOYEES

400 WEB SITE

www.petrizzio.cl

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Fundacion Clinica Shaio:

Colombia’s Top Cardiologist Joining care, research and education to serve

Written by: Tomas H. Lucero, Editorial Assistant Produced by: Lucy Verde, Director of Projects at WDM Group - LATAM Interviewee: Gilberto Mejia, Scientific Director of Clínica Shaio Foundation 86 July 2015

t

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F En route to Shaio

Inside Shaio

undacion Clinica Shaio is a non-profit organization devoted to the research and care of cardiovascular disease. It was founded in the heart of Colombia, the city of Bogota, in 1956. Its approach is to care for the patient as a team and to invade as least as possible when surgery is absolutely unavoidable.

The foundation differentiates itself by the high-complexity of the care with which it treats cardiovascular disease as well as the high complexity of the diseases it handles. Shaio uses state-of-the-art equipment to treat cardiovascular disease.

In addition to doing important medical research, the foundation also plays a role as educator of health care professionals.

By 2030, the foundation will have collaborated with the City of Bogota to transform the clinic and its surroundings into a holistic medical complex.

Clinic differentiators In its 60 years of existence, Shaio clinic has built a strong tradition in medicine. This tradition is one that clearly differentiates itself from the competition. The clinic’s differentiators are its specialization in cardiovascular procedures, its strength in education and research, and its “group” approach to treating patients suffering

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from cardiovascular disease.

“Since its origins the clinic devoted itself to all things cardiovascular and it has always sought, led by technological development, for our surgeries to be as least invasive as possible.

We may be characterized by how we’ve always sought to perform high-complexity surgeries with the least invasion possible,” explained Gilberto Mejia, Scientific Director of the Clínica Shaio Foundation The foundation understands that the practice of medicine and quality education go hand in hand.

This is why it has built strong relationships with the local academic community. “[The second differentiator] is also a foundational principle of the clinic. It is strength

Key People

Gilberto Mejia Scientific Director of the Fundacion Clínica Shaio Gilberto Mejia is a physician from Universidad del Bosque. After U of Bosque he specialized in general anesthesia at the Hospital Militar and then cardio anesthesia at Clinica Shaio. His first contact with the clinic was in 1986, as a student.

In 1990, educated as an anesthesiologist, he began as Surgery Room Chief and then as Clinica Shaio Anesthesia Department chief. He has been scientific director since 2005.

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Human resources of the Shaio Clinic Department of Haemodynamics

“Our patients don’t come to a single physician but they come to a group of specialists who follow a single operating procedure.””

in research and education. We have partnerships with more than 18 universities which we help educate a variety of health care professionals,” added the director.

– Gilberto Mejía, Scientific Director of Fundación Clínica Shaio

“Another differentiator is that the treatment of cardiovascular illness is treated as a group.

It’s not one specialist who cares for a patient.

Instead, a group does it. The group follows one standard operating procedure. Our patients don’t come to a single physician but they come to a

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This institution is also innovative in how it cares for and relieves patients. While at a conventional clinic the patient faces his physician alone, and by turn, the physician faces her patient alone, at Shaio they practice a “group” medicine.

SECTOR

The new GAMMA KNIFE® PERFEXIONTM, crowning jewel of radio-surgery

group of specialists who follow a single operating procedure. It’s a group medicine and it has better results,” explained the scientific director.

Dialogue with the world In July of 2015 the 20th World Congress on Heart Disease will take place. Clinica Shaio’s goal for that event is to evaluate its national practice of cardio care through a dialogue with key global players and innovators.

“Considering the caliber of specialists that will attend the congress, we purport to compare Colombian cardiology with world cardiology,” asserted Mejia.

Tribute to doctor Jorge Reynolds Pombo

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The new Cardio

In its relationship with health insurance companies, Shaio confronts the problem of the high cost of using state-of-the-art medical equipment. However, as a health organization, Shaio understands that in the long-term, using high technology costs less.

Prevention Gym

“The relationship with the insurers is always difficult because, as a first-tier institution, where high technology is deployed, they always associate this to high costs. Therefore, what we attempt to do in partnership, and what we’ve achieved, is to show the insurers that the use of high technology is not synonymous with high

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costs. We try to show that when high technology is used right it will ameliorate the disease, increase quality of life and decrease the cost of caring for the disease. True, using high technology is more expensive per event but caring for the disease costs less when tools are used properly and when the right tools are used,” stated Mejia.

Mejia asserted that the corollary of the digitalization of medicine is more effective treatments and interventions. An example of this digitalization is the integration of diagnostic images onto one computer. According to Mejia, this type of integration allows the physician to perform more objective and timely diagnoses, which express themselves as expedited and more appropriate surgeries. This is one way in which the clinic capitalizes on medical digital technologies.

Social commitment As a non-profit organization, the clinic reinvests all of its earnings in three areas: technology, training and social responsibility programs. One of these programs, Corazon Colombia, battles the problem of congenital heart disease.

Corazón Colombia is a foundation program that operates on children who have no resources or don’t have easy access to the social security health care system. The clinic operates on their

“The clinic managed to win a “Partial Plan for Urban Renovation.”

It’s an urban instrument furnished by the city, and it will transform the clinic and its surroundings into a comprehensive medical complex” – Gilberto Mejia, Scientific Director of Fundacion Clínica Shaio

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C L I N I C A S H A I O F O U N D AT I O N congenital cardio pathologies. It began in 2003.

To date, it has operated on more than 750 children and diagnosed more than 2,500.

“They bring children from all over the country, completely free. Their congenital heart diseases are treated and then they’re returned to their hometowns,” indicated the director.

Another program is Corazón Saludable and it is preventive medicine. The project aims to impart health education using a health event as the point of departure. This means that if a patient has had an event, their family is at risk. The people she

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lives with are at risk because, possibly, they have the same habits.

“Through the program we teach them which habits they must modify to achieve better cardiovascular health,” asserted Mejia.

Company Information NAME

Fundaciin Clinica Shaio INDUSTRY

The Partial Plan for Urban Renovation

Hospitals and clinics

The aforementioned programs show that Clinica Shaio’s interests go beyond its four walls.

In the far future—the next fifteen years—the clinic will participate in a partnership that will transform the entire neighborhood that surrounds it.

The clinic managed to win a “Partial Plan for Urban Renovation.” It’s an urban instrument furnished by the city, and it will transform the clinic and its surroundings into a comprehensive medical complex.

HEADQUARTERS

Bogota, Suba, Colombia FOUNDED

1956 EMPLOYEES

1.600 REVENUE

USD $100 million

“This will allow us to reform our entire infrastructure, creating larger, safer, more comfortable spaces. The clinic itself will not grow much but it will improve its services in regards to space and access,” added Mejia.

WEBSITE

www.shaio.org

This fifteen year plan is a completely new conceptualization to build a health center, on which will be a new clinic, including education, medical and research buildings, and even a hotel.

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Federacion Argentina de Camaras de Farmacias Written by: Edgar Milanesio of FACAF Produced by: Lucy Verde, Project Manager at WDM Group - LATAM

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FA C A F

O FACAF executives

n August 26, 1986, in the city of Mendoza, Province of the same name, a list of leaders representatives of Chambers of Pharmacy Provincial met with the priority of leaving constituted a federal institution that was intended to convene in her womb entities civil non-profit, which spread throughout the country, grouped in a specific way to pharmacy owners, the purpose was matched in a whole with the intention Act signed on 26 April 1986 in the province of San Luis, made on the occasion of the first national pharmacy owners who summoned all Chambers.

The Federation’s main objectives are: • Coordinate the union action and defending the interests of existing entities representing the sector, where there are encouraging the formations of new bodies that bring together owners of pharmacies.

• Encourage the development and improvement of partners, promoting appropriate actions and initiatives for the commercial and institutional progress of its members. It may also take its representation before public and private entities when expressly assigned.

• To encourage the improvement of existing legislation relating to the activity of pharmacies and vending entities medicines, perfumery,

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cosmetics, toiletries and hygiene and other permitted by current regulations; analyzing laws, decrees, ordinances, resolutions, rules and projects derived or to be approved by the authorities.

Key People

Encourage and support any public or private initiative tending to the improvement of public service pharmacies as improper integral part of social security and goods flow factor of the country’s economy.

Miguel Lombardo President of FACAF

• To represent the partners in all matters affecting them before the public authorities and cooperate with them in all matters related to the purpose of the Federation, giving advice when required; the partners directly and provides for their specific local interests.

Lombardo is a trained pharmacist, whose business life has been devoted to the development of this sector in Argentina.

He has been part of various chambers and associations and is currently the President of FACAF.

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FACAF members

Team FACAF

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โ ข To promote the spirit of unity, cooperation, solidarity, as well as fair trade rules, trying in all possible cases intervene in the misunderstandings that occur between partners.

Company Information NAME OF A S S O C I AT I O N

Federacion Argentina de Camaras de Farmacias (FACAF) HEADQUARTERS

Argentina FOUNDED

Miembros del Consejo Directivo Lombardo, Miguel Angel Pernochi, Walter Caso, Guillermo Ruiz, Alberto Quiroga, Jorge Otto, Carlos Marabini, Ruben Carnevale, Daniel Larcher, Carlos Musri, Omar Prieto, Sandra

Cargo

Camara

August 26th, 1986 PRESIDENT

Presidente

Correntina

Miguel Angel Lombardo

Vice. Pte. 1ยบ

Cordoba

WEBSITE

www.facaf.org.ar

Vice. Pte. 2ยบ

Cafabo

Vice. Pte. 3ยบ Sec. Gral.

Pro.Sec.Gral.

Sec.Rel.Inst.

Misiones Mendoza San Juan Villa Maria

Sec.P.Difusion Santa Fe Sec.De Actas Tesorero Pro.Tesorera

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The alternative for THE BEST

healthcare services available Hospital de Diagnostico is a reliable healthcare institution, as El Salvador’s need -and possibilityfor private medical attention increases.

Written by: Mateo Rafael Tablado, Associate Editor Interview by: Rebecca Castrejon, Editor Produced by: Lucy Verde, Director of Projects at WDM Group-LATAM Interviewee: Dr. Rodrigo Brito, CEO for Hospital de Diagnostico 102 July 2015

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H Laboratory

ealthcare in El Salvador has developed in the same way it has evolved in countries with a similar background, especially in socioeconomics. El Salvador’s three groups of healthcare providers are the private sector, the public sector and social security; the state is involved with the last two, and Hospital de Diagnostico belongs in the former, a condition that allows the institution of a gradual, continual growth, and a track record enriched in experience, able to mold the hospital’s policies and philosophy, starting from positions in upper management down to departments in charge of basic tasks.

Hospital de Diagnostico stands out among Central American health institutions for using the most advanced equipment for accurate detection of any illnesses. The same dedication the hospital’s staff displays for long hospital stays after a surgical procedure, routine check-ups or examinations, is the same kind of care and considerations relied upon to create a satisfactory work environment and teamwork scheme.

Certain social conditions that have built up -and evolved also- since the years of the country’s civil war (late 1970s - early 1990s) have resulted in a high demand for Hospital de Diagnostico and its healthcare network, concretely for the treatment of illnesses related to cancer, the brain, gastroenterology, urology, pediatrics and

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cardiology, among other specialties.

Key People

“It’s simple: if you need healthcare services, you’ll attend where you know you’re receiving the best possible treatment,” explained Dr. Rodrigo Brito, a radiologist and CEO at Hospital de Diagnostico.

Cash Flow and Patients Up, Employees’ Turnover Down The increase in population in El Salvador, which naturally demands proper medical services, has surpassed the state’s capability of providing enough healthcare coverage; it’s in this scenario where patients consider every alternative providing them access to an improvement in their quality of life.

Rodrigo Brito CEO Dr. Brito graduated from the Medicine Faculty at El Salvador University.

Postgraduate studies in Diagnostic Radiology took him to the U.S., precisely in New York and Louisiana. Brito returned to his home country in 1976. Along with a partner they opened an imaging business, offering their services to Hospital de Diagnostico; the productive relationship with the institution grew into Dr. Brito’s appointment as the hospital’s CEO in 1989.

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Intensive Care Unit

Magnetom Avanto Fit MRI equipment Latest-generation

Salvadorans which have migrated throughout the years -mainly to stable economies, like the U.S.’s- find themselves in a position allowing them to save money and send a regular remittance to relatives in their home country, a feat that enables a significant part of the country’s inhabitants to gain access to proper healthcare at private hospitals and medical centers.

hardware and software solutions providing fast, accurate, high-quality imaging

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Such necessities demand Hospital de Diagnostico to possess the not only the best equipment possible, but also to count with staff members with the required skills to operate avantgarde technology in hand. Two of the hospital’s investments recipients derive from this condition: latest-generation technology and continuous training for the institution’s personnel. Since

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International Cancer Center– Tomotherapy Hi-Art X-ray is used at the Radiotherapy unit to eliminate damaged cells, diagnosed deep within the human body

employee turnover rates are low at Hospital de Diagnostico, not many resources are necessary for new hires’ training; instead, funds are used for new equipment and grants for key staff members’ training and specialization. Employee satisfaction rates at Hospital de Diagnostico are at 98.5 percent, based in surveys applied to more than 800 employees.

“We are hiring constantly in order to provide a better service,” Dr. Brito summarized.

Partners in Academic Formation and Technology Since the mid-2000s, the hospital provides scholarships to qualified students at local Dr. Jose Matias Delgado University’s Medicine

“Buildings and machinery can be bought, but having outstanding, dedicated human beings as part of our staff is essential for any medical center” – Dr. Rodrigo Brito, President-Director at Hospital de Diagnóstico

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Faculty; these efforts have resulted in a significant number of graduates’ incorporation to Hospital de Diagnostico’s resident doctors.

Main suppliers for the institution include Siemens, who manufactured two new CT scanners were acquired. These recent-model machines are the first of their kind in Central America. Inside the hospital’s facilities, the International Center for Cancer -opened in 2011is provided of a TomoTherapy Hi-Art system, which is able to aid in the most advanced radiotherapy and radiosurgery treatments.

Also, this center counts with MASEP’s Infini™ gamma system, also the first of its kind in Central America, also; this equipment is used in intracranial procedures and for psychiatric treatment. Its use in psychiatric treatment disables patients’ abnormal motor functions (as in Parkinson’s disease), improving their quality of life, instead of having them being constantly under prescription for costly and potentially dangerous drugs.

Hybrid surgery room, the first in its kind in El Salvador. Equipped with latest-technology for high complexity surgical procedures

Siemens also supplied Hospital de Diagnostico with a new ultrasound system for cutting-edge echocardiography imaging, providing a more detailed, high-accuracy diagnosis.

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H O S P I TA L D E D I A G N O S T I C O Environment for Social Integration and Self-Improvement

ARTIS Zee CTA scanner at Cardiovascular Unit

The hospital’s staff members coming from an impoverished background are candidates for grants, loans and scholarships to become skilled in technical specialties such as nursing. Also, benefits and bonuses -twice a year for the latterprovided by the hospital top those established by law.

And in an effort for integration to society, Hospital de Diagnostico offers positions for individuals with disabilities; deaf-mutes are

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employed at certain tasks regularly and they are thankful to work in such an institution. “We keep opening jobs for them because they perform satisfactorily, they strive at doing their best,� Dr. Brito said.

Company Information NAME

Hospital de Diagnostico INDUSTRY

Depending Upon Third Parties for the Future to Arrive

Healthcare: hospitals, medical centers

To maintain an operation that consists of providing the best possible medical services, Hospital de Diagnostico is ready to undergo several expansion projects currently halted, due to certain limitations in urban infrastructure (water works), a problem belonging to local authorities, on their way to provide a solution.

The parking lot expansion will allow for 120 more vehicles to park safely and comfortably in the facility; the actual debate for parking expansion is choosing between the construction of a new building, or the acquisition of a vertical parking system, able to park 16 cars in each column.

HEADQUARTERS

El Salvador FOUNDED

1978 EMPLOYEES

860 REVENUE

USD $36 million WEBSITE

www.hospitaldiagnostico.com

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Commitment to Public Health Healthcare services with a social purpose.

Written by: Rebecca Castrejon, Editor Produced by: Lucy Verde, Director of Projects for WDM Group-LATAM Interviewee: Leopoldo Giraldo Velasquez, Manager for Hospital General de Medellin

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W

Hospital General de

hen we speak about the General Hospital of Medellín, we refer to it as a company supported by the Colombian government, where citizens can find healthcare services, ranging from clinical exams to complex care need.

Although the hospital was founded in 1942, being at that time a center for obstetric care, the nominative “Luz Castro Gutierrez” was added in August 1949, to honor the mentioned leader due to the her hard work in the maternity area, in collaboration with Sociedad de Mejoras Publicas.

Medellin remains the best public hospital in Latin America according AméricaEconomía

Currently, the hospital is open 24 hours and is located in two modern towers with the capacity to hold 442 patients, with eight operating rooms that integrate the latest technology and 10 stations for the department of gynecology and obstetrics.

Additionally, they have digitized its operations through electronic medical records and serve the areas of hospitalization, intermediate and critical care, pediatric and neonatal, cardiovascular, radiology and imaging, blood bank, clinical laboratory and pathology, pharmacy, sterilization and metrology, among others.

With over 65 years of history serving the healthcare needs of the city, Hospital General de Medellin Luz Gutierrez Castro, has established itself as a social center, whose commitment is to bring comfort to their patients beyond the clinical role, but through the expertise of its

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healthcare professionals and with research and the implementation of best practices in medicine.

Proof of this is HGM’s several certifications in safety, health and sustainability, received by important organizations such as Ministerio de Salud, la Protección Social de Colombia and Icontec.

HGM’s Commitment to Quality and Safety In an interview with Leopoldo Giraldo Velasquez, Manager of Hospital General de Medellin, he recalls how HGM has been recognized as one of the best public hospitals in Latin America, not only for its regulations on medical procedures, but for applying best practices in each department, including the effective implementation of today’s medicine and

Key People

Dr. Leopoldo Giraldo Velásquez Manager for Hospital General de Medellín Giraldo Velasquez is a doctor from the University of Antioquia, Manager of Public Health and Healthcare Auditor from the University CES. He is also a specialist in Management in Economics and Finance of Health of the Universidad Pontificia Bolivariana, and has a Masters in Management of healthcare centers and services of the University of Barcelona.

Giraldo also holds a Masters in Public Health from the University of Antioquia, Colombia.

Surgery

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Imaging

HGM has a diagnostic service with the latest

advanced techniques in clinical procedures.

Giraldo has been General Manager since April 2012, showing its leadership in the health sector in Colombia and with more than 20 years of experience in management positions. Its strategic direction has resulted in the financial strength experienced by the hospital today.

equipment

“Our commitment is to quality,” he said after exemplifying various hospital certifications: ISO 9000 (quality in hospital management), ISO 14000 (environmental management) and OHSAS 18000 (occupational health and safety). “We are constantly evaluating our own quality standards, and these certifications help us self-assess our methods to ensure an ongoing improvement process,” said Giraldo.

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SECTOR

Gynecology

They have also established processes for patient safety, with efforts ranging from the renovation and maintenance of infrastructure to upgrading soft and hard technologies.

Medical Technologies Only in 2014, the hospital invested more than US $3 million in renovating equipment, including purchasing a new angiography and tomography, among other medical technologies.

“The hospital complies with national quality standards” – Leopoldo Giraldo Velásquez, Manager of Hospital General de Medellínlín

Hospital General de Medellin constantly supports and renovates its medical instruments by following these two processes.

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Critical Care

2) Replacement: When the company integrates new models to their diverse healthcare units.

HGM already has a

“Every year we look into renovating technologies to make information run more smoothly, more agile and timely after these improvements,� said Giraldo.

strategy to encourage their staff to develop

Medical Professionals

research

In spite of being a public healthcare center whose stimuli is limited, management has maintained an incentive program for all of its 1,300 employees, encouraging them in the areas of research, performance and team work, among others.

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Hospitalization

The medical staff conforms much of the essence of the hospital and they are the primary value described in the quality served in HGM. On account of this, Hospital General de Medellin has integrated into its annual budget more than US $1 million in training programs for the whole staff, from their doctors and nurses, to administrative resources. “We want to generate the necessary skills for all of our resource, which will increase their performance value,� said Giraldo.

Social program: Safe Hands

Environmental and Social Initiatives Much of HGM commitment to the environment is shown in their regulations, with ISO 14000, which is a series of green standards for the proper w w w. h g m . g o v. c o

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H O S P I TA L G E N E R A L D E M E D E L L I N management of the area. Additionally, the hospital has integrated green processes to handle medical waste until its final destination.

Hospital General de Medellin has deploy energy efficient solutions with the use of LED lighting, by replacing high-electricity technologies, and by installing solar panels to increase its renewable commitment. These good environmental practices are transmitted to each employee, raising awareness on the proper use of energy and gas.

Surgery

As part of its social commitment, HGM built a breast milk bank to replace the requirements of premature children, and in collaboration with McDonald’s, the hospital created a family room in the hospital. “We are working on a social housing program where they can come and sleep during their visits,� said Giraldo.

Neonatal

Competitiveness Growth through Value Chain Activities Although Hospital General de Medellin is a public center, it manages to hold its exercise as a provider of health services, and its main ally, the Municipality of Medellin, in turn participates in the Board of Directors of HGM.

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The hospital also has collective agreements with 20 important universities and tech centers; CES University of Medellin plays an important role as an education partner. Partnerships with other educational institutions are mostly for managerial training of the staff. “We are working to be recognized as a university hospital,” said the manager.

The hospital is also a member of the Cooperative of Hospitals of Antioquia (Cooperativa de Hospitales de Antioquia,) an organization consisting of approximately 150 partner hospitals, with the main function of representing the supply chain of each center.

“This cooperative is dedicated more to the joint purchase of medicines, supplies and equipment for the entire hospital network,” said Giraldo.

“Our actions are the result of the commitment that the hospital has had with quality” – Leopoldo Giraldo Velásquez, Manager of Hospital General de Medellín

HGM is also a member of Hospired, a network of hospital services comprised of 13 public and local clinics. “This network allows us to optimize what we have now. We have launched a basic transportation project and a laboratory plan, and we will continue to advance with more network services to optimize the resources that each of these organizations have,” said Giraldo.

Suppliers are also partners in the value chain of HGM, both local and international, continuously optimizing hospital logistics.

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H O S P I TA L G E N E R A L D E M E D E L L I N Future Projects

2017 project: future northern headquarters of the Hospital General

With an investment of approximately US $ 25 million, HGM will begin the construction of a new hospital, located in the northeastern district of Medellin. This unit will provide medical care for 600 patients, and will provide the following healthcare services: emergency services, surgery, diagnostic support, laboratory, imaging, etc. With an initial input of 100 beds. The project is expected to be operational by mid-2017.

de Medellin

“We are still in the design process this year and hope to start the construction ideally

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if we move forward on the issue of required authorizations by the health ministry. We will be completing construction within the next two years,” said Giraldo By the end of 2015, the Comprehensive Outpatient Services Center for Women and Families (Centro Integral de Servicios Ambulatorios para la Mujer y la Familia,) will begin operations, where a more specialized assistance related to the social problems of women service will be provided, but always following the HGM’s integrity practices.

Company Information NAME

Hospital General de Medellín INDUSTRY

Hospitals and clinics HEADQUARTERS

Medellin, Antioquia, Colombia

Further investments will be destined to the maintenance of institutional spaces and infrastructure, as in the case of the adequacy of the emergency department, obstetrics, cardiology, etc.

FOUNDED

As for business intelligence and information management, the company will be updating the current software to optimize streamline electronic methods.

REVENUE

1949 EMPLOYEES

1.700

USD $105 million WEBSITE

www.hgm.gov.co

They hope to develop a tower with an investment of US $ 40 million, close to Hospital General de Medellín, to expand its high complexity services and maternity care.

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