June 2018
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INTELENET GLOBAL SERVICES OUTSOURCING FOR A CHANGING SECTOR
THE RISE OF DRONES A NEW MUST FOR HEALTHCARE?
THE FUTURE OF SAUDI HEALTHCARE AN INTERVIEW WITH FAKEEH CARE
Building with BIM
The University of California is building a world-class cancer facility with cutting-edge technology
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FOREWORD WELCOME TO THE latest edition of Healthcare Global. This June, we have an issue jam-packed with insight for business leaders. This edition starts with a look at The Precision Cancer Medicine Building at University of California, San Francisco. Bruce Mace, Director of Facilities Management at UCSF Health, explains how he believes that this state-of-the-art facility not only signals a new chapter for the institution, but will also change the way we treat the disease. For our leadership feature this month, Bill Anderson, Head of Business Development for Healthcare at global outsourcing giant, Intelenet Global Services, discusses how the company works to help businesses keep up to speed in such an evolving industry. Meanwhile, we caught up with Zipline, a company which is bringing drone technology into the medical field. Launching the world’s first national drone delivery operation in Rwanda, the government-backed initiative has seen blood, plasma and platelets whizzed to 21 hospitals throughout what is the most densely populated nation in mainland Africa Finally, looking into how the Middle East is managing the changing shifts across the healthcare sector, Executive Vice President of Fakeeh Care, Sanjay Shah, discusses how the group is transforming medical and education provision in line with Saudi Vision 2030. We’ve also brought you an easy-to-digest list of the 10 largest hospitals in the world, based on capacity. We hope you enjoy this month’s magazine, and as always welcome your feedback on Twitter. @Business_Chief
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6 The Precision
Cancer Medicine Building A purposeful building with leading facilities management
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H E A LT H C A R E 4 . 0
Meet the doctors of data
H E A LT H C A R E S T R AT E G I E S
24 MEDICAL DEVICES
Dive-by medicine
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The future of Saudi healthcare TOP 10
TOP 10 LARGEST HOSPITALS IN THE WORLD
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The Precision Cancer Medicine Building A purposeful building with leading facilities management
Delivering industry-leading clinical treatment and worldclass research, the University of California, San Francisco is set to revolutionise the healthcare sector once more with its state-of-the-art Precision Cancer Medicine Building Written by Laura Mullan Produced by Tom Venturo
UNIVERSITY OF CALIFORNIA, SAN FRANCISCO
The UCSF Health recently was named among the nation’s premier medical institutions for the 17th consecutive year, ranking as the fifth best hospital in the country and the top-ranked hospital in California, according to US News & World Report
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lobally recognized for its world-class research and patient care, the University of California, San Francisco, (UCSF) is set to continue its legacy as a leading healthcare provider with its state-ofthe-art facility for cancer treatment. Located at UCSF Health Mission Bay, the Precision Cancer Medicine Building (PCMB) is an unprecedented advance for people with cancer.
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Championing personalized evidence-based treatments, the 180,000 square foot, seven-story facility aims to place patients and their families at the center of efforts to ensure that care is carefully tailored to each individual’s biology and life circumstances. This year, the American Cancer Society, predicts that approximately 1.7mn people will be diagnosed
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with cancer across the country. Bruce Mace, Director of Facilities Management at UCSF Health, believes that this state-of-the-art facility not only signals a new chapter for the institution, but will also change the way we treat the disease. “The Precision Cancer Medicine Building is a new way of looking at cancer treatment,” explains Mace. “It speaks to utilizing different
modalities of treatment – whether it may be chemotherapy, radiation or holistic treatment, for instance – and mixing those modalities to target the individual’s needs because all cancers are different at a genetic level. The Precision Cancer Medicine Building is a facility which is going to allow the further development of the precision cancer treatment option.” Consistently topping the
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leader-board rankings, UCSF Health has earned a strong reputation for its medical outpatient care and academic research.
the university’s industry-leading clinical practices and world-class research capability to transform the way we approach cancer care.
Combining leading research and clinical practice UCSF Health was recently named among the nation’s premier medical institutions for the 17th consecutive year, ranking as the fifth best hospital in the country and the top-ranked hospital in California, according to US News & World Report. Meanwhile, its academic offering has also received worldwide recognition, being rated among the best universities in the world, according to another ranking by US News & World Report. Just a few steps away from the Benioff Children’s Hospital, Helen Diller Family Comprehensive Cancer Research Building and UCSF Bakar Cancer Hospital, the LEED-certified Precision Cancer Medicine Building aims to connect the University’s Mission Bay and Mount Zion practices into one location. In doing so, it hopes to marry
A multi-modal approach to cancer treatment “UCSF Health has different cancer treatments that take place at different locations so the knowledge that is learned, the treatments that are utilized, and the services that are provided to our range of cancer patients is spread across our campuses,” says Mace. “The Precision Cancer Medicine Building aims to become the very core of our cancer program. “UCSF’s educational side – all the research, research buildings, and the educational components – are close to our Mission Bay Hospital, and so PCMB aims to take the knowledge that’s gained to the bedside in a very short pipeline,” he adds. “The learning and treatment cycle is very small and it’s always spinning, which will ensure that we provide the finest care to our patients.” Set to open its doors in mid-2019,
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‘The UCSF Health recently was named among the nation’s premier medical institutions for the 17th consecutive year, ranking as the fifth best hospital in the country and the topranked hospital in California, according to US News & World Report’ w w w. h e a l t h c a re g l o b a l . c o m
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the Precision Cancer Medicine Building is notable not just because of its poignant mission and ethos. It’s also being brought to life through an innovative approach to construction and facilities management. Emphasising facilities management With a background in construction, architecture, planning and design, Mace has been Director of Facilities Management at UCSF for the past eight years. He says that although facilities management can sometimes be viewed as an afterthought in the construction sector, facilities management has been involved front and center in the Precision Cancer Medicine Building’s vision. “Facilities management is about the environment of care,” explains Mace. “It’s all the infrastructure systems that directly support patient care throughout our hospital system. “Today, we have roughly 120 buildings and four hospitals. In the case of Mission Bay Hospital and the Precision Cancer Medicine Building,
we are a tertiary and quaternary acute care treatment enterprise. We get some of the most difficult, most acute cases here so it’s hypercritical that we deliver a stable, safe environment for the care of that segment of our patient population.” During the construction phase, Mace has tried to make facilities management a key consideration by harnessing the latest cutting-edge technologies. Championing collaboration between people, systems, and business structures, UCSF Health has taken an integrated project delivery (IPD) approach to the building delivery which has been consolidated by its use of a Building Information Modeling for Facilities Management (BIM4FM) system. Integrating technologies IBM Maximo and Autodesk Revit (BIM360), Mace and his team have created what he describes as a “living as-operated model of the building that we can utilize on a daily basis”. Leveraging this state-of-the-art computerized maintenance management system (CMMS), UCSF
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has created an in-depth, meticulous and functional model of the Precision Cancer Medicine Building that won’t just be used during construction; it will also be used for facility management operational purposes. Technological ingenuity Responsible for serving acute care of patients with cancer, 100% uptime will be critical at the Precision Cancer Medicine Building.
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Mace believes that the university’s latest BIM4FM system goes the extra mile to ensure the facility runs smoothly and that facilities management remains a priority. “IBM Maximo is a computerized maintenance management system, so it manipulates work orders and preventative maintenance and it also tracks the work history and the repair history,” he explains. “It’s all the information surrounding the about
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60,000 assets that we are responsible for on a daily basis. So, medical gas delivery, electricity, air handlers and each piece of equipment – you name it. They’re all found within this system. “This information is illustrated in a detailed 3D model through Autodesk Revit, integrated within IBM Maximo utilizing the Autodesk Large Model Forge Viewer, so if I look at my screen and touch an eye wash, for example, it will give me
the work order history, repair history and I can also open a work order to start the management cycle.” Value-adding BIM4FM With such a substantial investment, Mace believes that the system will truly add value to day-to-day operations, championing best in class practices. “What’s the value of the BIM4FM system?” reflects Mace. “Well, for example, if we have a leak on a pipe
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UNIVERSITY OF CALIFORNIA, SAN FRANCISCO
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The university’s BIM4FM system ensures the facility’s operations run smoothly
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system, we can touch that leak in the model and it will identify where the upstream isolation valve is, i.e., how we can turn it off immediately. It will also tell us the downstream areas that will be impacted by loss of water, and it’ll give us all the information on the system itself – pipe size, flow, materials - all the things we need to know to repair it. “One particular case which really opened my eyes up to the possibilities of the system was an incident in the middle of the night where we had a leak somewhere within a 7-story firerated encased structural steel column chase and the engineers couldn’t identify and isolate where the water was coming from,” reflects Mace. “They called both the Chief Engineer
Chris Shirar and myself, and for the first time ever, instead of going to look at reams of 2D paper plan sets, we ran for the electronic model and asked building engineers to turn off the necessary systems one at a time as we worked our way through the model. We had it diagnosed, isolated and repaired by the next morning when, in the past, that kind of a leak could’ve taken two or three days to completely diagnose, isolate, contain and repair, costing us valuable patient care hours as well as revenue. This system is going to save us huge amounts of time and I think that’s the most critical added value.” Through this scrupulous BIM4FM model, UCSF Health can explore every individual asset in the building,
“That’s sort of the magic sauce, that facilities management is a key focus and is a contributing driver in the project” – Bruce Mace, Director of Facilities Management
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“I think the learning experience here is what’s tremendously exciting” – Bruce Mace, Director of Facilities Management
whether its eye washes or pipes, at the touch of a button. All the data is in one place so the system reduces the need for paper, quickens the speed of repairs and ensures the best practice in facilities management. “What really changed is we’re facilities management. We’re responsible for the operation of the building at the end of the cycle, yet, for the first time ever, our department was invited by VP and Senior Capital Project Architect Stuart Eckblad to submit a BIM Execution Plan (BEP) and a Data Dictionary for inclusion in writing the specification requirements of the “best-value” contract,” observes Mace. “That’s sort of the magic sauce, that facilities management is a key focus and is a contributing driver in the project.” Harnessing big data Unlike traditional BIM models, UCSF Health’s model for the Precision Cancer Medicine Building uses much more data to deliver a more detailed model, despite using just 5% of the mammoth data it has acquired. “There’s a lot of data that goes into
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UCSF has 120 buildings and four hospitals
building a BIM building,” notes Mace. “The Level of Development (LOD) can be, and typically in construction, is about LOD 300. We currently use 5% of the huge volume of data we have that relates directly to fire and life safety, regulatory, patient care and environment of care and we have a LOD of 400 or 500. The added level of detail for these specific items is more granular and that’s critical.” The implementation of this cutting-edge integration has been a true learning experience for the
team at UCSF Health, but thanks to its close collaboration with the builders, the tradesmen, the programmers and all those involved, UCSF Health has pioneered a new way of going about construction and facilities management. Working alongside experts from Stantec, Cupertino, Southland, CRTKL, VueOps, Honeywell and Rudolph & Sletten required the expansion of “working session” collaboration and a quantum leap in work process
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for this data output demand. “This hasn’t been done before,” says Mace candidly. “It’s forced us to be very collaborative. We want to be. It’s a very big change for the university and the industry. I think it’s helping us bring about cultural industry change.” A changing culture Looking to the future, the Precision Cancer Medicine Building is set to open next year and will undoubtedly deliver the world-class care UCSF Health is known for. However, its innovative BIM4FM platform isn’t just confined to this ongoing project. Mace and his team are already implementing this electronic operations model to the Mission Bay Hospital and the Gateway Medical Building over the coming months. “In the future, all of our buildings as we build them new will be to this standard,” he says. “We also want to take the data and integrate it not just with new builds but also connect it with already-built projects. With regard to use cases and system-wide benefits, the UCSF
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Health BIM4FM team has partnered with the University of California Office of the President to participate in a “Construction/Procurement Center of Excellence” to support shared development of a focused effort to connect real-time construction and
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life-cycle data with other downstream users. Program manager Dylan Paul indicates that the timely and accurate collection of such data during construction has the potential to save the UC system over $70mn annually. “The learning experience here
is what’s tremendously exciting,” concludes Mace. “I think we’re making huge headway on our milestones approach and the myriad benefits of harnessing the data output of object-based architecture keep coming into view.”
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Written by OLIVIA MINNOCK
Bill Anderson, head of business development for healthcare at global outsourcing giant Intelenet Global Services, on how he helps businesses keep up to speed in a changing market
H E A LT H C A R E S T R AT E G I E S THE HEALTHCARE INDUSTRY is changing by the minute. With big tech players like Amazon taking their place in the ring, an historically significant sector is forced to move with the times. This is what excites Bill Anderson in his new role heading up the healthcare segment of global business process outsourcing company, Intelenet Global Services. “It can be overwhelming,” he admits, “because it changes the playing field on a weekly basis – but that’s exciting. You feel like the industry is finally starting to get it. “I’ve been in the BPO industry as it has evolved on and off for the better part of about 26 years,” Anderson explains. After 15 years in operations, he moved into client management, strategic client development and finally new business development. Having gained more BPO experience, including dealing with “call centre, billing, enrolment, claims appeals and grievances… to really develop a more consistent operating model”, Anderson was persuaded by CEO Bhupender Singh to make the move to Intelenet. It’s a new challenge. The company offers a broad product suite, 26
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centred around TAP (technology, applications and process), which he had to familiarise himself with. “We really have such a broad set of tools from a technology perspective that we can offer as far as analytics and process consulting,” he explains. However, Anderson is unfailingly enthusiastic about his new role, in particular working with Intelenet’s India team. “There are some individuals over there who I have worked with in the new business development arena, which in the past has been more siloed off. Developing some partnerships with key individuals has helped enhance their understanding of the US healthcare market and how to get the message across to potential clients. That’s been a highlight – they now feel very much part of what is a coordinated effort within the healthcare space.”
LOCAL SERVICE ON A GLOBAL SCALE With physical presence in the US, India, Philippines, Latin America and beyond, how do all these parts remain cohesive? For Anderson, it’s about ensuring each individual is aware of their important role. “Along with the team in India, every week we have an
Bill Anderson Head of business development for healthcare at Intelenet Global Services
H E A LT H C A R E S T R AT E G I E S hour-long healthcare strategy call,” he explains. This is coupled with bi-weekly updates on client outreach and tactical discussions. “We talk about what we’re seeing in the marketplace, with some of the large, disruptive events in the healthcare market, how things are developing and our potential approach.” Healthcare is playing catch up to huge market changes, a daily issue for Anderson. “As large as it is, the healthcare industry is relatively immature,” he begins, citing that it accounts for around 17% of US GDP. He adds that healthcare is very much a consumer-facing industry and must be seen as such. “A lot of organisations – big players, like medical device companies or hospital systems – still have in-house models, for example handling all the patient scheduling at the front desk. There’s a desire in healthcare to own the business model from a local perspective, but not only is that very inefficient, it also doesn’t leverage any industries that are experts in this.” Intelenet uses BPO software to bring this almost archaic management technique into the 21st century. “We can leverage a team 28
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of 200 consultants we have as fulltime employees, bring them in, do some end-to-end process mapping and discovery engagements, and identify opportunities for improvements… something that’s missed by keeping it in house.”
CUSTOMER FOCUS As competition increases, customer service must be looked at in a new light. “Healthcare companies have always been concerned with how
they deal with customers,” Anderson states, “but let’s be honest. What drives change and innovation? More often than not, it’s competitive pressures or financial pressures. Companies always talk about how they want to be better, innovate… but the real commitment from a resourcing perspective, and truly changing your business model, is usually driven by external pressures and the nature of the market. Up until the past few years there haven’t been
these competitive drivers, and now there are in the US market. Finding out Amazon or JP Morgan are breaking into your industry… that might start driving some change.” Anderson’s job is to help healthcare companies compete against “the gorillas in the business”, as he calls them. “We offer a deeper, broader set of services – we handle, with a high level of competency, everything from front office, voice support, classic call centre, human resource outsourcing, to medical coding.” For Anderson, it’s Intelenet’s consultative philosophy that makes the company stand out. The BPO leader works with healthcare businesses to find the best approach for them, as opposed to purely focussing on immediate profit. Free consultations help find the suite of services that will truly benefit a potential client. “We sit down and do a deep-dive discovery session on potential lines of business we’ve identified. Our objective view resonates because it’s not just ‘give all your business to us’ – our approach is unique.” 29
H E A LT H C A R E S T R AT E G I E S THE HEALTHCARE CHALLENGE The challenges thrown up in healthcare are nothing Intelenet hasn’t seen before. “The healthcare sector is kind of unique in that some organisations require a local solution and others do not,” Anderson says. “Also, some organisations are not as developed in BPO strategy, so they have a dogmatic approach. We let them know that if they don’t have a regulatory requirement, there could be solutions across the US, Latin America, India or the Philippines… we go through pricing points and challenges for each model and find out what makes sense.” Data security, though increasingly prominent, is nothing new. “The requirements are petty well-worn territory for organisations of our size and scope. All our offerings are built around a baseline understanding that you need huge levels of privacy and security, or you cannot play in this space. We consider that table stakes, and our delivery models are built with that understanding.” Remote working is an increasing opportunity for the sector. “You’ve got a lot of people out there, from home-based nurses to phlebotomists going out and doing blood draws… those are expensive entities. It’s key that scheduled appointments happen effectively and quickly.” Intelenet’s Radius tool allows for real-time scheduling connecting the patient, the healthcare provider and the 30
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“THERE’S A DESIRE IN HEALTHCARE TO OWN THE BUSINESS MODEL FROM A LOCAL PERSPECTIVE, BUT NOT ONLY IS THAT VERY INEFFICIENT, IT ALSO DOESN’T LEVERAGE ANY INDUSTRIES THAT ARE EXPERTS”
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“IF ORGANISATIONS ARE NOT GENUINELY PREPARED TO CHANGE THEIR DELIVERY MODELS BY LEVERAGING COMPANIES LIKE INTELENET, IT WILL BE A VERY PAINFUL COUPLE OF YEARS” 32
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field worker, notifying people of any cancellations or delays. “It gives a really enhanced reporting suite for the organisation to show what their response time is and the efficiency of their manpower solution.” It’s not just about improving customer service, but also gathering vital data for business development. “We’ve seen upwards of almost 70% savings on resource scheduling and 50% response time reduction in some cases,” Anderson explains, adding that making staff more efficient out in the field can reap savings of up to 20%. Intelenet offers an extremely diverse and flexible suite of automated solutions, around 28 of which focus on healthcare, and many more which can be used in the industry. A key element of BPO for most businesses is improving the way customers can find answers without waiting for hours on hold, and healthcare is no exception. “Whether with text or speech analytics, we can identify key words and trends that are popping up through chat windows or through our call centres. This helps organisations understand what people are talking about, what is driving them to engage, and how we
can minimise the amount of patient or customer effort expended.”
LOOKING TO THE LONG TERM Intelenet concentrates on longterm growth in a way that may seem counter-intuitive to some. As BPO is about minimising cost and maximising efficiency for business, organisations can do this so well that they end up with less work from a client. Speaking to sister publication Business Chief earlier this year, CEO Bhupender Singh commented: “In the short term, this actually implies that for one or two quarters we are cannibalising our own business – but this is smarter than someone else doing it to us, as it enables us to do so in a planned manner and build stronger partnerships with customers who see us as a progressive partner.” For the healthcare sector, it is equally important to build trust for the long term. “It all comes back to the consultative approach,” Anderson maintains. “In healthcare, you get relationships that have grown significantly over years and years. Organisations leverage us more and more because they trust us. We don’t say: ‘Great, we’ve got 33
H E A LT H C A R E S T R AT E G I E S 500 FTEs (full-time employee hours) from this business. We’re going to keep cashing that cheque.’ No, we leverage the technology suite and turn it into 300. It costs us revenue but we develop a relationship that in two or three years is twice the size.” The rapid pace of change makes predicting what’s next for BPO hard, especially in healthcare. “It depends what day it is right now,” Anderson says. “Throughout my career I’ve never seen a period with more activity from the merger and acquisition perspective before. It will force organisations to start making truly patient and member-focused decisions. Amazon is a logistics genius, and now they’ve decided to enter the healthcare space. Organisations that are part of these acquisitions will have to change their delivery models, and those competing in the space will have to quickly become better. If organisations are not genuinely prepared to change their delivery models by leveraging companies like Intelenet, it will be a very painful couple of years.”
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“IN HEALTHCARE, YOU GET RELATIONSHIPS THAT HAVE GROWN SIGNIFICANTLY OVER YEARS AND YEARS. ORGANISATIONS LEVERAGE US MORE AND MORE BECAUSE THEY TRUST US”
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H E A LT H C A R E 4 . 0
Meet the doctors of data
Healthcare Global caught up with Martin James, RVP for Western Europe at DataStax, to learn how its always-on, distributed cloud database supports the Internet of Things, providing a platform for innovation in healthcare Wr it t en b y DA N BR IGH T MOR E
H E A LT H C A R E 4 . 0 DATASTAX IS A Silicon Valleybased mature start-up working with customers such as eBay, Walmart and MacDonalds, while partnering with organisations like Accenture, Capgemini and Deloitte, who have recognised the company’s disruptive technology enables them to win more projects. At the start of the decade, a database development by Facebook recognised the requirement of coping with huge amounts of data. Facebook put that in the hands of the open source community when it became an Apache Cassandra project – DataStax was the organisation behind the development of that Cassandra database platform, providing 85% of the code for that product over the last seven years. We asked Martin James, RVP for Western Europe at DataStax, the following on the company and the future of IoT in healthcare.
So, Martin, why should healthcare companies choose DataStax? “We’re able to operate at scale with large volumes of data in real time. Babylon Health achieved an 40
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eye watering level of scalability so supporting companies in that pursuit is a real sweet spot for us. The talk in the last eight years around big data has seen a lot of money made around it, but I’m not sure true functionality is being delivered. “Big data is often a batch-oriented thing to enable you to put large amounts of data into a data lake for analytics, but that’s after the event.
“With healthcare we want our problems fixed now. In a recent workforce survey, PwC found that 85% of clinicians interviewed believed the majority of diagnostics will be formed via data from an app, with less and less from in-person care” - MARTIN JAMES, RVP FOR WESTERN EUROPE, DATASTAX
So, what if you could move away from the past and make a decision based on what’s happening now? That’s what sets us apart with our customers whether that’s in healthcare, banking or manufacturing.”
What challenges do you still face in developing your offering for healthcare? “The big challenge, across sectors,
continues to be data security and governance. Beyond GDPR there are other laws and regulations coming into the market – next January will see the launch of the Falsified Medicines Directive (FMD) to restrict rogue ingredients from entering the medicines supply chain and being distributed through the market. “Each medicine will have a unique identifier and anti-tampering 41
H E A LT H C A R E 4 . 0 device and these things will need to be monitored. We’re ready to support this as we’ve proved with our logistics customers we have the ability to help them manage alerts when the temperature drops on something or when a box is opened – to do that involves managing vast amounts of data from IoT sensors.” Now, the company is focused on maintaining sufficient richness of functionality to make it a complete commercial proposition around five key capabilities DataStax calls CARDS… so, what are the capabilities that make up CARDS and how can they support IoT? “CARDS is all about applications that have a requirement to deliver C – contextually relevant information. A – means always on, so the platform is always available. It’s something we’re good at, not like a back-office finance application that runs 9-5 and goes down at weekends. R – stands for the fact that we run in real time because we’ve all become more impatient across the world. We don’t want to make a doctor’s appointment in two weeks-time, we want problems like these solved right away. D – recognises that a lot 42
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of the companies we work with have highly distributed environments. IoT itself is a highly distributed database environment with millions upon millions of devices and data collection points. S – responds to the need for this solution to be scalable. “With IoT you can’t predict what data volumes will be or the usage patterns so a database layer that is linearly and predictably scalable is really important. The general requirements for IoT involve terabytes of data being transmitted from millions of devices. It’s not a batch, it has to happen in real time. We see lots of IoT use cases in utilities and also coming into manufacturing with our customers in the automotive space. They’re featuring designs with a dozen different touch points in a car, sending data back to the manufacturer about the way that car is being driven and predicting when it will need to be serviced. “With healthcare we want our problems fixed now. In a recent workforce survey, PwC found that 85% of clinicians interviewed believed the majority of diagnostics will be formed via data from an app, with less and less from in-person care.”
“Next January will see the launch of the Falsified Medicines Directive (FMD) to restrict rogue ingredients from entering the medicines supply chain and being distributed through the market” - MARTIN JAMES, RVP FOR WESTERN EUROPE, DATASTAX
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H E A LT H C A R E 4 . 0 What technological breakthroughs and new initiatives are you harnessing to deliver IoT solutions in healthcare? “Along with CARDS, in the last two years we’ve also launched our Graph Database. If you’re a Facebook or LinkedIn user you get recommendations on who to connect to – what’s managing that is a Graph Database. It’s very good at understanding the relationships between data. It’s something that our customer Babylon Health (delivering accessible healthcare digitally) is using to link its data – which is very important in healthcare and life sciences to ensure the sensitivity of data and make sure you’re conforming to any data privacy regulations. “The Graph Database ensures you bring together data that is appropriate, and in the format required to be digested by the user. We hear a lot about single points of view and we think about the single patient view. We can bring that to data irrespective of the format so clinicians can understand everything associated with a particular patient and where that data is held (hospital, GP, dentist 44
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etc). Think of the value-added service you could provide to that patient. “The world is moving to cloud-based advocation and our customers notice that our database is built for the cloud which enables them to run their data on whatever cloud platform they like – AWS, Google, Azure. And it can be seamlessly managed with what they see as data autonomy, so they are no longer restricted in how they choose to manage their data. We’re proud of the way we can offer that in the hybrid cloud environment we work in.”
Could you highlight a recent win for DataStax in healthcare? “We secured Babylon Health as a customer in December last year. Based in the UK, it’s a real disruptor in the marketplace. We’re seeing the implementation of AI across many industries and they’re using the Graph Database to link up different data streams and provide a service in real time. In the healthcare space they’ve been able to develop applications using chat bots, based on AI, that deliver critical services to patients with an always on capability. The amount of data Babylon are
processing is incredible, and yet with just over 1.5mn members it is relatively small and not yet a tier 1 health provider. It manages lots of data types from text to video and, with the kind of innovation we’ve seen with Airbnb, that will allow them to disrupt further and be highly successful. DataStax is also working with Healthcare Anywhere. They offer all-in-one telemedicine that takes you beyond video with convenient appointment scheduling, automatic reminders to patients, revenue cycle management, automatic patient payments, tracking patient trends, and marketing to help grow a practice.”
What are your predictions for how the industry will further its use of IoT to provide services and treatment for patients? “We’re going to see more services which can be consolidated into your health app for a single view of everything from your dental care to physio. The customer experience will be dramatically enhanced by the speedier delivery of services because we’ll be doing less in-person visits to doctor’s surgeries 45
H E A LT H C A R E 4 . 0 and hospitals. The challenge will be in ensuring the accuracy of what’s being done because you are dependent on the information that’s coming via a wearable device, web portal etc. It’s important for organisations to understand the impact if these services go wrong or if a patient’s health is degraded. “Ultimately, I predict we’ll see a better patient experience for all. It’s the same as maintaining the health of your vehicle… MOT on one day, annual service on another, insurance and tax to arrange – it can be quite frustrating unifying all of that. Similarly, bringing healthcare services together to a single point can help us understand the impact of one thing on another. For example, your GP might be trying to help you understand why you’ve had persistent headaches but doesn’t know you’ve made three visits to the dentist in the past six months. Maybe there’s an opportunity to better explore the IoT connections between different health issues and departments in order to deliver a better diagnosis.”
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“We’re going to see more services which can be consolidated into your health app for a single view of everything from your dental care to physio” - MARTIN JAMES, RVP FOR WESTERN EUROPE, DATASTAX
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Dive-by medicine
Wr i t t e n b y SA M M U S G U I N - R O W E
For drone technology in the medical field, the sky really is the limit
DRONES – ONCE more commonly known for capturing spectacular bird’s-eye footage, roving into restricted airspace or making every Amazon deliveryman redundant (eventually) – are undergoing a noble rebrand. Unmanned aerial systems (UAS) are at the sharp end of a healthcare revolution. Already, drones are saving countless lives – delivering medical supplies to areas that desperately need them, but are virtually inaccessible. In October 2016, Silicon Valley-based robotics company, Zipline, launched the world’s first national drone delivery operation in Rwanda. With 15 drones flying out of a single distribution centre, the government-backed initiative has seen blood, plasma and platelets whizzed to 21 hospitals throughout what is the most densely populated nation in mainland Africa. To date, this has translated to more than 300,000 air miles, delivering 7,000 units of blood over 4,000 flights; a third of these being urgent, life-saving incidents. The gratifying upshot: Zipline’s superfast service now provides more than a fifth of 52
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Rwanda’s blood supply outside of its capital, ensuring hospitals never run dry of blood. This has boosted use of certain products by 175%, reducing waste or spoilage (a major problem, due to the strict temperature requirements of blood transportation) by a near-perfect 95%. “Billions of people on earth lack access to critical medicine,” says Zipline CEO Keller Rinaudo.
MEDICAL DEVICES
‘Privacy is mainly a concern in cases where the drone involves filming, photography or other collection of information about individuals and their activity’ “In East Africa, Zipline’s drones bring people the medicine they need, when they need it and in a way that reduces waste, cost and inventory, while increasing access and saving lives. We’ve been hard at work to improve our technology and are ready to help save lives in America and around the world.” In August 2017, Zipline announced the world’s most extensive drone
delivery service in Tanzania, which seeks to provide emergency vaccines, HIV medication, antibiotics, surgical materials and blood transfusion supplies to 10mn people. There are also plans to expand Zipline’s service to the United States. The Federal Aviation Administration (FAA) recently announced the UAS Integration Pilot Programme (UASIPP), which is set to allow governments 53
MEDICAL DEVICES across the US to partner with private companies to accelerate safe, drone-based advancements. Any Zipline projects chosen as part of the UASIPP will likely commence operation before the end of the year. AIRBORNE INNOVATION This airborne innovation is not limited to blood. In late 2014, a band of public health experts and philanthropists vowed to upgrade contraception access for women in Africa’s most hard-to-reach villages, where roads are literally washed away by floods, meaning medical supply chains are
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stopped dead. The result was Dr. One, a joint venture between the Dutch government and United Nations, that saw condoms loaded on to fivefoot drones and showered across parts of Ghana. The pilot scheme slashed delivery time from two days to a mere 30 minutes, sparking interest for similar trials in Ethiopia, Zambia, Rwanda and Tanzania. As drones represent the perfect blend of pinpoint accuracy and breakneck speed, an early utilisation within healthcare was disaster relief. Various drones delivered aid packages in the immediate
‘The positive impact of drone technology within all facets of healthcare verges on exponential, although with it arise certain concerns’
fallout of the Haitian earthquake, and drone technology was used to collect data imagery in the wake of Typhoon Haiyan in the Philippines the following year. Currently, the William Carey University College of Osteopathic Medicine in Mississippi is developing a drone capable of delivering telemedicine kits that can swiftly connect doctors to victims of a natural disaster or terror attack. Complete with Google Glass, the kit would enable a bystander to treat someone in need of emergency care, while being coached live by a trained professional.
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FLEDGLING FIRMS Alongside Zipline – which in early April unveiled the fastest commercial delivery drone on Earth, robust enough to withstand heavy wind, rain or high altitude – there are many more fledgling firms. Flirtey, a Nevada-based startup that made history in March 2016 – completing the first federally-sanctioned fully autonomous drone delivery in a US urban area – hopes to shuttle first aid kits, emergency medication and defibrillators. It retains some altogether broader aims, too. True to its slogan, “Anything anytime anywhere”, Flirtey enjoyed another first – completing the world’s first pizza-by-drone delivery, 56
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in association with Domino’s in New Zealand. San Francisco Bay Area company, Matternet, possesses its own grand plans: a network of “flying things” to bring medical supplies to remote locations all over the world. Though a lot of its work is focused in Africa (a recent collaboration with UNICEF and VillageReach saw Matternet drones transport HIV tests in Malawi), last October the firm launched a medical transport network in Lugano, Switzerland, in partnership with Swiss Post. The first autonomous, non-pilot network in an urban area, Matternet drones have so far made more than 350 successful deliveries, averaging between five and 15 per day.
QUESTIONS FOR CONSIDERATION The positive impact of drone technology within all facets of healthcare verges on exponential, although with it arise certain concerns. Sebastian Allen-Johnstone, Associate at nations law firm, Mills & Reeve, is optimistic yet cautious. “Like any cutting-edge advancement, drones pose a number of questions for consideration,” he says. “Chief among these include privacy and liability. Privacy is mainly a concern in cases where the drone involves filming, photography or other collection of information about individuals and their activity. Liability comes into play as responsibility for damage
or injury caused by drones may be difficult to attribute. While the operator would normally be responsible, in cases where the technology failed to work properly, a manufacturer or seller might be held liable.” Allen-Johnstone adds: “Aviation control and regulation will also need to be considered. Requirements for drone licensing, pilot training, no-fly areas and geo-fencing are under consideration and review around the world. These regulations, and upcoming changes in response to incidents where drones have interfered with aviation or caused damage or danger to people on the ground, will need to be heeded if healthcare organisations wish to avoid criminal liability.”
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H O S P I TA L S
The future of Saudi health Executive Vice President of Fakeeh Care, Sanjay Shah, discusses how the group is transforming medical and education provision in line with Saudi Vision 2030 W r i t t e n b y C AT H E R I N E S T U R M A N
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IN 2016, SAUDI Arabia launched its Saudi Vision 2030 in a bid to diversify its sources of revenue and lessen its reliance on oil. Central to the country’s National Transformation Programme 2020 (NTP) is finding ways to provide an attractive environment for local citizens and foreign investors in order to boost employment opportunities. Additionally, the country will aim to develop strategic partnerships both locally and internationally, embracing new digital tools to further cement its position on the global stage. The healthcare industry has become a significant area of focus for the Kingdom, with increased spending reflecting its ambition to become a geographical centre of excellence. Additionally, the decision to raise private healthcare expenditure to 35% from 25% of total expenditure by 2020 will create an opportunity for significant change. “Vision 2030 has laid down a plan of ensuring that more public hospital and public care facilities will become corporatised to a large extent, meaning care will be provided by private institutions,” explains 62
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Executive Vice President of Fakeeh Care, Sanjay Shah. “Whether this is hospitals which become privatised or services which are provided by private institutions (or some model similar to what the United Kingdom has), it’s going to be something which the country will find itself developing over time, extracting better patient outcomes and more efficiencies.” Educated in London and the US, Shah’s background in a number of senior finance, strategic and operational roles led him to join The London Clinic in the United
Kingdom. As Chief Financial Officer, he worked to develop and manage The London Clinic’s substantial portfolio of redevelopment and expansion activities, and undertook negotiations with BUPA and AXA PPP, Middle Eastern embassies and other sponsored companies. Through this role, Shah also worked to deliver the UK’s first state of the art cancer centre as part of the largest single investment deal in the private sector in the United Kingdom for 30 years, costing almost $128mn and opened by Queen Elizabeth II.
“WE’RE VERY EXCITED WITH OUR DUBAI PROJECT, WHICH WILL BE THE SMARTEST HOSPITAL IN THE REGION” – Sanjay Shah, Executive Vice President of Fakeeh Care
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H O S P I TA L S FAKEEH CARE Keen to take on a new challenge, Shah joined Fakeeh Care in 2015. Set to enter the Dubai healthcare and medical education market, Fakeeh Care has become a highly regarded pioneering brand providing primary, secondary, urgent and tertiary healthcare provision and services, preventative care, and medical academia and training for local communities in Saudi Arabia. Operating successfully for four decades and becoming the first private hospital in the western region to become JCIA accredited, Fakeeh Care runs one of the largest hospitals in the Kingdom and is presently building a number of primary care centres around Jeddah and Mecca to deliver a complete integrated and holistic care approach. “The London Clinic had a special reputation for being a high-end, acute, tertiary care organisation, where we received patients from all over the world. But it was just one line of business. At Fakeeh Care, there are a multitude of related healthcare businesses and that completely fascinated me,” Shah reflects. “If you take the hub-and-spoke 64
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model, we have a number of primary healthcare sites going up in Jeddah and a new outpatient hospital that will be delivered in quarter two. Additionally, we are developing primary care centres in Mecca and a smart hospital in Dubai,” he adds. “We’re very excited with our Dubai project, which will be the smartest hospital in the region and have the ability of not only utilising our software, but also having the whole arena linked in a way that enables better efficiency and many centres of excellence providing superior outcomes for patients. It’s a very important project for us.”
DRIVING STANDARDS Attracting a large number of expatriates, Saudi Arabia has seen an exponential population boom. From 4.1mn citizens in 1960, according to DataBank, the country now houses over 32mn, leading to an increased demand for new public health services. Although the NTP has responded by investing in healthcare training and development to address this growing need, Fakeeh Care has taken this a step further. Since 2003,
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“I WELCOME NEW DISRUPTORS IF THEY HAVE SOMETHING POSITIVE TO PROVIDE TO THE SECTOR” – Sanjay Shah, Executive Vice President of Fakeeh Care
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the organisation has established a medical college, where it has received its first batch of medical students. It also houses a unique and outstanding residency programme, alongside a number of post-graduate and nursing programmes. “Fakeeh has always housed a very academic care platform, which is quite unique in this sector,” observes Shah. “Other hospital providers do not have the ability of having their own crop of nursing staff, medical labs and graduates coming through their ranks to provide this care. I would say these are the most important aspects regarding our ability to provide patients the care that they deserve. We take the element of quality and excellence in care as really phenom, so our academic-care model is unique in the Kingdom.” Nonetheless, with such an evolving demographic, the rise of lifestyle diseases has skyrocketed, leading to the demand for, and subsequent growth of new health services. “We’ve got a very strong culture of lifestyle diseases. The population is earmarked to rise to approximately 50mn by 2050. 49% of the Kingdom’s population is under the age of 29, so
we’re going to see a very large use of healthcare in the next 30 years or so,” explains Shah, adding that coupled with this there is “a shortage of nurses and physicians, and also a shortage of beds by Organisation for Economic Co-operation and Development (OECD) standards. “We have 27 physicians and 52 nurses per 10,000 population. In terms of supply there’s a limitation. In terms of inpatient beds, they’re less than half of what OECD standards are,” he continues. “Smoking, diabetes, obesity and hypertension are therefore some of the biggest challenges we have, where 24% of Saudis are diabetic, a significantly higher figure than the world average of approximately 8%. Saudi is the 20th-largest economy in the world and it has the 19th-most obese population in the world. 28% of Saudi men and 21% of Saudi women are obese. 30% of males are smokers. “Our outpatient hospital is particularly driven towards providing care for diabetic patients,” he adds. “This means preventative as well as taking care holistically for diabetic patients, which is also quite unique in Jeddah and it’s also not really
available in the public sector.”
QUALITY OF LIFE Its complimentary businesses, including the supply of medical equipment and luxury eyewear, has enabled Fakeeh Care to gain further market share and combine prescription-based eyewear with its luxury sunglasses. The organisation works to provide care to improve the quality of life and services to those outside of a hospital setting. “We have a wellness angle, related to our fitness facilities. There are gyms for males and females in an iconic headquarters building in Jeddah, which overlooks the shimmering Red Sea,” notes Shah. “We also have an upscale executive clinic to provide high-end bespoke healthcare.” Nonetheless, with an acute awareness that the global number of citizens over 65 years is set to rise significantly in the next 20 years, the organisation has looked at ways to enhance its home healthcare operations. The market is expected to generate revenue of $392bn by 2021, growing at an annual rate of 9.4% between 2016 and 2021, according to Zion Market Research. “Our 67
H O S P I TA L S ability in the staffing of our nurses is about understanding our patient’s needs. Honesty, accountability and integrity of care is paramount for us to be successful,” comments Shah. “Not only do we own and operate a pioneering tertiary care hospital, home healthcare is an expanding part of our portfolio. We expect this to get greater traction in this region.”
DIGITAL TRANSFORMATION Housing an impressive portfolio of services, Fakeeh Care’s operations are firmly underpinned by new digital tools, which have enabled medical staff to deliver care which is not only compassionate and patient centered, but grounded in disruptive technologies. “I’m a firm believer that you need some disruptors to your model to kickstart some thinking. It’s very easy to become complacent,” explains Shah. “Things are very different now, you can use telemedicine, tele-reporting, telediagnostics. We see opportunities in tele-health, tele-radiology and also tele-oncology. I welcome new disruptors if they have something positive to provide to the sector. 68
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“Whilst a number of other industries have embraced the digital age, healthcare seems to be lagging behind across many geographies,” he continues. “The difficulty, I suspect, is that because healthcare provision has tended to be more publicly based, there tends to be a reluctance to engineer acceptance of greater digitalisation and greater technology use.” However, through the use of decision-making software Yasasii, nurses, doctors and pharmacists at Fakeeh Care are fully supported through driving quality, patient safety and positive patient outcomes, while also building professional skills. “It’s a unique software which encompasses elementary decision-making support for physicians to make sure that they don’t make an error in their diagnosis, as well as ensuring the correct medication is provided. It’s a very powerful tool,” explains Shah. “In the future, we would like to see it connect with external providers. For example, where we see our patient in a primary-care centre making a booking, using the same software, it will enable the patient journey to be much smoother and stress-free. The
software offers a unified central record with one dashboard for the physician to make sure that the appropriate level of care is provided for.” In the long term, where does Shah believe Fakeeh Care is headed in such an evolving space? “Our targets this year include making sure our main IT platform is implemented in all our new sites. We’ll commence with our primary-care centres and our outpatient hospitals and then the Dubai facility,” he says. “This is my main focus. We then want to develop this and provide this capability to other hospital groups who want to use it, either for offshoring or to support the development of their own electronic medical record and hospital information systems. With Yasasii, we would then have the ability to provide this superior service throughout the whole Kingdom of Arabia,” he concludes.
“HONESTY, ACCOUNTABILITY AND INTEGRITY OF CARE IS PARAMOUNT FOR US TO BE SUCCESSFUL” – Sanjay Shah, Executive Vice President of Fakeeh Care
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OP 10 LARGEST OSPITALS IN HE WORLD
TOP 10
From Auckland to Taiwan, Healthcare Global charts the largest hospital facilities based on capacity Wr i t t e n b y S H A U N B O W I E
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AUCKLAND CITY HOSPITAL Capacity: 1,124 Location: Auckland, New Zealand
Auckland City Hospital, located in New Zealand, has over 3,500 rooms for the treatment of patients and 1,124 beds available if prolonged treatment is required. It is not only the biggest hospital in the country, but also one of the oldest, originally being constructed of timber in 1846. It sees over 55,000 patients annually, with its specialist children’s emergency unit facilitating another 30,000. Auckland City hospital is publicly funded and also serves as a clinical research centre with partnerships with public, private and commercial organisations.
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St. George’s Hospital is the largest hospital in the United Kingdom, primarily serving 1.3mn people in southwest London and significant populations of Surrey and Sussex, totalling around 3.5mn. The hospital itself is 200 years old and is one of country’s principle teaching and training hospitals. St George’s has 1,300 beds and around 8,500 staff members as well as having several centres of excellence, such as its stroke care and cardiology unit. It was merged with community services Wandsworth in 2010 to integrate the provision of healthcare in the area.
ST. GEORGE'S HOSPITAL Capacity:1,300 Location: London, United Kingdom
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TOP 10 Jackson Memorial Hospital is a nonprofit tertiary care hospital located in Miami, Florida. It has one of the busiest trauma centres in the country and is the only Level 1 Trauma Center in Miami-Dade county. It has a large 66-bed Level 3 Neonatal Intensive Care Unit and a 126-bed Newborn Special care Center, which acts as a regional referral facility. Jackson Memorial Hospital is also the only hospital in Florida to perform every kind of organ transplant, making it a vital asset for the state. The hospital is also a major teaching facility for the University of Miami Leonard M. Miller School of Medicine with over 1,000 full-time faculty members of the medical school, 600 of which are engaged in clinical practice.
JACKSON MEMORIAL HOSPITAL Capacity: 2,000 Location: Miami, Florida
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PRESBYTERIAN HOSPITAL Capacity: 2,478 Location: New York, USA
New York’s Presbyterian Hospital is one of America’s highest quality medical institutions, as well as being its largest. It primarily serves people in the New York metropolitan area, although it sees patients from all around the globe. It has 2,478 beds and sees more than 2mn visits annually, also making it one of the busiest hospitals in America, with the A&E department seeing more than 310,000 patients in a year. The hospital employs around 20,000 people as well as having 6,500 affiliated physicians, making it one of the largest private employers in New York. It is known for excellent research and prides itself on being a worldclass academic medical centre.
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BEIJING HOSPITAL OF TRADITIONAL CHINESE MEDICINE Capacity: 2,500 Location: Beijing, China
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The Beijing Hospital for Traditional Chinese Medicine is an integrative and complementary option for medical care, and often works together with evidence-based medicine to improve overall patient outcomes. The hospital uses both westernstyle medicine in conjunction with traditional holistic treatments such as acupuncture, herbal medicine and healthcare counselling. It guarantees its treatments are of the highest quality, and all herbs are authorised by the Chinese Ministry of Health, as well as helping patients prepare their herbal medicine prescriptions so they are fit for human consumption. Its staff are also bilingual and the hospital offers a 24-hour translation service for patients from abroad.
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Ahmedabad Civil Hospital, found in Asarwa, India, was established in 1841, and is one of the oldest and most medically advanced hospitals in the country. The hospital campus is spread over 110 acres and has 44 wards with 2,800 beds. It is the largest public hospital in Asia, admitting around 70,000 patients annually and conducting 26,000 surgeries and 6,500 deliveries. In 2008, the World Bank received a proposal for funding from the hospital to increase its bed capacity to 4,800 by constructing a new nine story building on the existing campus grounds. However, this plan has yet to be realised.
AHMEDABAD CIVIL HOSPITAL Capacity: 2,800 Location: Asarwa, India
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TOP 10 The Clinical Center of Serbia is situated on an 84-acre campus that also contains a Medical High School as well as the Faculty of Medicine and 23 clinics. Over 7,000 people are employed at the hospital, and there are around 50 buildings on the hospital grounds, and with 3,150 beds this makes it the largest hospital in Europe. Annually the hospital treats over 1,000,000 patients, performs over 50,000 surgeries and more than 7,000 childbirths.
CLINICAL CENTER OF SERBIA Capacity: 3,150 Location: Belgrade, Serbia
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CHRIS HANI BARAGWANATH HOSPITAL This facility opened on the 23rd September 1942 due to the increasing demands World War II had put on the British Empire’s need for medical services, mainly due to the conflicts in the middle east. The hospital occupies a 170-acre campus, with 3,400 beds and over 6,700 staff members. More than 2,000 patients check in to the hospital’s clinics and outpatient departments daily, with approximately 70% of all admissions being emergencies. This number includes around 160 victims of gunshots per month. The maternity wing of the hospital treats roughly 60,000 patients per year. The A&E represents the busiest department of the hospital, with over 350 daily patients. It registers 150,000 inpatients and 500,000 outpatients a year. As a civilian hospital its main contribution is towards the training of new health professionals, and it acts as a teaching hospital for the University of the Witwatersrand Medical School.
Capacity: 3,400 Location: Johannesburg, South Africa
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WEST CHINA MEDICAL CENTER OF SICHUAN UNIVERSITY Capacity: 4,300 Location: Chengdu, China
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The West China Medical Center of Sichuan University is located in Chengdu, Sichuan, China, and is controlled by the People’s Republic of China and has a bed capacity of 4,300. The hospital was founded in 1914, with the medical school preceding it by four years when it was founded by five Christian missionary groups from the United Kingdom, United States and Canada in 1910. The hospital is one of the most important medical schools in China and consists of five different colleges specialising in Basic and Forensic Medicine, Stomatology, Public Health, Pharmacy and Medicine. There are over 3,000 students at the hospital, with half involved in a bachelor’s program and the rest studying more advanced medical disciplines.
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The largest hospital in the world, Chang Gung Memorial Hospital in Taoyuan, Taiwan, has a bed capacity of over 10,000. It treats over 1.1mn inpatients a year and 3.5mn patients and employs over 5,000 physicians, doctors and healthcare professionals. The hospital was established in 1978 and grew to encompass the Chang Gung University and Chang Gung Institute of Technology. In 2006 Chang Gung Memorial Hospital purchased the Da Vinci Surgical Robotic System for minimally invasive procedures.
CHANG GUNG MEMORIAL HOSPITAL Capacity:10,000 Location: Taoyuan, Taiwan
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E V E N T S & A S S O C I AT I O N S
Events Healthcare Global takes a look at some of the key industry events and conferences for this calendar year Writ ten by STUART HODG E
E V E N T S & A S S O C I AT I O N S
e-Health Conference 2018 Vancouver, Canada 27–30 May
The annual e-Health Conference and Tradeshow is the largest digital health event of its type in Canada and brings together key industry professionals together to network, connect, and learn from one another. Keynote presenters, expert panelists and leading-edge vendors serve to ensure that e-Health is always a popular event, which consistently delivers great education and networking opportunities. Delegates will engage with current and future leaders at the conference, showcase, and hackathon, and network with old and new colleagues at the tradeshow and social events such as the Canadian Health Informatics Awards Gala, and sponsor receptions. www.e-healthconference.com
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International Conference on Pharmaceutical Research and Development Philadelphia, USA 6-8 June
International Conference on Pharmaceutical Research and Development, (PHARMA RESEARCH 2018) scheduled to be held during June 06-07, 2018 Baltimore, USA. This Pharma Research 2018 Conference includes a wide range of Keynote presentations, Oral talks, Poster presentations, Symposia, Workshops, Exhibitions and Career development programs. The conference invites delegates from Leading Universities, Pharmaceutical companies, Formulation Scientists, Medical Devices, Researchers, Health care professionals, students, business delegates and Young researchers across the globe providing a better podium, interconnecting the latest research, technological developments in the arena as well as therapeutic aspects. Participating at Pharma Research 2018 International conference will be an excellent opportunity to meet eminent personalities in the fields of pharmaceutics and learn about the latest technological advancements. research.pharmaceuticalconferences.com
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2nd Annual Precision Medicine Congress
Novotel Munich, Munich, Non-U.S., Germany June 11-12, 2018 Join Oxford Global for the 2nd Annual Precision Medicine Congress, 11-12 June 2018, Munich as our panel of over 40 world class speakers discuss the latest regulatory updates, biomarker developments, information technologies and companion diagnostics for personalized therapies. Across two days, this event will bring together over 200 senior level attendees from academia, research institutes and pharma companies to discuss the current challenges and future perspectives of precision medicine. Over 40 presentations and case studies focusing on the key developments in precision medicine regulation, biomarkers, clinical development, digital technologies and diagnostics. www.precisionmedicine-congress.com
Digital Healthcare ExCeL Centre, London, UK 27-28 June
Europe’s largest integrated health and social care event, building relationships between commissioners, providers and suppliers, digital healthcare sits at the heart of Health+Care, the largest integrated healthcare event in the UK. In June 2017 DH welcomed 5,901 attendees who came together under one roof to find practical solutions to put their transformation plans into action and drive digitally enabled care.
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Cell & Gene Therapy Bioprocessing & Commercialization Hynes Convention Center, Boston, MA, USA 4-7 September
Bringing together 300-plus leaders and key influencers from pharma and biotech companies, Cell & Gene Therapy Bioprocessing & Commercialisation 2018 will provide you with the latest advice for driving manufacturing and commercialization through direct access to innovative discovery, product development and regulatory knowhow. Discover everything you need in one place. Move between four tracks jam packed with topical talks and industry case studies and meet with colleagues for an unrivalled on-site experience. Cell & Gene Therapy Bioprocessing & Commercialisation is co-located with BioProcess International as part of Biotech Week Boston, allowing you access to additional sessions as well as endless networking opportunities. lifesciences.knect365.com/cell-therapy-bioprocessing 87
E V E N T S & A S S O C I AT I O N S
International Forum on Quality and Safety in Healthcare – Autumn Edition Melbourne, Australia 10–12 September
This event follows on from the success of last year’s event at Kuala Lumpur, where 1,000 healthcare practitioners and leaders from over 35 countries were “united by the vision” to improve quality of healthcare provision and act together across professions and with service users to achieve real success in improving care worldwide. The focus at the spring conference in Amsterdam this year will be on overcoming the challenges, restrictions and bureaucracy which stifle the improvement of care, and although an agenda has still to be confirmed for the autumn, discussions could centre on a similar theme. internationalforum.bmj.com/melbourne/
The Biomanufacturing World Summit
Torrey Pines State Reserve, San Diego, USA 29-30 October The Biomanufacturing World Summit brings together the “who’s who” of pharmaceutical executives, cutting edge technology providers and media partners for North America’s premier biologics event. The Biomanufacturing World Summit series has grown to become the most senior and diverse gathering of biopharmaceutical manufacturing executives anywhere in the world. Based on an ever-growing network of referrals and recommendations, Biomanufacturing World Summit 2018 is designed and built by Executive Platforms to bring together the right people from around the world and from every relevant company to network, benchmark, learn, and share with one another. 88
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18th Annual Pharmaceutical Chemical Analysis Congress Madrid, Spain 5-6 November
The Pharma Analysis 2018 anticipates participants, renowned speakers and eminent delegates across the globe to be attending the conference to share their valuable presentation and galvanise the scientific community. Scientific people from all over the globe focused on learning about emerging technologies about Pharma Analysis. This is a best globalised opportunity to reach the largest assemblage of participants from the scientific community and research. This Pharma Analysis 2018 will emphasise on recent areas of more optimised research techniques like experimental design, chemo metrics, chromatography, electrophoresis, qualitative and quantitative analysis in forensics, medicine, science and engineering. analysis.pharmaceuticalconferences.com
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