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LIKE FOR AWARENESS, TWEET FOR RESPONSE How Social Media Can Track Outbreaks Medical Breakthroughs or Science Fiction? TOP 10: Tips to Improve Patient Satisfaction
A Look Into The New Royal Adelaide Hospital
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EDITOR’S COMMENT
Providing care in a digital world T A C K L I N G H E A LT H C H A L L E N G E S D E M A N D S
an approach that requires an integration of multilayered health information and an elaborate ecosystem. How do we do that? With big data. Harnessing the potential of big data represents an opportunity to transform healthcare, leading to new discoveries and economic benefits. It’s a topic that has been discussed time and time again, but with Europe’s rising health challenges, the time to integrate is now. Speaking of the economy, in our feature “The Economic Ramifications of Cures,” we take a look at the most recent expenses in the medical industry (the numbers are in the billions) and reflect on whether prevention could be the answer to saving money and responding to the healthcare crisis. Finally, as more individuals seek alternative methods to maintain their health in lieu of their doctor’s office, we compiled the top 10 emerging trends in alternative medicine that you can expect to see this year.
We hope you enjoy this issue and wish you the best of health!
Stephanie C. Ocano Senior Editor stephanie.ocano@healthcareglobal.com 3
Features
6
TECHNOLOGY
Like for Awareness, Tweet for Response
CONTENTS
36
Stemcell Technologies
64 MEDICINE
Laboratorios Coaspharma
14
Medical Breakthroughs or Science Fiction?
102 TOP 10
22
Tips to Improve Patient Satisfaction 4
April 2015
Diaverum
74
H N
Hansen Yuncken Leighton / New Royal Adelaide Hospital
52 90
Clinica Bicentenario
New Horizons
44
Clinicas de Chile
COMPANY PROFILES
AUSTRALIA 74 Hansen Yuncken Leighton / New Royal Adelaide Hospital 90 New Horizons 102 Diaverum
CANADA 36 Stemcell Technologies
110 Critical Success Solutions
BRAZIL
AMERICA LATINA
118 Grupo Fernandes Vieira
44 Clinicas de Chile
132 Hospital Bandeirantes
52 Clinica Bicentenario
142 Aspen Pharma
64 Laboratorios Coaspharma
152 Association: ABRIFAR 5
TECHNOLOGY
LIKE FOR AWARENESS, TWEET FOR RESPONSE How Social Media Can Track Disease Outbreaks Writ ten by: STE PHAN I E C. OCANO
7
TECHNOLOGY
Before the Ebola outbreak there was HealthMap A FULL NINE days before Ebola was even recognized by the World Health Organizations as an epidemic there was something else. HealthMap, a software that mines government websites, social networks and local news reports, identified a “mystery hemorrhagic fever� that was going around. This raised the question: What potential do the vast amounts of data 8
April 2015
shared through social media hold in indentifying outbreaks and controlling the disease? A San Diego State University professor recently authored a study that shows the connection between predicting potential outbreaks (specifically pertussis and influenza) and social media and data from mobile phones.
LIKE FOR AWARENESS, TWEET FOR RESPONSE
Ming-Hsiang Tsou believes that algorithms that may be applied to tweets and information stored in mobile phones can be used to predict and track outbreaks. “Traditional methods of collecting patient data, reporting to health officials and compiling reports are costly and time consuming,” said Tsou. “In recent years, syndromic surveillance tools have expanded and researchers are able to exploit the vast amount of data available in real time on the Internet at minimal cost.” Given the popularity of social media, infectious disease surveillance systems that use data-sharing technologies to accurately track social media data could potentially inform early warning systems and outbreak response, and facilitate
communication between health-care providers and local, national and international health authorities. Social Media Tracking: Then and Now Currently there are no official national programs for disease surveillance via social media, but several systems are being used as complementary sources of information. For example, disease detection app Flu Near You helps predict outbreaks of the flu in real time. Users self-report symptoms in a weekly survey, which the app then analyzes and maps to show where pockets of influenza-like illness are located. Flu Near You is administered by HealthMap in partnership with the American Public Health Association
‘What potential do the vast amounts of data shared through social media hold in indentifying outbreaks and controlling the disease?’ 9
TECHNOLOGY
‘Social media data could potentially inform early warning systems and outbreak response’ and the Skoll Global Threats Fund. The effort is supported with private funds to demonstrate its utility for multiple sectors that work together on pandemic preparedness. The information on the site is available to public health officials, researchers, disaster planning organizations and anyone else who may find the information useful. “There are real opportunities for using this data that is scattered across 10
April 2015
the Web in news, blogs, chat rooms and social media,” John Brownstein, HealthMap co-founder and associate professor of pediatrics at Harvard Medical School, told Emergency Management in a recent interview. “We’re focused on collecting all that information using data scraping, machine learning and other processes and combining it into one platform that will enable clinicians, public health practitioners and consumers to see
what’s happening.” Understanding the accuracy of such information is also important, said Tsou, whose recent study explored the interaction between cyberspace message activity (measured by keyword-specific tweets) and real-world occurrences of influenza and pertussis. Tweets were collected within a 17-mile radius of 11 U.S. cities chosen on the basis of population and the availability
of disease data. Tweets were then aggregated by week and compared to weekly influenza-like illness and pertussis incidence. The correlation coefficients between tweets or subgroups of tweets and disease occurrence were then calculated and trends were presented graphically. “The correlation between the weekly flu tweets versus the national flu data was almost 86 percent,” said Tsou. “It was a very high correlation. Even more 11
TECHNOLOGY
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LIKE FOR AWARENESS, TWEET FOR RESPONSE
interesting is that when we compared our data to data from the San Diego County Health and Human Services Agency, who we partner with, we received even more precise data on weekly flu cases reported through their lab testing. The correlation was 93 percent — even higher than the national level. That was a very encouraging finding.” But utilizing social media data in this manner also presents challenges, such as correlating a social media post with a specific disease or condition. “A lot of people tweet that they have a fever or have the flu, but sometimes that information isn’t specific enough for us to connect it with a disease like whooping cough,” Tsou said. “That’s one of the limitations we are dealing with.” “There’s both a blessing and a curse to using social media in that it’s super rapid, but it also generates huge amounts of noise,” Brownstein said. “Dealing with all the noise and trying to pick out the signals that have meaning is definitely a challenge.” A World of Possibilities for Public Health Some public health agencies
are already beginning to rely on social media data to investigate health issues. For example, last year the Chicago Department of Public Health began using Twitter to identify cases of foodborne outbreaks. The department teamed up with a group called Smart Chicago to develop an app that analyzes tweets that reference food poisoning, leading the city to step up inspections and enforcement on offending establishments. The New York City Department of Health and Mental Hygiene is taking a similar approach. It recently worked with Columbia University and Yelp on a pilot to prospectively identify restaurant reviews on Yelp that referred to foodborne illness. “These systems are operational, and they are being used by government entities to provide situational awareness,” Brownstein said. “They’re not necessarily the only sources of information, but they are an important source of information.” But it may still be a while before public health departments officially adopt social media data as a significant element of their regular investigations. 13
MEDICINE
MEDICAL BREAKTHROUGHS
OR SCIENCE FICTION? Check out the technology of the future that’s already on our doorstep. Writ ten by: STE PHAN I E C. OCANO
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15
MEDICINE
THE SPEED OF science is often excruciatingly slow. But over the last decade we’ve made significant strides in medical research, disease treatment and the improvement of patients’ quality of life. Although designer babies and a disease-free world may or may not come to pass, the Cleveland Clinic offers a glimpse of the most promising and upcoming medical innovations each year via its annual medical 16
April 2015
innovations list. The list, which has been an undertaking since 2007, contains treatments and technologies that are expected to significantly change patient care and save lives. To find out which breakthroughs are set to reshape healthcare in 2015, the clinic asked 110 of its top experts (individuals who focus on patient care every day) to offer their insight. This is what they came up with.
F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E
‘A new wireless pacemaker about the size of a vitamin can now be implanted in the heart without surgery’
Leadless Cardiac Pacemaker Since 1958, the technology involved in cardiac pacemakers hasn’t changed much. A silver-dollar-sized pulse generator and a thin wire, or lead, inserted through the vein kept the heart beating at a steady pace. Leads, though, can break and crack, and become infection sites in 2 percent of cases. Vitamin-sized wireless cardiac pacemakers can be implanted directly in the heart without surgery and 17
MEDICINE
‘About 5.1 million people in the United States suffer from heart failure, according to the National Heart, Lung and Blood Institute’
eliminate malfunction complications and restriction on daily physical activities. Mobile Stroke Unit Time lost is brain lost. High-tech ambulances bring the emergency department straight to the patient with stroke symptoms. Using telemedicine, in-hospital stroke neurologists interpret symptoms via broadband video link while an onboard paramedic, critical care nurse and CT technologist perform neurological evaluation and administer t-PA after stroke detection, providing faster, effective treatment for the affected patient. PCSK9 Inhibitors for Cholesterol Reduction Effective statin medications have been used to reduce cholesterol in heart disease patients for over two decades, but some people are intolerant and cannot benefit from them. Several PCSK9 inhibitors, or injectable cholesterol lowering drugs, are in development for those who don’t benefit from statins. The FDA is expected to approve the first PCSK9 in 2015 for its ability to significantly lower LDL cholesterol to levels never seen before.
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Dengue Fever Vaccine One mosquito bite is all it takes. The World Health Organization reports that about half of the world’s population is now at risk for dengue fever, which up until now was preventable only by avoiding mosquito bites. More than 50 to 100 million people in more than 100 countries contract the dengue virus each year. The world’s first vaccine has been developed and tested, and is
expected to be submitted to regularly groups in 2015 with commercialization expected later that year. Cost-effective, Fast, Painless Blood-Testing Have the days of needles and vials come to an end? The new art of blood collection uses a drop of blood drawn from the fingertip in a virtually painless procedure. Test results are available 19
MEDICINE within hours of the original draw and are estimated to cost as little as 10 percent of the traditional Medicare reimbursement. Antibody-Drug Conjugates Chemotherapy, the only form of treatment available for treating some cancers, destroys cancer cells and harms healthy cells at the same time. A promising new approach for advanced cancer selectively delivers cytotoxic agents to tumor cells while avoiding normal, healthy tissue. New Drug for Heart Failure Angiotensin-receptor neprilysin inhibitor, or ARNI, has been granted “fast-track status” by the FDA because of its impressive survival advantage over the ACE inhibitor enalapril, the current “gold standard” for treating patients with heart failure. The unique drug compound represents a paradigm shift in heart failure therapy. Single-Dose Intra-Operative Radiation Therapy for Breast Cancer Finding and treating breast cancer in its earliest stages can oftentimes lead to a cure. For most women with early-stage 20
April 2015
There are many advancements to the treatment of cancer breast cancer, a lumpectomy is performed followed by weeks of radiation therapy to reduce the likelihood of recurrence. Intra-operative radiation therapy, or IORT, focuses the radiation on the tumor during surgery as a single-dose, and has proven effective as whole breast radiation. New Drugs for Idiopathic Pulmonary Fibrosis Nearly 80,000 American adults with idiopathic pulmonary fibrosis may
MEDICAL BREAKTHROUGHS OR SCIENCE FICTION?
IORT focuses the radiation on the tumor during surgery as a single-dose. breathe easier in 2015 with the recent FDA-approval of two new experimental drugs. Pirfenidone and nintedanib slow the disease progress of the lethal lung disease, which causes scarring of the air sacs. Prior to these developments, there was no known treatment for IPF, where life expectancy after diagnosis is just 3 to 5 years. Checkpoint Inhibitors Cancer kills approximately 8 million people annually and is difficult to treat,
let alone cure. Immune checkpoint inhibitors have allowed physicians to make significantly more progress against advanced cancer than they’ve achieved in decades. Combined with traditional chemotherapy and radiation treatment, the novel drugs boost the immune system and offer significant, long-term cancer remissions for patients with metastatic melanoma, and there is increasing evidence that they can work on other types of malignancies. 21
TOP 10
Tips to Improve Patient Satisfaction Hospitals need to continue to find ways to improve in order to remain competitive.
Written by: Stephanie C. Ocano
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TOP 10
As more individuals require the assistance of the emergency department and hospitals in general, the increase in demand for services results in more crowded conditions, longer wait times, and physicians practicing hallway medicine. Here are nine points that hospitals and healthcare professionals should consider to stay on point for achieving the highest patient satisfaction.
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What you put in, is what you get out. This is a tried and proven theory that also applies to patient satisfaction. Prompt scheduling, involving the patient and family in treatment and follow-up, and having nurses get a good night’s sleep so they perform at their best seem like quick fixes but do a lot to improve outcomes.
T I P S T O I M P R O V E PAT I E N T S AT I S FA C T I O N
9
Focus on, and improve, your systems. Determine how long it will take to transfer a patient between appointments and adjust your system, by hiring industrial engineers to evaluate, to optimize performance and make patients happy.
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8
28 April 2015
Have smiling, helpful and empathetic employees. When patients don’t fit into the systems you’ve just put in place, everyone in your organization needs to learn how to handle customer concerns and complaints. By simply delivering an apology when something goes wrong or directing patients to officials who can help answer their questions rather than just ignoring their requests changes everyone’s day.
T I P S T O I M P R O V E PAT I E N T S AT I S FA C T I O N
7
6
Interact with your patients. Avoiding eye contact, hurrying past patients in halls and ignoring patients simply because you’re not on the clock are all cues to indifference that need to be changed. Additional examples are opposing radios playing in two different administrative areas interfering with one another, doctors speaking loudly about personal issues in the hallway and vending machines left out of service indefinitely.
Transfer to an automated system if needed. Reduce wasted time, inefficiency and typos by moving some tasks over to automations. Patient-related forms are one example where you should make this change and patients have continued to have positive experiences with online forms.
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5
30 April 2015
Reduce system delays. Aim to have same-day appointments for patients who call in. Do this by delaying the distribution of lab results and implement technologies that allow patients to reach nurses directly rather than waiting for someone to answer the phone.
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4
Speed up your systems, but don’t rush your patients. Doing so can lead to unnecessary frustration, noncompliance and outcome problems.
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Step into your patients’ shoes. By parking where they park or taking a tour with someone who doesn’t know the building and letting them guide, you are able to witness first hand where your infrastructure falls short and more importantly, where you can improve.
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2
Let positive experiences overshadow negative ones. You can’t be perfect at everything, but you can aim to do so. Your patients will take notice and their overall positive experience with your medical facility or organization will convince a patient to cut you slack in some areas that you may have fallen short in.
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1 Benchmark outside healthcare. One of the biggest obstacles to improving the patient experience in healthcare is the industry’s insular nature and the way this makes its problems self-reinforcing. In other words, healthcare providers and institutions compare themselves to each other – to the hospital in the next town, the surgeon in the next O.R. – and benchmark their customer service accordingly. So, it’s time to benchmark
healthcare customer service against the best in serviceintensive industries, because that’s what your patients and their loved ones will do. Every patient’s interaction with healthcare is judged based on expectations set by the best players in hospitality industry, the financial services industry, and other areas where expert players have made a science of customer service.
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STEMCELL Technologies STEMCELL Technologies: An advocate for science and scientists around the world In short, STEMCELL Technologies helps make sure your research works. Written by: Stephanie C. Ocano Produced by: Cedrick Adolphe
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STEMCELL TECHNOLOGIES
D
riven by science and invested in a passion for quality, STEMCELL Technologies has become a global provider of cell separation products and specialized cell culture media for hematopoietic, mesenchymal, neural, mammary, epithelial and pluripotent stem cell research. STEMCELL Technologies delivers tailor-made products to more than 70 countries worldwide with the goal to help and foster further research within the life sciences industry. “We provide the picks and shovels for the stem cell gold rush,” said Allen Eaves, President and 38
April 2015
CEO of STEMCELL Technologies during a recent interview. “We’re supporting the emerging field of cellular therapies which consists of regenerative medicine, tissue engineering, immunotherapy and gene therapy. We’re giving scientists the tools to support these areas and to help move research from the lab to clinical trials and eventual therapies.” As CEO of the company, Eaves is dedicated to furthering the industry and living out the company’s motto of Scientists Helping Scientists. But how does one run a privately-owned biotech company that develops
CANADA
STEMCELL’s PneumaCult™ media and supplements are used to grow lung epithelial cells (insert) for studies of lung disease.
specialty cell culture media, cell separation products and ancillary reagents for life science research? Eaves’ answer is by engaging with, and responding to feedback from, customers. “My job is looking over the horizon to see new research needs and how STEMCELL Technologies can take that understanding and develop products that will lead to outstanding research and new therapies,” commented Eaves. “I personally go to research conferences to talk to leaders in the field; I also read conference reports from our scientists and incorporate
feedback from our sales staff who have strong relationships with our customers. It is this determination that has allowed STEMCELL Technologies to establish itself in Vancouver, Canada as well as the rest of the world as an award-winning company whose products have an excellent reputation for quality and reliability. Distinct Operations There are three things that set STEMCELL Technologies apart from the rest: product customization, responsiveness and training.
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STEMCELL TECHNOLOGIES STEMCELL Technologies offers over 2,000 catalog items that enable the isolation of desired cells and their growth in culture. Working slowly and carefully to make many of its products more regulatory friendly for clinical applications, STEMCELL Technologies eventually wants to help contribute to curing major diseases. “The novelty, quality and standardization of our products really make them sought after and used by researchers,” said Eaves.
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STEMCELL Technologies offers customization of cell separation products as well as providing contract research services that help scientists in bio-tech and pharmaceutical companies with their toxicity studies and new compound screening. When it comes to improving the quality of their products, STEMCELL Technologies is constantly listening to feedback from customers on how to make its products function better as well as meet new needs.
CANADA
“If a competitor’s product works better, our sales reps will advise the customer to use the better product, but they will then relay this information back to our R&D department so we can make an even better product.” Thirdly, in addition to rigorously pre-screened reagents and quality control processes, STEMCELL Technologies knows that a number of other factors contribute to achieving consistent results, such as training. STEMCELL Technologies not only provides inhouse education programs and training courses for its employees, but this same training model is available for its customers globally. “We offer courses around the world,” said Eaves. “We’re just all over helping people.”
Support for Canadian Research STEMCELL Technologies is a big supporter of the Canadian Stem Cell Foundation, according to Eaves. The Foundation has recently asked the federal government to make available $500 million for stem cell research over the next 10 years, and this would be matched by $500 million from The Canadian Health Charities and another $500 million from Canadian Industry. Projecting its growth forward, STEMCELL Technologies will be providing roughly $350 million of this match from Industry. “STEMCELL Technologies as a smaller company, has already invested over $70 million in research over the last 20 years” said Eaves.
Andrew Booth Chief Financial Officer
Joan Sheehan Vice President, Sales
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STEMCELL TECHNOLOGIES
Head office of STEMCELL Technologies Inc. in Vancouver, British Columbia
“However, over the next 10 years, we will be putting $350 million into our research which is roughly 13 42
April 2015
percent of our projected sales. This challenge to the Federal government, to match funding
CANADA
by the Health Charities and Industry, has the potential to make Canada a global leader in providing cellular therapies for its citizens.” “How do we turn our Canadian health care system from a major cost centre into a significant revenue generator?” continued Eaves. “Healthcare is the biggest industry in the world and we need more Canadian companies making products that support it. However, these products have to be so good that the rest of the world wants to buy them. STEMCELL is an example of such a company with only 4 percent of its sales in Canada. As 50 percent of its $100 million in sales are from the U.S., 25 percent from Europe and 20 percent from Asia/Pacific, these export dollars are of significant value to Canada’s economy and help support our health care system. Looking Ahead Every company has goals of expansion and STEMCELL Technologies is no different. Within the next five years, the company plans to open another production facility on the East Coast and another in Europe. “We double in size every five years,” said Eaves. “The goal is to keep growing. We’re a global company and we’ll continue to foster that. We have employees in 10 countries and distributors in about 60 other countries. Our goal is that any time you walk into a lab, anywhere in the world, you are going to see a STEMCELL product being used.”
Company Information INDUSTRY
Healthcare Global HEADQUARTERS
1618 Station Street Vancouver, BC Canada, V6A 1B6 FOUNDED
1993 EMPLOYEES
650 REVENUE
$100 M
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Clinicas De Chile A.G. Produced by: Lucy Verde
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CLINICAS DE CHILE A.G.
C
LINICAS DE CHILE is a trade association of private health providers in Chile that share the same goal of delivering better health care in the country. Our mission is to gather and represent them in order to foster the development and growth of the industry and to promote the safety and quality of care, free competition and freedom of choice of individuals. Our work focuses on developing strategies for improving and expanding alternative private health care in our country. We think that the issue of quality of health care is crucial, which is why we constantly promote the accreditation of suppliers through the implementation of national and international standards. Another
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L AT I N A M E R I C A
key area of our work is to promote public-private complementarity, understood as the partnership between private and public health providers. As part of our work, we put together reports and studies on relevant health issues taking into consideration national and international trends. Such reports and studies are published and distributed to our partners. We also maintain a systematic monitoring of the legal issues affecting the sector and keep our associates duly informed about any changes so they may incorporate them in their work. At a public level, through ClĂnicas de Chile, people and institutions find a way to get to know the health industry (Chileans or foreigners), or to contact private clinics to offer a product or service, and often we serve as intermediaries between visitors and clinics. We have the very important task of making known among the public the participation and impact of the private health sector in the country. Although the insurance system is mainly public, both public and private affiliates may claim health care in the private sector, where waiting lists are non-existent. Of the total health care yearly provided nationwide, 37 percent is delivered by private providers. When it comes to medium and high
Key People
Mario Rivas President of the Professional Association He began his experience in the field of medicine in Chile in the private company Isapre BanmĂŠdica in 1988, he also previously directed a healthcare company located in Colombia, where he resided for two years. In Chile, Rivas takes his managerial responsibilities to his current position of General Manager of Clinical Davila, a health institution in which he has worked the past 14 years.
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CLINICAS DE CHILE A.G.
Directors and health professionals working for the organization
Building of
complexity health provisions, the figure rises to 44 percent (e.g. private providers deliver more than half of medical consultations in the country). Now, the claimants may be affiliated to a private or a public health insurer, and either might enjoy very high levels of approval on the eyes of the public, as independent surveys have shown it.
Clinicas De Chile A.G.
What can we expect in the future? Until early this year, there was an expectation that demand would continue to rise. However, the potential reforms to the private health sector that are being prepared by the current government might become a negative factor for further investment in the sector. The private sector is always quick to react and
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L AT I N A M E R I C A
Inside the Annual Seminar
foresee a situation of prosperity and project itself to the future. The private sector can always cope with people’s demand for health and is able to foresee what will happen in the future, anticipating an increase in demand and vice versa. In our view, in a country with little resources like Chile, the authorities should promote complementarity, because it makes no sense to double the resources, and this is one of the key ideas we have in mind in our association, as one of our goals is to generate effective alliances between the public and the private sector Complementarity in Chile has worked successfully in different areas. For example, the building of road infrastructure (highways and
“Through Clínicas de Chile, people and institutions find a way to get to know the health industry” – Mario Rivas Salinas, President of the Professional Association
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Emergency procedures from a member company in Chile
L AT I N A M E R I C A
motorways) has been the result of joint ventures between the state and private companies. However, on the issue of education and health is a matter of debate and controversy.
Company Information TYPE OF ASSOCIACTION
Based on our experience, this should be seen as a political issue because in people’s minds private health providers are part of the User’s Public Network. We don’t expect to replace the public health network. We want to coexist and ensure that people should be given the opportunity to use the private system if they think it is their best choice. So, instead of closing spaces for better and varied choice, more alternatives should be created, so as to increased freedom of choice as well as better quality of health care.
“Our mission is to gather and represent them in order to foster the development and growth of the industry ”
Trade association HEADQUARTERS
Chile FOUNDED
2004 MEMBERS
41 associated facilities KEY PEOPLE
• President: Mario Rivas Salinas • Vice-president: Alfredo Schönherr Monreal • Secretary: Benjamín Cid Clavero • Treasurer: Manuel Serra Cambiaso WEB
www.clinicasdechile.cl
– Mario Rivas Salinas, President of the Professional Association w w w. c l i n i c a s d e c h i l e . c l
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High Complexity Solutions that Enhance the Quality of life in Chile Private health care clinic with first class services as part of the healthcare network and holding of the Chilean Chamber of Construction (CCHC), improving quality with their mission and social role.
Written by: Rebecca Castrejon, Editor Produced by:Lucy Verde, Director of Healthcare Operations Interviewee: Alfredo Oliva, General Manager of Clinica Bicentenario S.P.A.
C L I N I C A B I C E N T E N A R I O S . P. A .
C High-tech equipment
Modern infrastructure and latest equipment
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linica Bicentenario SPA was founded as an initiative of the Chilean Chamber of Construction (CChC), with the vision of providing highly complex medical services with first level standards and the latest technology for the middle-class healthcare market in Chile. This institution has experienced steady growth since its launch in March 2011. In just four years the clinic set up 268 beds to serve about 19.102 visits per year (according to 2014 statistics), and more than 63.000 visits since its inception. Such excellence achieved in such a short period of time earned them an accreditation in quality management this past July 2014, three years after implementing all protocols and rules required by the Superintendency of Health in Chile. “Despite being new, we are already accredited and accept education agreements with undergraduate and graduate students from the University Diego Portales in Chile. We became the first high complexity clinic to get certified in clinical trials,� said Alfredo Oliva, General Manager of Clinica Bicentenario. Oliva is a commercial engineer with more than 17 years of experience in the healthcare industry. The entrepreneur has worked at the management level of major medical organizations and has been part of Clinica Bicentenario since its inception.
L AT I N
Committed to Quality and Human Care Not only is the clinic based in one of the most innovative infrastructures in the Chilean healthcare sector—based on its advanced machinery and unique medical equipment— but the company encourages the continued specialization of its nurses and technicians. As part of the healthcare holding “Red Salud” of the Chilean Chamber of Construction (CChC), an association that has been operating for more than 60 years, Clinica Bicentenario is an active member of a healthcare network of institutions whose mission is the welfare of the population in Chile. CChC’s members follow a comprehensive medical-attention plan
Clinica Bicentenario headquarters in Chile
AMERICA
Key People
Alfredo Oliva General Manager of Clinica Bicentenario S.P.A Oliva is a commercial engineer with a Bachelor’s degree in Business Administration and a certificate in Marketing and Services. The executive has more than 17 years of experience in the healthcare industry, specifically in the insurance business or ISAPRES. He has also been on the management and administration of clinics during a period of seven years, as worked as Administration and Finance Manager for Clinica Davila based in Santiago de Chile. Oliva has been part of Clinica Bicentenario since its inception in 2011, strengthening the procedures and methodology that would lead to the progressive growth of this medical center.
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C L I N I C A B I C E N T E N A R I O S . P. A . focused on the patient and always provide the highest health standards and humanitarian principals possible. Additionally, they have a medical center where medical and surgical specialists treat diseases such as chemotherapy, chemotherapy and vaccination services, among others. This modern medical center is located in a 20-story building, and nine of these are destined to consultations. Valuable Specialists High complexity care: neurology
“This clinic was designed to be a high complexity institution and, therefore, its doctors
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are at the forefront. We have the latest equipment, our staff is highly trained and each specialist has the required competence in their work,” said Oliva. Making their practice more competitive for the benefit of their patients, the hospital and the country, high and medium-complexity specialists at Clinica Bicentenario attend medical seminars, in addition to those offered in partnership with universities. Recently, the clinic offered an international course, transmitted remotely, taught by Dr. Rocco Calabrese on cochlear implants. Among their main services are:
1. Cardiovascular Medicine: with the support of 40 specialists that perform more than 300 monthly echocardiography studies. The clinic also has a laboratory that provides imaging studies, catheterization, angioplasty, implants and biopsies.
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“We have a very important relationship with our suppliers, both local and foreign, mainly with laboratories that provide consumables and medicines” – Alfredo Oliva, General Manager for Clinica Bicentenario S.P.A.
2. Emergency Services: this unit is open 24/7 and attends any critical case. There are doctors and technical staff, six exam rooms for pediatrics and 16 for adults; as well as observation, animation and triage rooms.
3. Gynecology-Obstetrics and Maternity: this area has specialized services 24/7 during pregnancy. Contains four pavilions with six pre-delivery rooms and one integrated w w w. c l i n i c a b i c e n t e n a r i o . c l
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Medical Center with more than 60 leading specialties
“We became the first high complexity clinic to get certified in clinical trials” – Alfredo Oliva, Gerente General de Clínica Bicentenario S.P.A.
delivery chamber (SAIP), as well as an emergency unit. It also provides gynecological services. The unit contains one examination room, one monitoring room and a portable ultrasound machine. In terms of personnel, the clinic has auxiliary nurses, midwives and support staff to meet the needs of future mothers.
4. Endoscopic Procedures: available treatment for cystoscopies, long colonoscopies, long endoscopies and prostate biopsies.
5. Neonatal, Adult and Pediatric: the adult unit consists of an intensive care unit, an intermediate care unit and a medical surgical unit. Pediatrics has two areas: intensive and basic care.
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Endoscopic procedures
6. Laboratories: This unit contains the latest generation of clinical technology, including the 128-channel scanner, which is the only equipment of this magnitude within the Chilean healthcare district. Their clinical staff provides the most integral diagnostics in cooperation with Megasalud laboratories, also part of CChC Network. In neurology, the lab also services sleep, epilepsy and botulinum toxin studies, among others. Comprehensive Healthcare with Advanced Technology
Main view of Clinica Bicentenario in Santiago
They have digitized their operations through electronic medical records or RCE, and via Health Information System (HIS) that delivers
de Chile
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C L I N I C A B I C E N T E N A R I O S . P. A .
In five years they expect to have a total of 450 beds
Chemotherapy for adults and children in Clinica Bicentenario
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prescriptions, diagnoses, requirements and medication reviews for inpatients and outpatients. Through HIS, medical personnel can visit the patient’s history, ensuring to find the latest information online. Meanwhile, its accounting department is also linked to the system through ERP—control and business management—software. HIS is interconnected with pharmacies, medical suppliers and has the capability of transmitting medical programs towards ISAPRES (insurers in Chile). Health Information System Is also integrated with the radiology system (RIS/ PACS) and the laboratory system (LIS), which helps the doctor have an online track of the patient’s care.
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“Clinica Bicentenario started with all these electronic programs, which puts us at the forefront in Chile compared to other hospitals that do not have this advantage,” said Oliva. Social Initiatives Towards Upgrades
Sampling Unit of Clínica Bicentenario
Clinica Bicentenario actively participates in community programs, following its commitment of welfare and providing healthcare services to low-income families. For example, employees held an event for families of premature babies in celebration of life on the anniversary of the clinic. Bicentenario also facilitates care for people with disabilities in agreement with the nonprofit organization Teleton. Supply Chain, an Important Part in Every Healthcare Aspect The clinic joins forces with suppliers for a common goal, as these strategic partners teach courses depending on the technology or material supplied, and as part of the value chain of the company. “We have a very important relationship with our suppliers, both local and foreign, mainly with laboratories that provide consumables and medicines,” said Oliva.
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C L I N I C A B I C E N T E N A R I O S . P. A . Aggressive Goals for 2020
Bicentenario cafeteria
In 2011, the administration had planned two initial stages, the first one ended in 2014 after completing 268 beds within the medical center. However the clinic will reach its full capacity after the second phase is in operation, which would mean the opening of four pavilions more, with the inclusion of imaging units, and adding beds to complete the target of 433. The General Manager estimates this to happen in the next 2-4 years, enabling 165 single, intensive and duplex beds.
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“The first thing we must do is to consolidate our growth and position in this market, with public and private insurers, plus some companies. We also have training and staff development courses in order to solidify our quality service,” said the General Manager.
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Company Information NAME
Clinica Bicentenario S.P.A. INDUSTRY
“This clinic was designed to be a high complexity institution and therefore their doctors are at the forefront, we have the latest equipment, our staff is highly trained, and each specialist has the required competence in their work”
Hospitals HEADQUARTERS
Estacion Central, Santiago, Chile FOUNDED
2011 EMPLOYEES
1,200 REVENUE
USD $90 million WEBSTE
www.clinicabicentenario.cl
– Alfredo Oliva, General Manager for Clinica Bicentenario S.P.A. w w w. c l i n i c a b i c e n t e n a r i o . c l
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World-class Colombian Health and Wellness Products
Coaspharma engages in every aspect of the pharmaceutical industry, benefitting itself and its clients. This is the time to increase its reach beyond Colombia’s borders. Written by: Mateo Rafael Tablado (Associate Editor) Interview by: Rebecca Castrejon (Editor-in-Chief) Produced by: Lucy Verde (Healthcare Projects Manager) Interviewee: Miguel Cueca (CEO for Coaspharma)
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I Laboratories with highend technology
Pronalvet brand promoting Pets’ Day
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n the context of global business, domestic enterprises struggle to keep pace with global demands and remain, well, domestic. Colombia’s Laboratorios Coaspharma is no stranger to this defying scenario. It manages and keeps up with better than just “very well.” In both Bogota-based Coaspharma production plants, chemists develop pharmaceutical products for many institutional clients, such as private and public hospitals, health insurance companies and even other brands, which have become competitors in the retail market. Nationwide, demand for Coaspharma’s products is high from both large retail chains and smalltown drugstores where access to multinationals is very limited. The company’s line of products includes generics, over-the-counter and prescription drugs, health and beauty formulas, veterinary pharmaceuticals and hygiene goods. Coaspharma brands are frequent sponsors of sport events like foot races and other healthrelated activities. Their most popular products include Dolicox analgesic, Brontol syrup for respiratory ailments and Trosifer pediatric fever treatment. Some Coaspharma products are being successfully marketed in other neighboring countries. Business manager Miguel Cueca took over the reins at Coaspharma in January of 2012. Cueca has worked for the company 22 of his 25year career in pharmaceuticals. His experience includes purchasing, planning and production.
L AT I N A M E R I C A
Operating at Full Potential Coaspharma laboratories makes the most of its resources, which include fully-equipped facilities where more than 700 medical, pharmaceuticals and cosmetics products are developed and manufactured with the highest quality standards in the industry. The company’s strategic management separates its endeavors into four main areas: · Research · Development · Manufacturing · Marketing The company’s portfolio includes over the counter prescription drugs and non-prescription products, such as a range of health and beauty cosmetics, sunscreens and other skin materials for all ages.
Key People
Miguel Cueca CEO for Coaspharma Miguel Cueca majored in business management. He has worked for Coaspharma during 22 of his 25 years in the pharmaceutical industry. Cueca has been involved in purchases, planning, and production operations; since January 2012 he has performed in the company’s upper management.
Inside the facilities Coaspharma
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Specilized staff in the pharmaceutical department
“We are launching 39 products during 2015, these will provide us of a larger outreach toward customers” – Miguel Cueca, CEO, Coaspharma
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As the medical field one of constant innovation, Coaspharma continue developing and improving its products. “We are launching 39 competitive products in 2015. These will provide us a larger outreach toward customers,” Cuenca said. R & D Relevance The Research and Development department is Coaspharma’s bread and butter. It is where its products are first developed. Due to the usual compliance requirements for health products from government agencies, foreign trade export and other entities, Coaspharma goes beyond R & D, measurement, chemical and microbiology inspections to offer clients other services like product patenting, certifying and registration with
L AT I N A M E R I C A
Coaspharma offers white-label manufacturing
official domestic health entities. Recent investments in microbiology allow for requiring less time to obtain a reagent. Other recent upgrades include equipment for ultra highperformance liquid chromatography procedures (UHPLC.)During 2014, more than half a million dollars were invested in latest-generation technology to develop skincare products. “Important investments in laboratory procedures and equipment result in a fullydeveloped product portfolio which improves our engagement with our clients; mostly wholesale distributors and retail chains,� the executive explained.
Coaspharma provides medications and inoculation devices under the best environmental practices
Expansion into Foreign Markets Coaspharma Laboratories has projected growing w w w. c o a s p h a r m a . c o m . c o
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“Quality Awards 2013” International prize for Coaspharma’s quality
PREAD certification awarded to environmental excellence
Zahara Products
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by 45 percent in the next five years. This is an annual growth of 9 percent, well above the 4 to 5 percent growth average of the entire Colombian market in the same period. To accomplish this goal, the Pronalvet line of veterinary products must be positioned in Central American countries aside from Panama, where the brand is already successful. Currently, some of Coaspharma’s products are in the process of obtaining the required certifications for export into Peru, Venezuela, Costa Rica and the Dominican Republic. For these purposes, Coaspharma has grown its roster of suppliers and sought the services of integral transport and logistics. “Years ago we switched the ‘supplier’ term for ‘strategic partner’,” Cueca pointed out. In the Panama and Venezuela markets, the
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Ejecutivos de Coaspharma recibiendo el premio por gestión de negocios
company operates its exports under a different model. Investing partners are in charge of compliance and certification paperwork. Coaspharma just takes care of supplying the product. Both Coaspharma and fellow Colombian manufacturers have considered exporting into the U.S., since Colombian production standards and safety are in compliance with FDA requirements. “We have struck partnerships in which our capital investment is smaller, but it increases our commitment to quality,” Cueca explained. Compliance with Domestic and Global Standards Coaspharma strives for their products and procedures to leave a lighter carbon footprint, even beyond compliance enforcement by law. Quality management and guaranteed procedures are some of the attributes sought by the company’s clients. The Colombian Farming Institute (Instituto Colombiano Agropecuario) certified the company with a Best Practices for Production award.
“We have struck partnerships in which our capital investment is smaller, but it increases our commitment to quality” – Miguel Cueca, CEO, Coaspharma
Gastrofull is an antacid that relieves heartburn, ardor and flatulence
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L A B O R AT O R I O S C O A S P H A R M A Coaspharma is also in compliance with both the U.N.’s World Health Organization and ISO:9001 standards. Other important certifications achieved by Coaspharme include the city of Bogota’s PREAD (District Environmental Excellence award.) As if these awards and certifications were not enough, Coaspharma laboratories has also been recognized by the Business Initiative Directions Organization with the Quality Star Award, among other accolades. Multivitamin Niboten
CSR Within the Company and in Outreach to the Community
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Embracing the role of an entirely domestic company is an important commitment for Coaspharma Laboratories. Community outreach programs start with in-house efforts to provide constant training to their staff, which also benefits the company by maintaining operating certifications up to date. Lab specialists meet frequently to discuss company goals and standards in environmental factors, waste management, energy consumption, water use and reuse, among other subjects. Suppliers are also constantly evaluated to assure that they guarantee a minimal impact on the environment. Other efforts by Coaspharma include recycling activities benefitting different organizations that provide treatments for ill persons, especially for children. Also, on non-business days and hours, Coaspharme lends its facilities for health workshops and prevention programs and courses. Clientele in the farming sector is benefitted by constant prevention campaigns. Coaspharma Social Responsibility is expressed in the commitment to its customers, community, and to the most vulnerable and their families through a Benefit Plan that allows development contributions to improve their quality of life. The company also provides support through pharmaceutical and personal care products. There are also programs encouraging door-todoor sales of health and beauty products for lowincome individuals.
Company Information NAME
Laboratorios Coaspharma INDUSTRY
Pharmaceutical - product development HEADQUARTERS
Bogota, Cundinamarca, Colombia FOUNDED
2009 (as a corporation), 1984 (different companies) EMPLOYEES
700 REVENUE
USD $80 million WEBSITE
www.coaspharma.com.co
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The new Royal Adela Hospital Project / Ha Yuncken - Leighton Contractors Joint Ve
Innovation Driving Constru
How the largest build in South Australia’s history has int to construction and manufacturing. Written by: Laura Close Produced by: Bryan Giles
aide ansen
enture:
uction
troduced innovation
HYLC JOINT VENTURE
A view of three of eight cranes which were employed on the construction site.
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eading the way in engineering, design and infrastructure, the $1.85 billion new Royal Adelaide Hospital (new RAH) is the largest social infrastructure project in South Australian history. On completion in 2016, the new RAH will be the biggest, most technologically advanced hospital in South Australia and one of the most advanced in Australia, employing close to 6,000 people and accommodating 85,000 inpatients per year. Several construction companies have been involved in the building of 76
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RAH including Hansen Yuncken, one of Australia’s leading, privately owned construction companies at the forefront of change and innovation in the building industry, and Leighton Contractors, one of Australia’s most recognised and successful infrastructure companies. We had the opportunity to talk to Con Kerpiniotis, operations director for HYLC Joint Venture, about the progress that has been made on the build, as well as the numerous technological and construction innovations used throughout the project thus far.
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Largest Build in South Australia The sheer scale of the project meant that providing the logistical requirements to maintain the required rate of progress was a huge undertaking for the HYLC Joint Venture. “Construction is a function of personnel and materials,” shared Kerpiniotis. “If the materials are not available, the personnel cannot perform.” The team worked with two logistics planning and monitoring systems in tandem, as the two systems complemented each other. There was an electronic booking
system for deliveries entering the site, as well as a series of boards that planned tower crane hook allocation. Having two systems that worked together seamlessly allowed for an organized, prepared construction site. At the peak of construction, eight tower cranes were used in conjunction with mobile cranes that provided logistical support. This feat may not have been possible without the planning and monitoring systems. Logistics were affected by several uncontrollable aspects, including weather, traffic: even a flat tyre could throw the whole plan off a day. The w w w. s a h p . c o m . a u
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construction site is boxed in on all sides, with a railroad to one side and a flight path above. There were 25,000 deliveries of concrete alone on this project, so the joint venture had to do something to keep the work site operational. Traffic played a heavy part in delivery schedules: the construction company ended up adapting their deliveries to work around peak-hour traffic of the morning or afternoon. Planning and micromanaging every aspect was necessary, as was having the ability to adapt to the unforeseen circumstances to keep the material movements flowing.
SUPPLIER PROFILE
Project Landmarks The new RAH has been under construction since 2011, so many impressive construction landmarks have been met by 2015. In the last year, the new RAH project team has grown to over 2,000 personnel. Since the beginning of the build, 8.5 million hours have been worked to construct the hospital, which has a building footprint of 176,000 square metres and an area of 360,000 square metres. September of 2014 saw the topping out of the concrete structure; in total, there was
THE GETINGE GROUP
The Getinge Group continues to improve and innovate systems/processes in the pursuit of high-quality and accessible care in over 40 countries. Currently, the Group operates under the three brands of ArjoHuntleigh, Getinge and Maquet. ArjoHuntleigh assists healthcare facilities to provide an exceptional standard of care and reduce operational costs, by assisting in the prevention of adverse events relating to mobility, pressure injuries, DVT for patients and residents, and manual handling for caregivers. Getinge Infection Control provides complete solutions for effective cleaning, disinfection & sterilization in the healthcare and life science segments. Maquet 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) – OR integration, tables, lights & ceiling supply units - hybrid OR/cath lab, and intensive care unit (ICU). Our success is driven by our dedication to solve customer challenges with innovative solutions that save lives and ensure excellent care, enabling healthcare professionals to achieve better patient outcomes & improve healthcare economics. Website: www.arjohuntleigh.com.au | www.getinge.com | www.maquet.com
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155,754m3 of concrete used, which included 18,000 tonnes of reinforcement. One slab per work day was poured, and a total of 4,200 columns were poured over the length of the project. Since the New Year, work on the non-clinical areas of the building— including commercial areas, kitchens and facilities management 80
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areas—have been completed. The high-voltage infrastructure is complete and the hospital has connected the supply feed from South Australia Power Network to the substation. The new RAH will be completed in 2016, so there is still much work to be done. Upcoming work includes completing the curtain
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wall, as well as the emergency department, intensive care unit, acute medical unit, monitoring units and the mental health, pathology and outpatients wards. Safety The scale of this project means that safety is even more paramount. “As a project we have some of the
most stringent safety requirements in the industry that all our contractors are expected to adhere to,� shared Kerpiniotis. Each person who works on the project is required to undertake a full day induction. This takes them through the site environment, understanding safety essentials and also provides them training w w w. s a h p . c o m . a u
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lucas Total contract solutions head civil contractor - stage 1 & 2 new royal adelaide hospital
Lucas Total Contract Solutions has been proud to be involved in one of the most significant development projects South Australia has seen. With proven results in Stage 1 as Head Civil Contractor, Lucas TCS was then contracted to undertake Stage 2 External Civil Works. The construction of the New Royal Adelaide Hospital has been a challenging project and has once again re-affirmed the Lucas TCS capabilities and diversity. ToTal conTracT soluTions for mining & civil projecTs
Telephone 08 8179 4000 www.lucasTcs.com.au
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to help manage personal health and wellbeing, such as the Mates in Construction suicide prevention program, a not for profit organization aimed at reducing suicide and improving mental health and wellbeing within the Australian construction community. Other safety tools recognised and used for this project have included minimum standards that tie in with the team’s safety essentials toolkit, monthly safety campaigns that target key areas of risk and hazard assessment cards that record daily hazard checks. “Safety is of high priority and we measure the effectiveness of our toolkits / training and communication through specific KPI’s and total reportable frequency rates,” said Kerpiniotis. “One of the key elements of managing the safety and wellbeing of our workforce was to introduce a drug and alcohol policy across the site. We are one of the first contractors in South Australia to implement a random drug and alcohol policy.”
Construction Innovation: Western Riser It’s no surprise that the biggest build in South Australia would also play host to several construction and manufacturing innovations. For example, the western riser was fabricated offsite and brought to the construction site in modules, the heaviest of which were 6,500Kg. It consisted of a primary steel support frame with multiple engineering services hanging inside the frame. The riser was designed for structural adequacy including thermal and seismic, engineering services compliance including fire rating and accessibility for future maintenance. All design disciplines worked together seamlessly with use of BIM—Building Information Modeling, a shared knowledge resource for information about a facility forming a reliable basis for decisions during its lifecycle. Having a virtual understanding of the riser at design phase made agreeing on the size and the design of the modulations easy. When the modules were delivered, the pieces fit together perfectly.
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Construction Innovation: The Helipad The helipad also contains some genius innovation. Since the new RAH is categorized under the Building Code of Australia as an Importance Level 4 Facility, which is a building that is essential to post disaster recovery, a helipad was a necessity. The current design is the outcome of months of workshops with the relevant stakeholders which has included RAH Emergency Department, SA Health, Civil Aviation Safety Authority (CASA), Adelaide Airport, State Rescue Helicopter Service, SA Air Ambulance and the Facility Manager, Spotless. PSNK Aeronautical Services were the specialist consultants advising HYLC on the actual helipad design. The dual helipad has been equipped to allow 24-hour operation
and is fitted with an illuminated wind direction indicator, touchdown and lift off area lighting, area flood lighting, building warning lights and various radio controlled equipment. Because the helipad is located in such close proximity to habitable rooms with windows that open, all of these aspects, as well as acoustic insulation and having an air conditioning system that switches automatically to circulation mode during helicopter arrivals and departures, are incredible, advanced features The helipad decking features the most advanced deck integrated fire fighting system available, which allows for the rapid extinguishing of deck fires. The perforated aluminium deck landing surface incorporates a patented, passive fire-retarding system that works by allowing burning fuel draining through the holes to atomize as it passes
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through an aluminium mesh screen. Burning fuel is starved of oxygen and rapid heat dissipation occurs in the mesh. The fire is retarded immediately. Spilt fuel is quickly and safely drained away unburned, and any remaining vapour burn-off can be extinguished in seconds by deck mounted water sprays. Up to 97 percent of spilt fuel is recovered 86
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unburned. A full-perimeter drainage system ensures that liquids are channelled from the helipad decking to drain to an interception tank, in fuel spill mode, or to the stormwater system in normal mode. The helipad was supplied by Aluminium Offshore Pty Ltd and was fabricated in China. It was fully assembled at the Chinese factory
SECTOR
and then partially disassembled sufficient to allow it to be packed into shipping containers and transported to Adelaide. Once on site a trained team bolted the aluminium framed structure together. The perimeter of the helipad is finished with a 1500mm wide strip of safety netting to prevent falls if someone was ever to step off the edge.
Construction Innovation: The Hyperbaric Chamber The hyperbaric chamber is a triplelock chamber that was fabricated by Fink Engineering in Queensland. The chamber, air receivers and deluge tanks were delivered via road to the project site. Due to the size of the unit, the chamber had to be loaded in while w w w. s a h p . c o m . a u
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HYLC JOINT VENTURE the hospital was under construction and then the hyperbaric area will be built around it. And because of its weight (approximately 50 tonnes), size of the chamber and the requirement to navigate through the building to its final destination, a special trolley was built. The chamber is currently in its final home and work is progressing around it.
Green Initiatives The new RAH is an applicant for a Green Star rating, and will be evaluated for the title once the building is complete. The joint venture has implemented a lot of green initiatives through design and procurement to achieve facility operational green star targets plus environmental initiatives through construction.
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There are several important green initiatives that have been put in place. In the construction phase, criteria for re-use/recycling of the stated proportion of construction and demolition waste have been met, as has air and noise quality. Hazardous materials’ handling guidelines have been followed, and Volatile Organic Compounds (VOC) have been used correctly. Perhaps the most notable is the joint venture’s decision to avoid using ozone-depleting substances in manufacture, and new RAH’s choice to forgo them in composition.
Company Information INDUSTRY
Construction HEADQUARTERS
Adelaide, South Australia, Australia FOUNDED
2011
Collaboration Hansen Yuncken and Leighton Contractors are 50/50 joint venture partners in the design and construction of the hospital. Both companies complement each other in providing staff and expertise. The team is branded as HYLC and they work together with common objectives. Staff members have joined the team with domestic and international experience centred on either large-scale construction or healthcare experience. The SA Health Partnership stakeholders are working well together bringing their expertise for the journey. “Communication is the key to keeping things running on the site, and we have that with the attached parties,” Kerpiniotis said. “We’re all focused on delivering a world class facility for South Australians.”
EMPLOYEES
500+ REVENUE
$1.85 billion PRODUCTS/ SERVICES Hansen Yuncken is one of Australia’s leading, privately owned construction companies at the forefront of change and innovation in the building industry. Founded in Victoria in 1918 by Lauritz Hansen and Otto Yuncken, the company has been in continual operation for over 90 years. Today, Hansen Yuncken has an annual turnover exceeding $1 billion. Leighton Contractors is one of Australia’s most recognised and successful infrastructure companies. The company has more than 14,000 people delivering projects and providing services to the construction, industrial, energy, health, telecommunications and services sectors.
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New Horizons:
Leading the Frontier of Change For more than 30 years, New Horizons has been providing innovative services to support individuals, strengthen communities and enhance wellbeing. Written by: Stephanie C. Ocano Produced by: Troy Barker
NEW HORIZONS
New Horizons Aged Care room with a view, looking out into the courtyard
O “
a very unique experience.” Working across aged care, disability, homelessness, we do.” Indigenous services, employment, This is the guiding principle mental health and social enterprise, behind New Horizons, Australia’s it’s the diversity of the skills and leading non-profit social enterprise, experience housed by New as shared by Judi Higgin, CEO of Horizons that makes them stand the company. above the rest. “It’s really about wrapping services around people. It’s about From Humble Beginnings to a their journey,” said Higgin during Social Enterprise a recent interview. “Wellbeing is “We’re an organisation with roots very individual and different for dating back to the 60s, started by everybody, and we recognise it’s a group of parents who wanted not meant to be a cookie-cutter, something better for their adult rubber stamp approach, but rather children with a disability,” said Higgin. 92
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Emma breaks into dance at New Horizons Respite Centre in Thornleigh
Founded in 1981, New Horizons began with the intention to offer employment opportunities for young adults. Over the following 30 years, the organisation grew to offer services and supports for people to find and maintain accommodation, seek meaningful employment, manage day-to-day tasks, learn new skills, access services, establish networks and connect with the broader community. “Over the years, the organisation has grown in terms of diversity and size,” shared Higgin, “a lot of that growth occurring during the last 10 to 15 years.” The success of New
Horizons can be attributed to a number of reasons, but a primary factor is the organisation’s drive to transform the customer experience. “In light of recent changes in the sector, driven by the launch of the National Disability Insurance Scheme, we’ve released our Design for the Future and Strategy for Success,” said Higgin. “These plans detail a number of key priorities to future-proof our business so more people can benefit from our unique approach to enhancing wellbeing.” The National Disability Insurance Scheme (NDIS) represents the single biggest change to the community newhorizons.net.au
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NEW HORIZONS sector in Australia’s history. By the end of 2019, it is estimated that more than 460,000 people nationally will be participating in the NDIS, which is estimated to cost $22.2 billion dollars annually. The change brings the industry into line with the individualised and personalised approach New Horizons has been taking for more than 30 years. It also provides the organisation with one of the single biggest opportunities for continued growth. Staying Ahead of the Times Staying on top of constantly changing trends and new
SUPPLIER PROFILE
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developments in any industry is a challenge on its own, but New Horizons is staying ahead of the curb by keeping a finger on the pulse both internally and externally. “Recognising that the entire sector was catching up to delivering customer-centric supports rather than program-centric services, we decided it was time to do some reflecting of our own,” Higgin said. “Teaming up with more than 90 top executives from the Commonwealth Bank, we conducted an honest assessment of our business blueprint to ensure we were up to the challenges ahead in the sector.
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New Horizons Aged Care Diversional Therapist Carmela Romeo with resident Mrs Myrtle Cobb
NEW HORIZONS
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“Over a period of 12 months, we put a microscope to our systems and processes, and completely reviewed our organisational structure, which revealed where we were, where we wanted to be, and how we needed to change. What we came up with was a model for the community services company of the future.”
equipped to meet the demands of their customers, team and industry in the coming decades, the organisation has released four strategic priorities critical to their ongoing success. Financial Strength: Building on the sound economic management and investment practices that underpin New Horizons independence and security. A Plan Distinct from the Rest Sustainable Growth: Defining a With a plan to improve greater focus vision and developing a strategy across the business and enhance to achieve future growth in a their ability to meet customer needs, planned and sustainable way. New Horizons has released their One Team. One Horizon: Design for the Future and Strategy Establishing and promoting a single for Success. One of the first steps culture that aligns with the business’s in implementing these plans has vision, purpose and values. been to reorient the business into Customer Centric: Realigning a regional structure, with all roles our business, our policies and and resources aligned in six key our practices towards the future, business divisions. customer-oriented market. In ensuring New Horizons is also “We’re quite diverse when it
“Diversity is one of our strengths and one of the things that sets us apart…” – Judi Higgin, CEO
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New Horizons in partnership with the Action Foundation for Mental Health, Schizoph range of adult mental health services at Hercules Recovery and Wellbeing Hub.
comes to our service provision, which is why we needed a plan that would really align our efforts,” commented Higgin. “Diversity is one of our strengths and one of the things that sets us apart. This Design for the Future and Strategy for Success will allow us to be fresh in our approach and continue to deliver value for our customers 98
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and stakeholders.” Building an Empowered and Efficient Team With close to 900 team members across NSW, it takes an effective management program to attract and sustain such a large staff at New Horizons. Over the years, New Horizons has
SECTOR
hrenia Fellowship of NSW and UnitingCare Mental Health provide a
invested in establishing a workforce that is not only experienced to meet the needs of New Horizons customers, but is also as committed as the organisation is to enhancing wellbeing. “We know that our people are our biggest asset,” said Higgin. “Our organisational development, people management and recruitment
priorities ensure we recognise, invest and provide opportunities for our internal staff, as well as attract top talent to set us apart. “Over the last 10 years we’ve focused on our frontline workers getting their certificate III or IV in disability, mental health studies and welfare,” said Higgin. “Most of our middle managers have also gone newhorizons.net.au
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NEW HORIZONS through an Advanced Diploma in Community Sector Management. Recently, our entire workforce also undertook cultural competency training to ensure we’re up-to-speed on latest practices for the benefit of our customers.” “We’ve really invested in our people that may not have had the opportunity before to gain their qualifications,” added Higgin. When it comes to leadership, Higgin believes in empowering her team. Helping them gain their
qualifications is one way, but she also believes in supporting them no matter what their career progression may be. “We want to make sure that we are supporting people to gain the skills and capabilities that they need to be able to do their job really well and also continue to attract top talent,” said Higgin. “We have a number of reward and recognition programs for staff available, remuneration and benefit packages, and are
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constantly seeking feedback to improve.” Bottom line, according to Higgin, is to give her team the experience for their own professional development. “We live and breathe by our values of enhancing wellbeing and I want to extend that to our team,” said Higgin.
Company Information INDUSTRY
Health Care HEADQUARTERS
Always Striving Higher “In this world, you definitely need to think about not just how you’re going to survive, but also what an organisation needs to look like in an ever-changing environment,” said Higgin. So what does New Horizons have planned? “In the next five years, I’d like to have grown our customer base and completely transformed our customer experience,” shared Higgin. “I want to do more good for the communities we work in because that’s what we’re all about. We’re all about people – about maximising wellbeing outcomes for each individual.”
“Wellbeing is very individual and different for everybody, and we recognise that it’s … a very unique experience.” – Judi Higgin, CEO
North Ryde NSW, Australia FOUNDED
1981 EMPLOYEES
900 REVENUE
$71,133,995 PRODUCTS/ SERVICES Recognising that wellbeing means something different to everyone, New Horizons takes the time to discover what wellbeing means to every customer, create an individual plan that identifies their unique needs and support thousands of people in hundreds of communities to connect with services and supports that enhance their wellbeing. As one of Australia’s most trusted and respected community service providers, New Horizons is committed to maximising outcomes for the people they support.
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Diaverum:
Offering the Best in Rena
Fully focused on providing the world’s best renal care, be first choice for patients and the preferred partner fo and clinic management. Written by: Stephanie C. Ocano Produced by: Troy Barker
al Care
Diaverum aims to or high-quality care
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Stirling Clinic
“The patient is at the heart of everything we do.”—This is the mindset that Diaverum, a world leader in renal dialysis, operates upon. With Swedish origins, Diaverum’s experience in renal care dates back more than 20 years when the first dialysis clinic was established under the former name Gambro Healthcare. In October 2007, this new arm of the business separated from the parent and Diaverum was launched. 104
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As of January 2015, Diaverum has a network of more than 300 clinics across 19 countries, providing treatment to more than 25,000. This includes Saudi Arabia, where the company has more than 50 percent of the market and, recently, Khazakstan. In Australia specifically, there are currently seven clinics across four states but soon to be nine according to Esteban Harper Cox, Managing Director,
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Patient in clinic
who we recently interviewed. Integrated renal patient care is Diaverum’s strategy to coordinate all the health care needs of the renal patient—high-quality medical care, preventive care, management and treatment of kidney disease, and individual patient care focus. Patient empowerment is also paramount. “At Diaverum, we are 100-percent focused on the
wellbeing of patients,” said Cox. “The patient’s quality of life is first and foremost. We certainly offer superior medical support, but we also care for patients’ emotional and psychological needs. Our passion is for patients to feel revitalized when leaving a Diaverum clinic and be able to lead as normal a life as possible without being confined by their illness.”
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DIAVERUM It is this personalization and support to patients that distinguishes Diaverum from other providers in the renal care industry. An Award-Winning Dialysis Program Diaverum’s dialysis treatment model is a holistic one, which has evolved over the years based on concrete, high-quality medical data. Since inauguration, the program was received with great interest in Australia and New Zealand.
Collard Maxwell Architects are proud to be associated with Diaverum for over 10 years, providing high quality design services, delivering best of class health facilities in Australia and New Zealand.
(02) 9955 0637 www.collard.com.au 65+ years of architectural excellence A+ Member Australian Institute of Architects
Up against two other major contenders, Diaverum took the lead in winning the first Private Hospital Excellence Award by the Victorian Department of Health presented on November 20, 2014 by the Victorian Minister for Health, The Hon David Davis MLC at Melbourne’s Grand Hyatt Hotel. In a media release issued by the Minister’s office at the time, Davis announced that “These prestigious awards are a chance to highlight and celebrate innovative, highquality and exceptional work being undertaken by individuals, teams and health services across Victoria … This year the inaugural award goes to Diaverum for its dedication to patient care in renal dialysis and I congratulate them on their innovation and delivery of quality health care.” “I am very proud of the fact that Diaverum Australia’s North Melbourne Clinic was able to launch such an innovative nocturnal dialysis in-centre service in 2011,” said Cox. “It has been so successful that services are now on offer six nights of the week and nocturnal will be rolled-out to clinics in Western
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Australia in the near future.” The program enables patients to have much more flexibility to maintain employment, studies and improve family life. The need to attend a hospital facility is eliminated and, instead, patients can experience a warm and homely atmosphere. Four very distinct health outcomes were experienced as part of the program’s integration—increased energy levels, improved appetites, better quality of life and reduced need for antiphypertensive medications. Lean Operations As a global organization, Diaverum is able to capture best practices, exchange experiences and share learning derived from an international presence. Diaverum has world-leading medical and scientific research organizations, accredited training programs, clinic audits and employee engagement activities. “Medical outcome data is gathered on a monthly basis from each clinic around the globe to ensure Diaverum delivers services
that meet all relevant benchmarks,” stated Cox. “By setting standards and repeatedly measuring our patients’ wellbeing, we know that we are one of the world leaders in terms of dialysis quality. Policies are also continuously updated to reflect the latest in terms of regulatory changes and scientific discoveries.” “We aim to be as operationally efficient as possible without compromising the quality of our care,” he added. “In addition, we will pursue Tender opportunities to secure growth in the region.” Future Developments Diaverum continues to broaden its global footprint and has recently opened in new markets such as Saudi Arabia and Khazakstan. “In Australia, we are about to open another two new clinics in Canberra at Tuggeranong with 12 treatment stations, and Belconnen with 24 and the additional offering of nocturnal treatments,” said Cox. “This will make nine clinics in total Australiawide. In the near future, we will be expanding in the region, with a presence in New Zealand.” Diaverum is always thinking w w w. d i a v e r u m . c o m
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outside of the box when it comes to seeking new and innovative methods. Two examples are: The Aboriginal Educational Program in Western Australia This is a specifically tailored program that was taken from the clinic environment directly to the Aboriginal community. This patient group often faces particular difficulties with diet, fluid control and adherence to treatment regimes. Diaverum’s program bridges the gap between the facility and the Aboriginal patient’s environment, breaks down barriers, improves relationships and, most importantly, improves Aboriginal health. By addressing particular learning needs, Diaverum’sAboriginal patients feel empowered by gaining more knowledge on their care and treatment. Dietician via Skype Due to the sheer geographic size of Australia, patients in remote areas such as Toowoomba in Queensland are offered dietary advice from a specialized dietician via Skype teleconference. “Community education and offering an integrated care service is paramount in terms of prevention and treatment of kidney disease,” stated Cox. When asked where he would like to see Diaverum in the next five years, Esteban Harper Cox’s response was simple, yet inspiring: “Definitely, the market leader!”
Company Information INDUSTRY
Healthcare HEADQUARTERS
Lindfield NSW, Australia FOUNDED
2007 EMPLOYEES
160 PRODUCTS/ SERVICES
Diaverum is a globally integrated renal patient care provider with a clear patient focus. The company stands for excellent medical quality, renal care services and a patient-centered research. Being productindependent also gives Diaverum the flexibility to offer individual treatments for the individual needs of our patients, and by coordinating its patients’ health care needs, the company is improving their quality of life.
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Critical Success Solutions:
Delivering Quality Solution Aged Care Industry
Accreditation can be a costly exercise for any organizat Critical Success Solutions has come forward to provide services for all business types. Written by: Stephanie C. Ocano Produced by:Troy Barker
ns to the
tion, however e consulting
CRITICAL SUCCESS SOLUTIONS
Critical Success Solutions has come forward to provide consulting services for all business types.
“It has been a long dream of mine to have aged care looked at, not as a necessity for families when their folks grow old, but as a true alternative for families sharing the burden of caring for their elderly.” – Fleur Hannen, owner and managing director In response to an identified need for businesses to be able to access innovative approaches to business quality and management system solutions, Critical Success Solutions was brought to the Australian market in 2002. 112
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Stemmed from the desire to aid struggling businesses failing to meet the increasing demands of client, regulatory and legal requirements, Critical Success Solutions to date has provided consulting services to various sectors ranging from health, aged care, education and corporate. “I started Critical Success Solutions as a part time consultancy in 2002,” said Fleur Hannen in a recent interview. “By 2012, I was full time in the operation with 10 full-time clients.
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Critical Success Solutions provides vital help to a variety of businesses.
My clients are Sydney- and Melbourne-based, with a mix of 60 percent for-profit residential care and 40 percent not-for-profit in home care and residential aged care.� Fleur discovered that homebased programs were extremely limited and many providers were finding the interface between the requirements of the Aged Care Act and the ability to meet client expectations at a reduced cost was somewhat unattainable. This was particularly evident with the
recent introduction of Consumer Direct Care (CDC) into the home care sector. In 2013, Fleur developed a partnership with Ross Macdonald, which resulted in a commercialization grant through the Commonwealth government of $250,000. “Our vision is to facilitate a low-cost, consumer-direct care management support program with a documentation platform that will make a highly affordable solution for providers to provide
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Critical Success Solutions is a wholly owned Australian company that was established in July 2002.
CRITICAL SUCCESS SOLUTIONS
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services to aged people in their homes, as well as address the compliance requirements of the home care sector,” said Hannen. “What we’ve done is sourced the requirements of the Aged Care Act under home care and we’re working with a number of providers to put that into place. It’s very much a program that will grow as we grow and will reduce the cost to the actual provider and ultimately the client,” she added.
wrong, it’s really about leveraging the learning opportunities from any mistakes—and there’s always an opportunity to improve,” she continued. “And that’s exactly what I extend to my clients. If they go backwards in a particular area, it’s really about stepping up and making opportunities to improve and focus on the collaboration that you can get from your team members.” In short, Critical Success Solutions is an experienced, professional and customer-focused Innovating for Success company that continues to believe “I am very focused on maximizing in the importance of providing an the opportunities for my clients individual and genuine approach to in terms of their diversity and its clients. ethnicity,” said Fleur. “I treat my “We’re a bit of a one-stop shop for clients with the utmost respect and aged care in particular, and certainly dignity, ensuring equality developing for business solutions,” shared business opportunities for them Fleur. “What I’m looking at in terms both professionally and personally, of future growth and development and I get a good response from that. is providing opportunities for best “I really enjoy mobilizing my practice and governance systems business culture into my day-to-day that will meet the compliance work, so if someone gets something requirements of the future.
“We’re a bit of a one-stop shop for aged care in particular, and certainly for business solutions.” – Fleur Hannen, owner/managing director criticalsuccesssolutions.com.au/
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CRITICAL SUCCESS SOLUTIONS “Over the next 20 years, it has been identified that the aged care and disability industries will increase and change dramatically. As a result of that, and to ensure that I keep abreast of all legislative changes now and into the future, and the opportunity to network and participate on various boards across education, aged care and health, whilst also being linked to organizations such as Women on Boards, Company Directors Institute, LASA (Leading Aged Services Australia) and ACSA (Aged Care Services Australia) is extremely important,” added Fleur. Why Choose Critical Success Solutions? Accreditation can be a costly exercise for any organization, so Critical Success Solutions has come forward to provide consulting services for all business types. “The cornerstone of our success is the way we work with clients and partners through professional honesty and integrity collaborations,” said Fleur. “We believe that our transparency and opportunity to add value to the day116
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to-day operational areas with our clients is what sets us apart from our competition.” Additionally, Critical Success Solutions houses a qualified staff with the relevant experience to deliver on projects of all sizes in a timely fashion. “We have 10 employees and of course, on occasion, bring in consultants with particular expertise. Having been in health care for over 30 years, I have built up a network of only the best in their field,” said Fleur. When it comes to managing her staff, Fleur takes the Nelson Mandela approach: “Lead from the back and let others believe they are in front. “My staff are my greatest asset, and when you create an innovative environment, it inspires them to contribute their best,” continued Fleur. “Most of my staff work remotely, as do I, and for us this is a way of being able to focus on the job at hand. We are constantly in touch and each of us have our own responsibilities and areas of expertise. Our staff hold highlevel qualifications in business
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“It’s really about stepping up and making opportunities to improve and focus on the collaboration that you can get from your team members.”
Company Information INDUSTRY
Health Care
– Fleur Hannen, owner/managing director HEADQUARTERS
management and various specialty areas. “I love what I do and I have to say that the people I work with are absolutely incredible,” added Fleur. “I’m very fortunate and blessed that I have the opportunity to work in aged care in Australia. It’s the most unique business area and it allows you to develop a passion that you don’t want to give up. I’ve got some amazing clients and some beautiful people that I’m able to contribute to their lives. I just feel very lucky to have fallen into such a wonderful opportunity.” Looking Ahead “Our dedicated staff are constantly researching new and upcoming trends which enable our customers to be at the forefront of their industry. We have built very strong business partnerships with organisations at the cutting edge of their sector – this enables us to provide the industry with leading solutions to our most important partners: our customers,” concluded Fleur. “We have exciting plans to expand into countries in the world, such as Hong Kong, China and India, as well as other associated industries.
Blaxland NSW, Australia FOUNDED
2002 EMPLOYEES
10 PRODUCTS/ SERVICES
Critical Success Solutions is a wholly owned Australian company that was established in July 2002. Critical Success Solutions is an organization that provides an innovative approach to business management and quality systems. The company has a commitment to provide professional, innovative and high-quality services to all clients, no matter what industry they are in.
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Grupo Fernandes Vieira:
50 years of pioneering spirit base to excellence, quality and patient
Establishing a national benchmark for the sector, this group hospital centers in the country andhas sparked a revolution Northeastern region of Brazil Written by: Flรกvia Brancato | Produced by: Karla Sohn
:
ed on commitment t safety
p has one of the most complete n for medicine throughout the
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“T
he search for quality in the services delivered and always following the highest standards in the performance of its activities” is the mission that Grupo Fernando Vieira (GFV), has maintained since the creation of Casa de Saúde Santa Helena (Health Center) in 1965. This commitment to quality and concern for patient safety has resulted in the establishment of a benchmark for medical and hospital services, all thanks to the work of one of the most renowned hospitals in Brazil. The pioneering spirit has always been the main feature of the Group, which has existed for 50 years. The constant development through investment in cutting-edge technology and human resources presents effective results for the sector, providing a unique maturity in healthcare services. “The determination to break paradigms and bring new global concepts of hospital medicine to Recife is a reality,” affirmed Dr. Francisco Estacio Fernandes Vieira, President of Hospital Santa Joana.),
Agamenon Magalhães Avenue
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Key People
Dr. Francisco Eustácio Fernandes Vieira
President of Hospital Santa Joana
Memorial São José Hospital lobby
Through its modern hospital units, Grupo Fernando Vieira, offers a range of specialized and highly complex services, with emphasis on Neurology, Trauma and Orthopedics, Cardiology, Clinical Practice and Surgery, Pediatrics, Neonatology, Oncology, and Bone Marrow Transplantation, among others. In addition, only two hospitals in the Northern and Northeastern regions of Brazil have an international quality certification, through the Joint International Commission—JCI— placing Hospital Memorial São José (São José Memorial Hospital) and Hospital Santa Joana on the same level as the most renowned hospitals in the world in terms of safety.
Dr. José Aécio Fernandes Vieira
Presidente of Hospital Memorial São José
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Oncology Unit
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Clínica Santa Helena (Santa Helena Medical Center) Considered the first step toward expansion, this Medical Center was a the first of its kind in the Northeastern region to implement group medicine, and from the first time a company joined it in 1967 – Sanbra, of the multinational group Bunge Born – new medical centers were opened in other municipalities of the metropolitan region of Recife. Hospital Santa Joana (Santa Joana Hospital) Conceived and designed to revolutionize the medical and hospital services that existed in the Northeastern region, the complex, opened in 1979, brought different services in several specialties in addition to a new concept in hospital architecture. Santa Joana Hospital owns one of the largest private emergency facilities in the State of Pernambuco, with nine specialties working under one regime integrated with Santa Joana Diagnóstico (Santa Joana Diagnosis Center), a leader in Preventive and Diagnostic Medicine in the region.. It has a Clinical and Surgical Unit, and an OncoHematology and Bone Marrow Transplantation unit, Intensive Care Units for Adults, Cardiology, Pediatric and Neonatal patients, and three surgical centers. It is renowned for its pioneering spirit and developed a policy of investing in cutting-edge technology and improvement of its human resources, always seeking to offer physicians and patients a higher
It has a Clinical and Surgical Unit, and an OncoHematology and Bone Marrow Transplantation unit, Intensive Care Units for Adults, Cardiology, Pediatric and Neonatal patients, and three surgical centers
“The determination to break paradigms and bring new global concepts of hospital medicine to Recife is a reality” – President of Hospital Santa Joana, Dr. Francisco Estacio Fernandes Vieira
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C O M PA N Y N A M E
Bone Marrow Transplant and Oncology Unit
standard of quality. Recently, the Multi-emergency facilities have started a new service model, where in addition to physical expansion and growth of human resources, an online monitoring system for patients was recently implemented – the PID (Patient Intelligent Identification) – using RFIDbased technology. Hospital Memorial São José (São José Memorial Hospital) Helping establish the State of Pernambuco as a national medical center, the hospital unit was founded in June 1989, bringing with it quality of 124
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Santa Joana Diagnosis Advanced Unit
care, innovative concepts and complex procedures and exams. The infrastructure comprises six buildings that offer, among others, the services of general and pediatric emergency, ICUs, three surgical centers—one of which is exclusive for the Memorial Mulher (Woman’s Memorial)— in addition to 15 medical units covering several specialties. Above all, Memorial São José was the first hospital in Brazil to hold the ISO 9001:2000 in nursing. The hospital also has CENDOR (Specialized Neurosurgery and Pain Center), the first service aimed at fighting the pain symptom in the region, with a multidisciplinary team of physicians and neurosurgeons. w w w. g f v. c o m . b r
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Intensive Care Unit (ICU)
Memorial Diagnรณstico (Diagnosis Memorial) and Santa Joana Diagnรณstico (Santa Joana Diagnosis Center) Expanding the work in the health sector, the two imaging diagnosis centers represent the most advanced centers in the area, making them leaders in Preventive Medicine in the Northeastern region. Memorial Diagnรณstico (Diagnosis Memorial) is one of the most complete centers of diagnosis in Brazil, while Santa Joana Diagnรณstico (Santa Joana Diagnosis Center), through its two units, maintains a full structure of diagnosis medicine that offers more than 400 tests. With focus on the constant improvement of its services, consolidating day-by-day its position among the most modern hospital centers in the country, Grupo Fernandes Vieira has 335 beds installed, 113 ICU beds and 24 surgery rooms. NATIONAL SECTOR X REGIONAL SECTOR According to Dr. Eustรกcio Vieira, the Brazilian health sector, which accounts for more than 9 percent of the Brazilian GDP, needs standards for 126
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integrated health policies. “We need a regulation that offers increased legal guarantee to the participation of private companies in public health, and projects such as the PPPs (Public & Private Partnership), PDPs (Partnerships for Productive Development) and Social Organizations (OS),” he explained. The president also reinforces the law passed by the government in January this year, about the admission of foreign investors in the health sector. “With the new law, private hospitals are allowed to receive foreign investors and have foreign individuals and companies as holders of their equity interest. This initiative is expected to enable a greater flow of investments in the sector,” he said confidently. As for the regional scenario, Dr. Vieira explained that Recife is one of the most advanced medical centers in the country, and emphasized, “The supplementary health market in Recife has a very special distribution, for it has not allowed, so far, the dominion of any service provider, and up to this moment the only company that has its own hospital is Unimed Recife. It is easy to understand that cities and states where service providers lead the market and have their own medical and hospital services reflect natural difficulties for the development and sustainability of other services.” To combat any challenges within the sector, GFV maintains guidelines in the implementation of international standards of Quality and Safety: optimization and focus on results, with continued
Memorial São José Hospital complex
“The focus of the Group, in terms of investments, is on growth, improvement, expansion of services and use of cutting-edge technology” – President of Hospital Santa Joana, Dr. Francisco Eustácio Fernandes Vieira
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Memorial São José Hospital facace
training and functional development, in addition to improving health services with excellence in the cost/benefit involved in the processes. “It is important to reinforce that even when faced with the challenges, the Group defined its record of accomplishments supported by a strong policy of investment, growth and expansion, in addition to permanently focusing on improving the services and the management,” defended the president. 128
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National Association of Private Hospitals – ANAHP Grupo Fernandes Vieira (GVF), by means of the President of Hospital Santa Joana, Dr. Francisco Eustácio Fernandes Vieira, is a co-founder of ANAHP. From the very beginning, GVF has belonged to its governing board, and later to its board of directors, solidifying the group as being the only representative to be involved since its foundation. The partnership with ANAHP is one of the options to be always ahead of issues related to health and the laws of the sector. “As the hospital is a nominal member of ANAHP, we have the support of the board of directors to, among other things, find options to meet the financial difficulties of service providers in the health sector,” Dr. Vieira said. “If there is not a solid alignment shared among the medical and hospital services with the service providers, there is no way the final product will serve the parties involved well.” In recent years, ANAHP has become more open to the relationship with private, public and governmental institutions, discussing and contributing to studies and proposals for the health sector in Brazil. One great example is the “White Paper,” a set of proposals for discussing the sustainability of the Brazilian health system. QUALITY AND GROWTH By means of internal and external training sessions, e-learning, attendance to conventions, investments in post-graduation programs and the Continued Education Services that continuously promote the development and qualification of assistance professionals, the GFV offers assistance safety, efficiency and quality.
“It is important to reinforce that even when faced with the challenges,
the Group defined its record of accomplishments supported by a strong policy of investment, growth and expansion.” – President of Hospital Santa Joana, Dr. Francisco Eustácio Fernandes Vieira w w w. g f v. c o m . b r
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Clinical Surgical Unit
It has a partnership with some companies including the Consórcio Brasileiro de Acreditação (CBA), a partner in the process of preparation and maintenance of Hospital Accreditation of JCI, and Consultoria Falconi, experts in Business Management that supported the remodeling of the management system, with focus on the use of PDCA method through the clear definition of goals and monitoring of results. Moreover, within a process of continued improvement, in 2014 it started an agreement with Fundação Dom Cabral (FDC) through the adhesion to PAEX (Partners for Excellence Program), the purpose of which is the interchanging, interaction, development, adaptation of business management technologies, and the 130
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training of professionals, all aimed at improving the competitiveness of companies. In 2014, the group revenue exceeded USD $124.6 million, and the growth of the company in comparison to 2013 was of nearly 11.3 percent (USD $12 million), particularly due to the expansion of the emergency sector, increase of highly complex procedures and surgical procedures, and the expansion of the intensive care units. “The focus of the Group, in terms of investments, is on growth, improvement, expansion of services and use of cutting-edge technology,” concluded Dr. Vieira. As for the future, progress is still in the plans. Already nearing completion are the new façade for the Santa Joana Hospital Complex and an extensive project for improving accessibility with the expansion of the central reception and construction of three new elevator towers. For 2016, the construction of a 12-floor tower, 128 beds and a four-floor garage building, in addition to a new building specific for Oncology, is expected. The expansion of Memorial São Jose Hospital Complex has already been approved, containing a tower with 170 beds, a garage building with 2,140 car spaces, a 339-bedroom hotel with an additional 238 car spaces, a 506-room business building, a Medical Center with 162 physician’s offices, a mall with 51 shops, and a 300-seat convention center.
Company Information INDUSTRY Healthcare HEADQUARTERS Recife, Pernambuco - Brazil EMPLOYEES Approximately 3.000 PRODUCTS / SERVICES Neurology, Trauma and Orthopedics, Cardiology, Clinical Practice and Surgery, Pediatrics, Neonatology, Oncology and Bone Marrow Transplantation, among others DIRECTORS Executive Director: Juliana Vieira Medical Relations Director: Dra. Lígia Arruda Technical Director: Dr. João Lampropulos Santa Joana Diagnosis Center Director: Fernanda Vieira Administrative Director: Marcelo Vieira
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Hospital Bandeirantes:
70 years of excellence and tradition in healthcare
The institution, a complete hospital complex, offers services in many specialties, mainly the Centers of Reference in Cardiology, Oncology, Diagnosis and Neurosurgery Written by: Flรกvia Brancato | Produced by: Karla Sohn 133
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W
ith over three thousand physicians and two thousand additional staff, the goals of Hospital Bandeirantes (Bandeirantes Hospital) are to maintain itself as a benchmark in the hospital sector and preserve the quality of clinical and surgical treatments. Hospital Bandeiras admits 16,000 patients and performs 11,000 surgeries annually, offering expert humanized assistance. With nearly 70 years of recognized service in highly complex and varied services like neurosurgery, cardiology, diagnosis and oncology, the institution is a winner of a certificate for excellence from the National Accreditation Organization (ONA.) Last year it also became only the sixth hospital in Brazil to be certified Diamond by Canadian Qmentum International. Always concerned with innovation that creates solutions in assistance and health promotion, Hospital Bandeirantes bases its strategic planning
Hospital Bandeirantes architecture
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on trend and market expectation analysis, infrastructure innovation and modernization, customer needs, continued improvement of its human capital and policies that reduce its impact on the environment. ENVIRONMENT AND PROFESSIONAL RESPONSIBILITY “Bandeirantes consolidates its business model and at the same time incorporates actions and projects that cover the reduction of the impacts of its activities on the nature and on the community. It invests in eco-efficient technologies and internal programs of environmental awareness,” points out Rodrigo Fernandes Teixeira Lopes, CEO of Hospital Bandeirantes. Based on service, safety, excellence and a commitment to its employees, the institution is recognized as a Green Hospital, a distinction supported by its use of sustainable resources like Water for Reuse and Ecoefficient Autoclaves. As a result, our own Áurea Barros was nominated for the list of 100 Most Influential People in Healthcare. Through investment in equipment and personnel training, the hospital aims at consolidating a harmonious management model while continuing to create solutions for challenges in its sector.
“Bandeirantes consolidates its business model and at the same time incorporates actions and projects that cover the reduction of the impacts of its activities on the nature and on the community.” – CEO of Hospital Bandeirantes, Rodrigo Fernandes Teixeira Lopes
H O S P I TA L B A N D E I R A N T E S
According to Lopes, training employees is essential to maintaining its service quality. “We focus on a whole and specialized medical staff and constant academic updating available through the Teaching and Research Institute. Our Corporate Education also offers specialization training and post-graduate programming,” he explains. “Working in several areas, focusing on service excellence, highly complex medical expertise and employee well-being is our great differential,” adds the CEO. Hospital Bandeirantes’ professional improvement process encourages the employee to constantly improve themselves. So the hospital conducts internal and external actions including technical and behavioral training and leadership development. The purpose of it all is to support employees’ short and long-term education at any of several schools in the market.
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Management Executive Director: Rodrigo Fernandes Teixeira Lopes Institucional Relations Director: Dr. Marcelo Medeiros Administrative Director: Reynaldo Neiva
ICU
PROCESSES AND TECHNOLOGY Process Control Hospital Bandeirantes uses exclusive software to expand service, safety and quality, simultaneously reducing waste and increasing productivity. Integration of this software into the hospital management system and its application to the Surgery Center enables the optimization of services, generating more time to assist the patient. One of the main advantages of deploying this software throughout the entire service process of the Surgery Center is that we can monitor the patient from bed to bed. Patient Safety To secure patient safety throughout, the hospital uses electronic medicine and material dispensers
Clinic Director: Dr. Mario Lúcio A. Baptista
“Working in several areas, focusing on service excellence, on high complexity and employees’ well-being is our great differential” – CEO of Hospital Bandeirantes, Rodrigo Fernandes Teixeira Lopes
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PET/CT scanners
in its semi-Intensive Care Units, Intensive Care Units and the Diagnosis Center. The state-of-the-art automation equipment stores, controls and organizes items, providing guarantees and safety in the administration of medicines; not to mention expediting patient assistance. The electronic dispenser also reduces waste and provides increased stock control. Cisco Cisco is a convergence network that focuses on structuring and modernizing the telecommunications of the institution. Its scope comprises network assessment, solution design, implementation, maintenance and monitoring of the data network, IP telephony, unified communication, 138
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MRI control room
implementation of infrastructure for video conference, wireless, logic security, physical safety, distribution of contents and monitoring. Zeiss Pentero Microscope The Zeiss Pentero microscope, the top investment in its kind of technology, is the only one to offer full integration between surgery and intra-operative diagnosis tests such as brain angiography (fluorescence system) which assists the surgeon in successfully performing surgery. The system allows photographing and shooting the entire procedure with Full HD technology, enabling the sending of every image to the patient’s electronic medical record. w w w. h o s p i t a l b a n d e i r a n t e s . c o m . b r
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H O S P I TA L B A N D E I R A N T E S
Hemodynamics room
However, Lopes continues to emphasize safety and quality routines. “Bandeirantes implements prevention protocols and follows medical protocols according to the best hospital practices. It evaluates its patients through prognostic scores that help assert the treatment, in addition to following indicators of effectiveness of the implemented protocols,� he explains. The hospital also has a notice system incorporated in all the units. Finally, its risk management committee, comprised of a multidisciplinary team, monitors the effectiveness of the prevention protocols. 140
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Company Information INDUSTRY
Medicine and Healthcare HEADQUARTERS
São Paulo - Brazil E S TA B L I S H E D
May 7th, 1945 EMPLOYEES
1.700 PRODUCTS/ SERVICES
As for the future, growth is the trend. “In the coming years, we will work not only to consolidate our reference specialties, but also on an increasingly solid perspective of investment in the offer of hospital and ICU beds. Our plans include the restructuring of the emergency room, seeking to improve customer service and maintaining our standards of excellence,” concludes Lopes.
Diagnosis Center, Urgencies and Emergencies, Reference Centers, High Complexity Service, Surgical Center, Check-up, Outpatient Specialties
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Competitiveness in infrastructu and acquisitions of major brand Subsidiary of the southern hemisphere’s largest pharmaceutical industry, factory has annual production capacity of 880 million tablets Written by: Flåvia Brancato | Produced by: Karla Sohn
ure ds
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ASPEN PHARMA
W
ith a mission to produce, promote and market medicines that provide benefits to the health and quality of life of the population, Aspen Pharma Brazil combines excellence, innovation and quality in its comprehensive product line. This line includes brand name medications, similars, generics, herbal medicines, biological, food and cosmetics. Aspen Pharma Brazil is a subsidiary of the African, Aspen Pharmacare-main, the largest pharmaceutical company in the southern hemisphere and the ninth largest global manufacturer in the similars and generic segment. Developing its products under the command of highly skilled scientists, as well as other global pharmaceutical and renowned research centers, the company has approximately 400 professionals employed in their Rio de Janeiro headquarters and plant in the municipality of Serra, EspĂrito Santo. With an annual production of 880 million tablets and 20 million bottles of capsules, creams, gels, and other pharmaceutical forms, Aspen Pharma meets Brazilian and international market demands for prescription and over-the-counter (OTC) medications. The supply chain in Rio de Janeiro with account planning experts and purchases is centralized through a
Aspen Pharma reception room, Rio de Janeiro
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Aspen Pharma office, Rio de Janeiro
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Proud of the past and trust in the future. A story full of conquers and success and a brilliant future ahead: this is the scenario for NORTEC QUIMICA S.A, researcher and manufacturer of APIs, that completes thirty years of partnership and cooperation with pharmaceutical industry extra health to face the challenges of a new era. Nortec produces active molecules for reference medicaments, generic and similar with its own technology and with the same excellence applied to the products for Brazilian Public Health System. Learn more visiting www.nortecquimica.com.br and discover why we are so much proud of the past and trustful in the future.
Nucleus of partnership, research and technology
WWW.NORTECQUIMICA.COM.BR
Cleaning and conservation; Professional gardening; Entrance management; General maintenance. Aspen Pharma – A great customer. A successful partnership
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Magnesium hydroxide Phillips
team of buyers and a coordinator. Among the main companies are GSK, Takeda, MSD, Nortec Quimica and Wanbury. OPERATIONS Aspen Pharma Brazil’s main goal is to supply the international market. However, it also wants to ensure the group’s expansion into Latin America, with a focus on growth through global acquisitions with other multinationals. The company has received investments conferring greater competitiveness in infrastructure and its product portfolio. Among the business units of the Brazilian subsidiary are prescription products, herbal remedies, SNC and OTC. The main brands
“In a recent continuous improvement project, we achieved 40 reduction of time spent in one of the stages of the manufacturing process which resulted in the optimization of productive capacity” – CEO, Alexandre França
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ASPEN PHARMA
“For 2015, the company intends to expand the production capacity and expand the infrastructure of Serra” – CEO, Alexandre França
Aspen Pharma factory in Serra, ES
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currently marketed by the company are Insunorm, Calman, Phillips Milk of Magnesia, Digoxin, Agrastat, Imuran, Aldosterin, Aldomet, Indocid, Kwell and Zyloric. Aspen Pharma Brazil also has a line of hospital products including Eutropin, Cellexina, Aldosterin, Formet and others. Focusing on business development, the company has an ongoing expansion plan. Aspen Pharma Brazil’s CEO, Alexander France, states: “For 2015, the company intends to expand the production capacity and the infrastructure in Sierra. In addition, we have plans to invest in the sector and launch a new phytotherapeutic product at the end of the year.” GROWTH AND QUALITY The grand growth strategy is to acquire major brands. In August 2012, Aspen Pharma Brazil commercialized Phillips Milk of Magnesia, Kwell and Nedax, formerly controlled by GlaxoSmithKline (GSK). To control operation quality the company invests in a process of improvement. “In a recent continuous improvement project, we achieved a 40 percent reduction of time spent in one of the stages of the manufacturing process. This resulted in the optimization of productive capacity,” explains the CEO. Above all, the plant meets all programs required by legislation, including good manufacturing practices, medicine and occupational health, accident prevention and health care waste
Aspen Pharma meeting room, Rio de Janeiro
Aspen Pharma reception room, Rio de Janeiro
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Cynara scolymus L. 312,5mg
management. France highlights the recycling project adopted by Aspen Pharma Brazil: “Still as part of incentive programs to improve quality of life and social and environmental responsibility, we promote the selective collection of waste and recycling”.
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PERSONNEL MANAGEMENT Aspen Pharma Brazil provides several incentive and training programs to its employees. “Breakfast with the President” provides an opportunity to chat with the CEO. Workers are
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encouraged to offer opinions, state complaints and give praise. On “Happy Friday” offices close at 3:00 p.m. so employees can get home earlier, avoid traffic, pick children up from school, and so forth. “To evaluate and strengthen the qualifications of our staff we have the Training and Development Program. ‘Talent Scout’ is our internal recruitment program that seeks to identify, recognize and value the human resources of Aspen Pharma,” explains France. Aspen Pharma Brazil completes Performance Appraisal Plans—a tool to identify and coach within the company, because it’s always concerned with the quality and opinion of the entire team. There is also the reward and recognition program, “Thanks,” which aims to recognize and promote new ideas, attitudes, resilience and dedication. Aspen Pharma Brazil is proud about ending the fiscal year 2012-2013 with R 170 million in revenues and an increase of 42 percent in sales. The CEO adds that corporate recognition is important but not as much as access to health. “The company spares no efforts to contribute in all countries where it operates. Sustainability and distribution of medicines are among the most important issues for the lab. To this end, Aspen increasingly provides a diverse range of high quality products and affordable prices ,” he concludes.
Company Information INDUSTRY
Pharmaceutical HEADQUARTERS
Rio de Janeiro, Brazil E S TA B L I S H E D
2008 EMPLOYEES
400 ANNUAL REVENUE
2012/2013 - US$ 61 million PRODUCTS/ SERVICES
Brand-name medications, similar, generics, herbal medicines, biological, food and cosmetics
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ABRIFAR:
BRAZILIAN ASSOCIATION OF IMPOR OF ACTIVE PHARMACEUTICALS, CO FOOD AND ADDITIVE INGREDIENTS Written by: José Abdallah Nehme | Produced by: Karla Sohn
RTERS AND DISTRIBUTORS OSMETICS, VETERINARY,
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C O M PA N Y N A M E
History With 18 years of existence the ABRIFAR is an association created by the union of entrepreneurs of import and distribution of inputs pharmaceuticals, cosmetics, veterinary, food and food additives, being a non-profit institution. Currently, the associated companies holds 90% of the distribution market and import in the area of raw materials and inputs active pharmaceutical, whose objective is to develop the activity of distribution in order to meet the needs of industries, pharmacies and laboratories. 154
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SECTOR
Became spokesman next to governmental agencies, the ABRIFAR dedicated to legal and regulatory issues relevant to the activity, the technological development of the members and, to the improvement of logistics and distribution processes, in order to ensure the efficiency of this important link in the pharmaceutical chain, being recognized as an institution of the reference segment of distribution and importation of APIs nationwide.
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A B R I FA R
President of ABRIFAR, JosĂŠ Abdallah Nehme
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Quality The main priority of ABRIFAR is to guide its members in the areas of health regulation and market, so that its members become harmonized with regulatory requirements, as the goal is to ensure the quality of raw materials / pharmaceutical ingredients that must be provided to the market, beyond theregulatory guidance and technical support to ABRIFAR actively participates in discussions together to regulatory agencies such as ANVISA, in matters relating to industry issues and other areas of relevanthealth. Where does the raw material / pharmaceutical ingredient? Brazil imports currently about 95% of the raw material / pharmaceutical ingredient in the manufacture of medicines in Brazil, and growing every year the sale of medicines and soon Brazil will occupy the fourth place among the countries that consume medicines. Therefore, it is necessary to know very well the international manufacturers of these pharmaceutical ingredients and our associates have high knowledge of international market combined with thetechnical knowledge that their quality professionals have, guarantee materials / pharmaceutical ingredients of qualified suppliers materials.
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A B R I FA R
MEDICINES SALES IN BRAZIL PERIOD: 2003 A 2014 30.000.000.000
26.910.412.191 25.716.828.089
25.000.000.000
25.394.509.485
26.917.152.789
20.632.414.296
20.000.000.000
15.406.961.454
15.000.000.000
14.648.704.823 9.868.158.578
12.179.582.492
10.000.000.000 5.903.242.169 5.000.000.000
7.953.595.364
4.852.551.683
0 2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
US$ values
Source: ABRIFAR / IMS
BRAZILIAN IMPORTS API’S (IFA’S) 3500 2880
3000 2421 2500
2086
2000
2108
1648
1500 1085 1000
2561
2612
1135
1156
886
500
0 2003
2004
2005
2006
2007
2008
2009
US$ FOB Millions
Source: ABRIFAR / SECEX
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2010
2011
2012
2013
2014
BRAZIL
Active Pharmaceutical Ingredients Record - APIs One of the major current regulatory points, was the obligation of Active Pharmaceutical Ingredientsrecord assets in Brazil, through the RDC 57, in 2009, he published to date two lists (IN15 / 09 and IN03/ 13) with the first 30 active pharmaceutical ingredients that require registration for their marketing, thisregulation aims to increase the traceability and the quality of the active pharmaceutical ingredients used in the manufacture of medicines in Brazil, regarding this theme ABRIFAR have an active and ongoing discussion with ANVISA, from the beginning, causing our members have currently a great technical knowledge on the criteria required for the registration and combined with the market knowledge to become great partners for IFA’s international manufacturers interested in trade with Brazil. Future The ABRIFAR maintains its main objective the commitment of its members with the quality of supply ofraw materials / pharmaceutical ingredients to the market, using their market knowledge combined withtechnical and regulatory knowledge in the area of pharmaceutical ingredients and raw materials, keeping will always get updated and harmonized with standards and industry trends.
Association Information NAME
ABRIFAR INDUSTRY
Pharmaceutical, Veterinary, Food and Cosmetics HEADQUARTERS
São Paulo, SP - Brazil E S TA B L I S H E D
1997 NUMBER OF MEMBERS
33 MANAGEMENT
President: José Abdallah Nehme
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