Healthcare Global - December 2014

w w w. h e al t h c ar e gl o b al.c o m

D e c e m b e r 2 014

supply chain

Driving Out Costs Through Transformation

top 10

Most Beneficial Healthcare Donations 2014

special

report

Big Data

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

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e d i to r ’ s c o m m e n t

Cheers to a prosperous new year As the year comes

to a close, it’s a time to reflect on the

successes achieved and take note of how to improve for the coming year.

Big data is relatively new in the world of healthcare but will play a major role in the short future in the collection of patient information and the overall level of care. Our feature this month takes a look at the successful baseball industry, primarily in regards to its usage of big data to improve statistics. We take note of their most successful implementation methods and discuss how the healthcare industry can benefit from doing the same.

Staying within budget and increasing efficiencies are at the forefront of health system outlooks for the new year. To help hospitals and medical practices prepare, we compiled seven steps to supply chain transformation that can create viable solutions for long-term success.

We wrap up the December issue of Healthcare Global by sharing the Top 10 most beneficial healthcare donations of 2014.

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

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

Contents

Features S U P P LY CH A I N

Top10 Most Beneficial Healthcare Donations of 2014

Driving Out Costs through Healthcare Supply Chain Transformation

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technology

18

What Baseball can teach the Healthcare Industry about Big Data

24 5

Contents

46 AstraZeneca

62 Empresas SB

78

The Valley Private Hospitals

34 Medtech Ethiopia company profiles Africa

Australia

34 Medtech Ethiopia

78 The Valley Private Hospitals

America Latina 46 AstraZeneca México 62 Empresas SB

86

ESSA

94

CAA

Associations

86 Exercise & Sports Science Australia (ESSA) 94 Chiropractors’ Association of Australia (National) (CAA)

Brazil 100 Grupo São Francisco

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S U P P LY CH A I N

Driving Out Costs through Healthcare Supply Chain Transformation Wr itte n by: Ti na Vatan ka M u r phy, Se n i o r Vi c e Pres i de nt, G lobal Mar kets , G HX

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S U P P LY CH A I N

The healthcare supply chain is evolving to address the challenges facing the industry. Here are seven steps to create solutions for success It’s well known that the U.S. healthcare system is in crisis mode.

U.S. hospitals and health systems are facing declining revenues due in large part to healthcare reform measures, with provider organizations being pushed to achieve certain patient care quality metrics or risk cuts in Medicare reimbursements.

Some in the industry are embracing major changes to control costs and increase business efficiencies – both paramount to the future of healthcare.

And they are using their supply chains to help drive that transformation.

By making their supply chains a strategic asset, forward-thinking organizations are finding new ways to meet operational, clinical and financial imperatives.

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Challenges to Transformative Change Healthcare as an industry has been slow to embrace change in the supply chain.

While many leading organizations view their supply chains as strategic assets

D r i v i n g O ut Costs

and have taken steps to automate processes, improve data quality and increase access to information on which to base business decisions, others are still plagued by inefficient manual processes, inaccurate data, lack of visibility and poor business intelligence and reporting.

Key challenges to transformative change in the healthcare supply chain include: Number of industry players: Unlike other industries in which there are just a few big players, in the U.S. alone there are nearly 5,300 acute-care hospitals, each of which has hundreds – and sometimes thousands – of vendors.

Vast amounts of ever-changing data: The healthcare supply chain must deal with a tremendous amount of data, such as contract information, that changes frequently. Every year, on average, changes are made to one-third of the 30 million plus medical-surgical products on the market in the U.S., and each GPO is estimated to make as many as 30,000 changes to contract data each month.

Disparate IT systems and lack of data standards: Disparate IT systems that don’t share infor­mation, and the difficulty of incorporating global data standards for unique organization, location and product identification into procurement processes, add to the complexity.

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S U P P LY CH A I N Turning Challenges into Opportunities Despite the obstacles, many healthcare organizations, confronted by compel­ling reasons to change, are beginning to break down the barriers and build the supply chain of the future.

That supply chain will be lean, quick to respond to opportunities and challenges, and viewed as a strategic imperative for the financial health of the entire organiza­tion. And perhaps more importantly, it will be sustainable.

As the largest business community in healthcare, GHX connects hospital supply chain, finance and clinical professionals with their suppliers and partners, providing services and solutions that enable them to improve operational efficiency and drive down costs. The company does this by automating supply chain processes, increasing visibility into information and providing business intelligence tools that enable providers and suppliers to make more informed decisions.

GHX has identified seven steps to healthcare supply chain transformation. By following these steps, hospitals and health systems 12

December 2014

‘GHX has identified seven steps to healthcare supply chain transformation.

By following these steps, hospitals and health systems can turn the weaknesses in their supply chains into strengths’ can turn the weaknesses in their supply chains into strengths, creating viable solutions for the long-term success of their organizations.

1. It All Begins at the Top Because supply chain touches a broad range of functions within a healthcare organization – operations, clinical departments, finance, value analysis,

D r i v i n g O ut Costs

and so forth – true transformation requires a clear mission set forth by upper management. Significant improvements in business processes, technologies and data require the C-suite to serve as champions for this change and build support within the organization.

2. Start with a Goal and a Vision Healthcare organizations that have successfully cut costs and improved efficiency through their supply chains all began with a vision that was aligned with organizational objectives. In today’s healthcare environment of cost-pressures and sweeping reforms, most hospitals and health networks

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S U P P LY CH A I N have established organizationwide goals for cutting costs while maintaining the quality of patient care.

Healthcare executives are increasingly turning to their supply chain departments to play a pivotal role in these efforts. Supply chain leaders need to be bold and demonstrate to the C-suite how they can have a positive impact on their organization’s bottom line.

3. Break out of the Silos Traditionally, the various departments within healthcare organizations have functioned in separate silos, as they do in many other indus­tries.

Finance, procurement, accounts payable, physicians, clinicians, and IT develop tight-knit groups and become isolated in their work. Breaking down the silos by putting people with different backgrounds and perspec­ tives together and enabling them to understand each other’s issues is a critical component of supply chain transformation.

4. Technology as an Enabler Healthcare providers traditionally have invested less in information technology. The money they do invest 14

December 2014

primarily goes for clinical IT systems.

Despite a federal government requirement that encourages this trend, a recent study by Oracle Healthcare Insight makes an argument for greater investment in back-office automation and process improvement, stating that organizations can realize operating cost ratios that are 2–4 percent better than those of their peers.

Through its work with hospitals and the suppliers, GHX has found that the following technologies are necessary for successful supply chain transformation: • Purchasing automation • Contract and price management • Content management • Requisitioning workflow and price control/ contract compliance • Invoice and payment automation • Business intelligence and reporting across all levels of the organization While technology can be a powerful enabler, it’s also recognized that

D r i v i n g O ut Costs

‘Leaders have an opportunity to play a strategic role in their organizations by providing greater spend visibility’ technology is only as good as the data that feeds it. Data plays a key role in providing the foundation on which healthcare supply chain management technol­ogy is built. Without great content (right item, right description, right price), the focus of a technology solution shifts from process automation to workflow enablement as more players must participate to ensure that the right data goes to the supplier when a product is ordered.

5. Doing Business a Different Way Too often, organizations make isolated tech­nology decisions rather than focusing on a plan to implement an entire solution.

Leading organizations, however, look at things more pragmatically, focusing on the implications of supply chain transformation for the entire organization. More importantly, they recognize that the benefits of 15

S U P P LY CH A I N

‘The most successful organizations invest in communicating the value, testing the solution, creating the right initial experience for users, and sustaining the change’

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D r i v i n g O ut Costs

technology can only be fully achieved by incorporating process changes into the transformation.

6. Align to Win Successful supply chain transformation requires strict alignment of resources throughout an organization to ensure proper execution. This includes alignment with IT, clinicians, administration and other key stakeholders to ensure new supply chain initiatives integrate seamlessly with existing technologies and processes.

7. Change Management is Imperative A key component for the success of any supply chain transformation initiative is gaining buy-in from everyone involved. The most successful organizations invest in communicating the value, testing the solution, creating the right initial experience for users, and sustaining the change. This requires a robust change management and communication effort. A detailed plan that addresses concerns about how the new system will alleviate current issues and how it will affect job tasks

while providing a clear long-term strategy that can be understood and embraced by everyone is imperative.

Change is happening everywhere in healthcare. Organizations that don’t embrace the change and reengineer their business processes accordingly run the risk of failing to achieve their mission – pro­viding high-quality patient care. But true transformative change is not easy. It requires time and a commitment to sustaining the change, even when leadership of an organiza­tion changes.

The healthcare supply chain is evolving to address the challenges facing the industry. Now, more than ever, supply chain leaders have an opportunity to play a strategic role in their organizations by providing greater spend visibility and identifying effective ways to cut costs.

Through process automation, technology improvements and greater resource alignment, healthcare organizations can build the supply chain of the future, one that will be leaner, more efficient and able to withstand the challenges ahead.

Click here to visit the GHX website

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TECHNOLOGY

What Baseball can teach the Healthcare Industry about Big Data Big data has played a major role in defensive strategies in the world of baseball. It’s time the healthcare industry took note W r i t t e n b y: S t e p h a n i e C . O c a n o

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TECHNOLOGY Baseball has never been a simple sport and now, it’s become an even more complicated science.

In the early days of Babe Ruth and Willie Mays, baseball managers followed a handful of truths to strategize a win: use right-handed pitchers against right-handed batters, left-handed pitchers against lefthanded batters, don’t hold the runner at first with two outs and a left-handed batter, and no left-handers at infield positions except for first base.

Defensively, it was also just as simple. Depending on if the batter was right- or left-handed, the shortstop would shift his position to either side of the second base.

Over time, the center fielder began to move his position, too – toward the right field while the right fielder guarded the line and vice versa during pitches. Gloves also got bigger.

The year 1964 saw the biggest defensive shift when Cleveland manager Lou Boudreau moved his shortstop to the right of second base 20

December 2014

against the legendary Ted Williams of the Boston Red Sox. Since then, the sport has never been the same.

Defensive shifting has become “epidemic” in the world of baseball, according to the Wall Street Journal, with Major League teams “shifting” 8,134 times last year, compared to just 2,357 times in 2011.

The approach to enhance optimal positioning on the field, however, is no longer being relied upon by intuitive hunches or reviews of previous games; rather, baseball has turned to big data to predict the best solution based on elements of a specific game.

One reason why defensive shifts are taking over the field is because of the sport’s transition to better technology. Major League Baseball has figured out what it needs to be successful and is taking every measure to obtain that success: clusters of cameras that measure depth and movement, computerimaging, and software that track the movements of players and the ball.

Today, with access to so much data, the cost-benefit analysis is making teams play the odds.

“If you’re not going to embrace some of this stuff,

H e adl i n e

Studying the sport of baseball has become a tacticians dream

you’re not giving your team the chance to win that you should,” Orioles Manager Buck Showalter told WSJ. But what does any of this have to do with healthcare? Well, everything.

Healthcare’s Big Data Integration The healthcare industry only recently began to integrate big data into

their systems, and because of this newfound change, a lot of uncertainty still remains: how to realize its value for quality care, bending the cost curve, how to share it and how to secure it.

Rising healthcare costs and policy changes are forcing healthcare to transform into a system that is more and more rewarding to providers for quality of care, as opposed to just 21

TECHNOLOGY volume. And that is where big data comes into play.

Steven Escaravage and Joachim Roski of Health Affairs Blog have spent some time working on big data projects with federal health agencies and other departments and what they have found is an overall lack of discipline, “unexpected in taking full advantage of big data’s potential.”

Many healthcare organizations are eager to get started on a big data project, and in their haste, do not consider what problems to focus on when compiling analytics. Additionally, organizations tend to stick with the data that is easily accessible and

‘It’s all about balance: understanding where one’s data comes from and an approach that starts with a problem, not a solution’ familiar, the duo reported, providing only a partial picture.

“Health organizations will get the most from big data when everyone sees the value and participates,” wrote Escaravage and Roski. “Too often though, initial analytics projects may be so self-contained that it is hard to see how any of the results might apply elsewhere in the organization.”

The healthcare industry has the potential to realize $300 billion in annual value by leveraging big data, according to a 2011 McKinsey report, but getting there will take trial and error.

This is where baseball comes into play.

Lessons from the Field At this point in time, the baseball industry has big data locked down.

Baseball can gather all sorts of data from the field – the type of

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H e adl i n e

The universal adoption of EHRs should enable the healthcare industry in its quest for a more ‘joined-up’ approach to information analysis pitch, the speed of a pitch, the location of a pitch to how the batter reacted to the pitch, which direction it was hit in and how hard it was hit.

Healthcare needs to move closer to optimal positioning and defensively shift to obtain this level of diverse analytics.

Much like the pitcher-batter dynamic, patient-doctor relationships can benefit greatly from the use of big data. The healthcare industry needs to find ways to quantify the aspects of those relationships that can easily be

measured and quantified.

Healthcare organizations are like the rookie playing in his first Major League game – they have a clear understanding of how the game works but lack the experience of their senior counterparts.

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

As Babe Ruth once said, “Every strike brings me closer to the next home run.”

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TO P 1 0

Most Beneficial Healthcare Donations of 2014 Can you guess who made the most beneficial donations to the healthcare industry in 2014?

W r i t t e n b y: S t e p h a n i e C . O c a n o

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top 10

09

Gordon and Betty Irene Moore

$50 Million

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University of California at San Francisco received a $50 million pledge from Gordon and Betty Irene Moore to establish a women’s hospital, which will be named after Betty Irene Moore.

Gordon Moore is a co-founder and chairman emeritus of the Intel Corporation, the technology company in Santa Clara, California.

Albert Marcotte

$30 Million Founder and president of Advanced Management Systems, Albert Marcotte donated $30,000,000 to the Dana-Farber Cancer Institute/Harvard Medical School in Boston. The gift will create the Marcotte Center for Cancer Research. www.dana-farber.org 26

December 2014

www.ucsf.edu

Most B e n e f i c i al H e alth c a r e D o n at i o n s of 2 0 1 4

07

Gordon Gund

$50 Million

08

Laura and Isaac Perlmutter Foundation

$50 Million Devoted to cancer research and treatment, the Laura and Isaac Perlmutter Foundation pledged $50 million to the New York University Langone Medical Center. The NYU Cancer Institute will be renamed the Laura and Isaac Perlmutter Cancer Center.

Isaac Perlmutter is chairman and former chief executive of Marvel Entertainment. The couple belongs to Langone’s Board of Trustees and has previously donated approximately $8 million to Langone.

Gordon Gund donated an estimated $50 million to the Foundation Fighting Blindness in Columbia, Maryland, matching gifts made to the organization to support research into new methods for treating degenerative diseases of the retina and restoring vision to those who are blind.

Gordon Gund is the chief executive of Gund Investment Corporation and is chairman and co-founder of the Foundation Fighting Blindness.

He lost his vision at the age of 30 in 1970. www.blindness.org

www.med.nyu.edu 27

top 10

06

Marc R. and Lynne Benioff

05

Henry R. and Marie-Josée Kravis

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

Henry R. and Marie-Josée Kravis donated $100 million to the Memorial Sloan-Kettering Cancer Center in New York to establish the Center for Molecular Oncology.

The center will analyze the DNA of patients and their tumors to match patients with medicines. Henry R. Kravis is a founding partner of Kohlberg Kravis & Company.

Marie-Josée Kravis is a member of the hospital’s Boards of Overseers and Managers.

www.ucsfbenioffchildrens.org

www.mskcc.org

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Most B e n e f i c i al H e alth c a r e D o n at i o n s of 2 0 1 4

04

Dennis and Carol Troesh

03

Ernest Rady

$100 Million

$120 Million

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

Ernest Rady, founder and chairman of American Assets, pledged $120 million to Rady Children’s Hospital Foundation in San Diego. The donation will establish the Rady Pediatric Genomics and Systems Medicine Institute. In 2006, Ernest Rady donated $60 million to the hospital.

lomalindauniversityhealth.org

www.helpsdkids.org

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Most B e n e f i c i al H e alth c a r e D o n at i o n s of 2 0 1 4

02

T. Denny Sanford

$125 Million Sanford Health in Sioux Falls, South Dakota, received a pledge of $125 million from T. Denny Sanford that will enable primary care doctors to use genetic testing and counseling to treat patients. To date, T. Denny Sanford has donated over $735 million to Sanford Health. He is chairman of United National Corporation. www.sanfordhealth.org 31

top 10

01

Stanley Family Foundation

$650 Million Founder of the Stanley Family Foundation, Theodore Stanley pledged $650 million to the Broad Institute in Cambridge, Massachusetts, for research into

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

Stanley’s commitment to support the work of the Broad Institute will consist of annual gifts during his lifetime followed by a bequest.

Taking prior gifts into account, Stanley’s philanthropy is support of the Broad Institute totals more than

Most B e n e f i c i al H e alth c a r e D o n at i o n s of 2 0 1 4

$825 million.

Since 2004, Ted Stanley and his late wife, Vada Stanley, have been instrumental to the progress made thus far in identifying the genetic risk factors for schizophrenia and bipolar disorder and the initiation of therapeutic efforts based on those discoveries. Their gifts made possible the establishment of the Stanley Center at the Broad Insti-

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

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Medtech Ethiopia Pioneers Domestic Industry Growth through Joint Venture and Acquisition Written by: Matthew Staff Produced by: Kiron Chavda

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Medtech Ethiopia

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

EPHARM emblem, representing the

M

edtech Ethiopia has signaled its intentions in recent years through various acquisitions and diversifications, and is well on its way to benefiting from its most significant investment to date.

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

Founder and Chief Executive Officer (CEO), Dr. Mohammed Nuri, was the innovator who noticed the concerning trend and has not looked back since deciding to form the country’s first pharmaceutical supplier.

“I am a doctor by background, and was really frustrated by the shortage of availability of pharmaceutical products in the country,” he said.

“This is what pushed me to go into this field and with the Ethiopian market untested at the time, we grew exponentially.

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

first and largest pharmaceutical factory in Ethiopia

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EPHARM acquisition EPHARM has been a government-owned organisation for the past 50 years, establishing an

s e c to r

EPHARM production

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

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

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

EPHARM products

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Medtech Ethiopia

af r i c a

them the relevant upgrades in training.�

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

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

Key Personnel

Dr. Mohammed Nuri Founder and Chief Executive Officer (CEO)

The Medtech sales team w w w. m e d t e c h e t h i o p i a p l c . c o m

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Medtech Ethiopia

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December 2014

af r i c a

Joint venture Collaborations, acquisitions and partnerships – both domestic and international – have been key features of Medtech Ethiopia’s vast expansion over the past 16 years.

The company now consists of four business units; pharmaceuticals, medical supplies, lifecare and general trading. The first comprised a large portion of the company’s early successes, relying on key partnerships in India and the Middle East to provide as many market-leading products as possible to Ethiopia.

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

To aid this slow, but concerted transition away from imports, Medtech Ethiopia has recently embarked on a joint venture with one of the UAE’s giant pharmaceutical companies, Julphar, as Dr. Nuri explained: “We signed an exclusive agreement with Julphar 12 years back, registering certain products from this company, and in 2012 we signed a joint venture agreement with them on a state-ofthe-art pharmaceutical manufacturing factory here in Ethiopia called Julphar Ethiopia PLC. “This factory was inaugurated by our Prime Minister and has received big public approval.”

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

“From five staff members in a three room office, with capital of $50,000, we have now registered more than 300 products from more than 20 global suppliers.

We are ISO certified and one of the top pharmaceutical companies in Ethiopia” - Dr Mohammed Nuri, Chief Executive Officer, Medtech Ethiopia

Medtech’s warehouse

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Medtech Ethiopia

af r i c a

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

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

Corporate Social Responsibility Being a pioneer from a business sense is very important to Medtech Ethiopia, but being a positive influence in the country outside of its profit-making activities is every bit, if not more significant.

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

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

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

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

3% Percentage of the company’s income donated to worthy causes over the past 10 years

Spring water development donation project

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Medtech Ethiopia

Ceramic tile product (left) and showroom

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

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December 2014

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

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

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

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

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

af r i c a

Company Information Industry

Healthcare headquarters

Addis Ababa, Ethiopia founded

Cattle exporting farm

1998

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

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

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

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

em p l o y ee s

1,500 revenue

Not Disclosed products/ services

Pharmaceutical

w w w. m e d t e c h e t h i o p i a p l c . c o m

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Closer to the Regional Patient with Innovative

Pharmaceutical Solutions The multinational pharmaceutical company in Mexico has been highly ranked for implementing global standards, developing human resources and for meeting the needs of patients and health professionals.

Written by: Mateo Rafael Tablado Interview and translated by: Rebecca D. Castrejon Produced by: Lucy Verde Interviewee: Ugo De Jacobis , CEO of AstraZeneca Mexico

ASTRAZENECA MExico

T

he noble purpose of connecting the general population with optimum health is shared by companies such as AstraZeneca, a global pharmaceutical manufacturer that goes beyond the production and commercialization of medicine, with a commitment in research and development to find cures and medical treatments for different conditions.

AstraZeneca has already invested $4 million in research and development

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

in Mexico this year

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

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

In Mexico, the company has certifications for being a Socially Responsible Company, awarded by the Mexican Center for Philanthropy or CEMEFI. “We work in a company with scientific leadership, intending to innovate product

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h ealt h care g lo b al

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

De Jacobis has more than 25 years of experience in the pharmaceutical industry.

He started working at AstraZeneca in 2001 as Marketing Manager, subsequently held executive positions at a regional level for the Latin American region in its offices in Miami, and years later he took over the post of Business Manager in Argentina, then became the General Manager of AstraZeneca Colombia, and since September 2013 Jacobis has been the CEO of AstraZeneca Mexico.

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

Headquarters in Mexico

Key People

Ugo De Jacobis CEO of AstraZeneca Mexico Ugo de Jacobis studied Business Administration at UNAM (National Autonomous University of Mexico), additionally he has a Diploma in Marketing from ITESM (Instituto Tecnológico de Estudios Superiores de Monterrey) and recently finished a Masters Degree in business from the The Thunderbird School of Global Management (located in Arizona, United States).

His experience in the pharmaceutical industry began in 1988 as a medical representative. He has held various positions in the field, such as product manager, marketing manager and business unit director.

De Jacobis joined AstraZeneca in 2001 as marketing manager; he then took a regional post in its office in Miami. Years later, the executive moved to Argentina to function as the new business unit director, and took the position of general manager of the operation in Colombia. In 2013, De Jacobis returned to Mexico to serve as CEO of the company in this country.

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

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

GMP Procedures

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

The flexibility of their employees is also part of its philosophy.

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

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

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in th pac e h ka ig gin he g st s w qu it ali h ty

Goncalves de México S de RL de CV Phone: 52 55 5899-8500 ventas@goncalves.com.mx www.goncalves.com.mx

E an xpe d su rien pp ce or t

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

ASTRAZENECA MExico

h ealt h care g lo b al

great place to work,” said De Jacobis.

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

AstraZeneca is one of the best places to work

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

due to social and green certifications

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

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

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

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ASTRAZENECA MExico

Future developments for AZ Mexico include the release of about a dozen new medicines over the next five years

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

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

AstraZeneca invested USD $4 million in research and development projects in Mexico 54

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Optimal quality control in the manufacture of medicines

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

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

“We have high standards, therefore we only work with suppliers who are equivalent to our own ethical values” – Ugo de Jacobis, CEO of AstraZeneca Mexico

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ASTRAZENECA MExico

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

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

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

AstraZeneca will expand its portfolio of molecules and drugs to treat more

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

supplier profile

diseases

CID - Grupo Knobloch

Industry: Measurement of Pharmaceutical and Dermocosmetic Market.

Established: 2000 Services: National and regional audits consumption of pharmaceuticals, skin cosmetics, hygiene and body beauty channel pharmacies and supermarkets in Mexico.

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

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

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

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c o m pan y name

Human resource s of AstraZeneca Mexico

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

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

Environmental Friendly Processes Some of AstraZeneca Mexico’s actions as a clean industry are: - Efficient use of energy that translates in an 58

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important reduction of resources and emissions.

- Water saving programs.

- Effective management of waste through recycling.

- Compliance with certification standards.

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

A Future of Closeness AstraZeneca Mexico’s future developments include the release of ten new medicines over the next five years. Another clear priority is to manage initiatives and partnerships to make drugs more accessible. w w w. a s t r a z e n e c a . c o m / m e x i c o

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ASTRAZENECA MExico

AstraZeneca’s laboratories are driven by innovation

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

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

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Company Information N ame

ASTRAZENECA Mexico In d u str y

Healthcare / Pharmaceutical H ea d q u arters

Mexico, Distrito Federal, Mexico founded

1999 re v en u e

USD $205 million-2014 w e b s i te

www.astrazeneca.com/mexico

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Written by: Mateo Rafael Tablado Interview and translated by: Rebecca D. Castrejon Produced by: Lucy Verde Interviewee: Matias Verdugo, CEO of Empresas SB

Enhancing

the

Consumer Experience with Pharmaceutical Innovations

Through creativity, alliances and new mechanisms. Empresas SB offers a wide variety of products that reach more than health, beauty and personal care products for its clients in Chile.

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E m p r e s a s SB

E

mpresas SB is a Holding that delivers a wide variety of products and services in the field of health, beauty and comfort for the national community and corporate clients.

Farmaprecio

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

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

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

Some of Empresas SB affiliates are: Salcobrand, PreUnic, MakeUp, Medcell, Medipharm, Pharma Benefits and Transportes Lira, among others.

Empresas Salcobrand Is a pharmaceutical retail company, founded in 2000 after the merger of two pharmacies: Farmacias Salco and Brand.

This modern enterprise moves, consolidates and aims to satisfy its customers through efficient

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

PreUnic Is a chain of stores, specialized in personal care and beauty, its ultimate goal is to create a bond of trust and loyalty among customers. PreUnic is a company with great national coverage, a successful business model and strong corporate values such as convenience, selection and personalized attention on-site.

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c o m pa n y n a me

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

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

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

MEDCELL Dedicated to the development of cosmetic, beauty, health and personal care products; nutritional and natural supplements in general. It 66

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s e c to r

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

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

Medipharm The pharmaceutical laboratory was founded in 1989 for the development of new drugs and to meet the needs of a wide range of medical specialties. It supplies to multiple pharmacy chains, and has ranked among the most prescribed laboratories in the country.

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E m p r e s a s SB Pharma Benefits Specializes in the administration of pharmaceutical benefits, such as online coupons for medications.

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

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

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

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

Empresas SB invests its own capital and thirdparty resources to establish a healthcare network, with programs for frequent shoppers, along with numerous alliances to bring wellness to as many people as possible and positioning themselves as a referent for Chileans.

“Our focus has been our people, the most important asset of the company” – Matías Verdugo, CEO of Empresas SB

“Our focus has been our people, the most important asset of the company; thanks to hem, we have been able to position ourselves as leaders,” said Mathias Verdugo, CEO of Empresas SB. Verdugo is an industrial engineer, graduated from Universidad Católica de Chile. He started working in Empresas SB in 2007 in the post w w w. s a l c o b r a n d . c l

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E m p r e s a s SB

All employees are trained and capable of delivering Empresas SB solutions

BodegĂłn SVR ancla

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

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

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

Strategic Growth Oriented to the Shopping Experience Every movement realized by Empresas SB is focused on reaching the consumer and strengthen brand loyalty by giving them a high level shopping experience.

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

Bodegon exclusivo vl

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Inside Empresas SB main distribution center in Chile

E m p r e s a s SB

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All experience employees trained new personnel to ensure best practices.

Key People

“We believe that at the end of the day, the shopping experience is what differentiate us,” said the CEO. Conscious Innovation Empresas SB is now closer to the Chilean consumer with new healthcare stores called Espacio Salcobrand. Espacio Salcobrand provides all beauty, health and personal care items in one place.

Ing. Matías Verdugo CEO of Empresas SB

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

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

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

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

Verdugo graduated in 2002 as an Industrial Engineer from Universidad Católica de Chile; He has taken courses in Lean Enterprise at MIT (Massachusetts Institute of Technology) and Administrative Innovation Strategies at Babson College, also in Massachusetts, United States.

His work experience includes working in the Chilean airline LAN as an analyst, in management control processes and supervisor of land processes.

He started working in Empresas SB in August 2007 as supervisor of management control.

In 2009, Verdugo was promoted to the management area of administration and finance; and in August 2013 he was appointed CEO of Empresas SB.

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E m p r e s a s SB as a way to empower them.

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

Suppliers Culture

PreUnic, a chain with personal care and beauty products

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

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

“We are committed to long term relationships with them, and we want to transfer our best practices to help them optimize management,” said the CEO. In the near future the company plans to increment training to suppliers, promote Propyme policies and social responsibility, as well as distinguish, reward and thank the work of the best suppliers.

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Social Responsibility, Salcobrand’s Pillar in the Community Converting buses into mobile pharmacies and translating specialists to remote communities to provide healthcare services, are just a couple of several efforts that Empresas SB does in the Chilean community, regardless of where they come from.

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

“We want to consolidate our position in Chile by making customers feel a significant change in the way they have been treated” – Matías Verdugo, CEO of Empresas SB

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E m p r e s a s SB

Aerial view of the company’s headquarters in Maipo, Chile

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

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

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Company Information

Customer Loyalty and Financial Growth Empresas SB is getting ready for many legislative changes in the healthcare industry in Chile that will promote the growth in bioequivalent product lines.

n a me

Empresas SB Industry

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

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

Pharmaceutical (retail, health, beauty, hygiene) headquarters

San Bernardo, Región Metropolitana, Chile founded

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

2000 em p l o y ee s

5,000 – 10,000 revenue

2013: US $1.000 million website

www.salcobrand.cl

– Matías Verdugo, CEO of Empresas SB

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The Valley Private Ho

Tying innovation with inve provide

With state-of-the-ar t technology, experienced The Valley Private Hospital has turned oppor tu Written by: Stephanie C. Ocano Produced by: Troy Barker

ospital:

estment to

staff and a vision for the future, unity into paramount success

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T h e Va l l e y P r i vat e H o s p i ta l

The hybrid theatre allows for all interventional and surgical specialties due to both a carbon fibre (cath lab style) and modular surgical set ups.

O

n the southeastern end of Melbourne, Australia sits a 24-hour operating, private acute care hospital that has been servicing the region for 30 years. Established to serve the growing population of Melbourne, the hospital has become a groundbreaking leader in health care with the most innovative technology and top-of-the-line equipment.

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

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

The Valley Private Hospital is fully accredited by the Australian Council on Health Care Standards and goes to great lengths to ensure its staff

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The very latest GE monitoring was purchased to complement our new ICU, including their latest large screen haemodynamic displays, and digitised remote patient review capability for our Intensivists and specialists.

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

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

With an initial roadblock of having Humble Beginnings to fight the government for its The Valley Private Hospital was location (a neighboring hospital was established 30 years ago when only 5 kilometers away), The Valley its founder returned from a trip Private Hospital began as a small to America and took note of how hospital but grew and developed emergency medicine was integrated over time to serve the massive into private acute health care. He population of southern Melbourne. returned to Australia with a vision “Melbourne’s population is about of creating a major hospital with an 4.5 million people, just behind emergency medicine component Sydney,” said Henderson. “We’ll to serve the growing surface of overtake Sydney’s population by the southern Melbourne. year 2030 – it’s a faster growing city.” w w w. t h e v a l l e y p r i v a t e . c o m . a u

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

– Neil Henderson, CEO

T h e Va l l e y P r i vat e H o s p i ta l

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

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

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

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

“When I took over as CEO of The Valley, Healthe Care made a major decision to reinvest in redeveloping and expanding,” said Henderson.

“So we totally redeveloped The Valley inside and out. It was a total makeover and we brought [the hospital] up to contemporary standards.”

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

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

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

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

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

technologies,” said Henderson.

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

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

T h e Va l l e y P r i vat e H o s p i ta l new operating theaters, the largest integrated digital theaters and then added an EOS, Nobel Prize winning, spinal imaging system from France.

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

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

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

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

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

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

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Company Information Industry

Healthcare headquarters

Mulgrave, Australia founded

1984 em p l o y ee s

1000 revenue

$80 Million products/ services

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

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Exercise & Sports Science Australia (ESSA)

E x e r c i s e & S p o r t s S c i e n c e A u s t r a l i a ( E SSA )

F

ounded in 1991 by a dedicate group of university academics Exercise & Sports Science Australia (ESSA is a professional organisation committed to establishing, promoting and defending the career paths of university trained exercise and sports science practitioners.

On completion of university study and having met ESSA’s membership and /or accreditation requirements, these professionals are eligible to join ESSA as exercise scientists, 88

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exercise physiologists or sports scientists. ESSA represents and advocates for these three distinct professional groups: • Exercise scientists - specialise in the design, implementation and evaluation of exercise and physical activity for healthy people. They provide programs for improving general health, the prevention of chronic diseases, health promotion and enhanced sports performance.

Exercise scientists work in hospitals, community health units, workplaces,

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gymnasiums and in education.

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

with Medicare Australia, the Department of Veterans’ Affairs and WorkCover and are recognised by most private health insurers.

• Accredited Sports Scientists Sports scientists hold, at minimum, an undergraduate honours degree in the field of exercise and sports science. Many sports scientists have a doctorate and specialise in an area of performance management.

They help individual athletes and teams to improve their sporting performance through the use of w w w. e s s a . o r g . a u

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E x e r c i s e & S p o r t s S c i e n c e A u s t r a l i a ( E SSA ) scientific knowledge, methods and applications in the areas of physiology; biomechanics; psychology; and motor control and motor development. They evaluate research, and they advise on the technical and practical aspects of training; injury prevention; technique; performance and recovery practices. Sports scientists work at all levels of sport.

Most exercise science graduates do not work in occupations where they are titled “Exercise Scientist” and are often employed as cardiac scientists, sleep technicians or corporate and workplace health consultants. Many also work in the fitness industry as personal trainers.

ESSA is committed to expanding the public’s awareness of an exercise scientist’s competencies and is particularly motivated to see the consumer become informed about the qualifications of their trainers.

The AEP profession has seen rapid growth in recent years, triggered by the decision of the then Health Minister Hon Tony Abbott to provide AEPs with access to Medicare provider numbers in 2006.

AEP services are now the fourth

most utilised allied health service in the Medicare-funded chronic disease management program, with demand increasing 900% since 2006. This demand is expected to continue because: • AEPs are increasingly recognised by medical and other allied health practitioners for their skills in chronic disease prevention and management • the incidence of chronic diseases is expected to rise significantly in coming decades • the evidence underpinning the efficacy of exercise in preventing and treating chronic disease and its cost effectiveness is strong (ESSA position statements, Exercise is Medicine factsheets, scores of Cochrane reviews) ESSA believes AEPs are still an underutilised allied health profession who have the potential to positively impact the health of many Australian including those with special requirements such as older people and those living with a mental illness or a disability.

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

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E x e r c i s e & S p o r t s S c i e n c e A u s t r a l i a ( E SSA )

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

ESSA has a strong and comprehensive regulatory system to ensure members uphold best practice professional standards and behaviour.

ESSA established the National University Course Accreditation Program (NUCAP) which provides universities with a framework to build courses of excellence in exercise and sports science and ensures graduate outcomes are aligned with industry requirements. From 1 January 2014 all AEPs must graduate from a NUCAP accredited course. Membership of ESSA not only provides for a robust accreditation and regulation system for exercise and sports science professionals but also offers access to the latest research through our internationally – recognised professional development program, EBSCO database and ACTIVATE industry magazine.

Company Information Industry

Health headquarters

Albion DC, QLD products/ services

Exercise and Sports Science Australia (ESSA), is a professional organisation which is committed to establishing, promoting and defending the career paths of tertiary trained exercise and sports science practitioners

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

)

C h i r o p r a c t o r s ’ A s s o c i at i o n o f A u s t r a l i a ( N at

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t i o n a l ) ( CAA ) The Chiropractors’ Association of Australia (National) limited (CAA) is the peak body representing chiropractors in Australia.

With over 3,000 members, the CAA is the largest chiropractic health body in Australia, and coordinates its efforts with its eight autonomous CAA state and territory organizations.

The CAA was established in September 1990 by the amalgamation of the then two national organizations: the Australian Chiropractors’ Association (ACA) and the United Chiropractors Association of Australasia Ltd (UCAA). The ACA, the elder of the two bodies, was founded in 1938 and the UCAA Ltd came into existence in 1961. Both organizations brought significant contributions of tradition and experience to the CAA. The CAA’s core purpose is to exist as the peak body representing Chiropractors and the CAA vision statement is to empower Australians to experience optimal health through chiropractic care and an active process of healthy lifestyle

aust r al i a

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

CAA National recognizes and supports the following core values: Chiropractors as experts in spinal health and well-being, the profound significance and value of chiropractic in health care in Australia, the highest standards of ethics and professionalism in the areas of research, education and practice, a commitment to evidence based practice – the integration of best available research evidence, clinical w w w. c h i r o p r a c t o r s . a s n . a u

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C h i r o p r a c t o r s ’ A s s o c i at i o n o f A u s t r a l i a ( N at

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

Joining the CAA is an investment in our members’ future and that of the chiropractic profession.

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

The CAA has two key events

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which take place each year: Spinal Health Week and the National Development Forum.

Spinal Health Week is a national initiative held every May where members have the opportunity to educate Australians about the importance of spinal health in improving overall health and wellness. They also get the chance to promote their clinics and the profession of chiropractic.

The week is enhanced by a theme that contributes to the overall

t i o n a l ) ( CAA )

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

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

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

Company Information Industry

Healthcare headquarters

Penrith NSW founded

1990 products/ services The Chiropractors’ Association of Australia (National) Limited (CAA) is the peak body representing chiropractors.

An underlying principle of chiropractic is “healthy spine, healthier life”. By offering expert drugfree spinal health care and lifestyle advice, chiropractors help Australians lead and maintain healthy lives.

With over 2,900 members, the CAA is the largest chiropractic health body in Australia, and coordinates its efforts with its 8 autonomous CAA state & territory organisations.

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S達o Francisco Group:

protection and quality for health in Brazil Present in the largest private hospital of highly complex diseases in the Region of Ribeir達o Preto, countryside of S達o Paulo, the Group brings excellence to sector and tradition to health care plans Written by: Flavia Brancato Produced by: Karla Sohn 101

São Francisco Group

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

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

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

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Ribeirão Preto Administrative Building

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

SÃO FRANCISCO HEALTHCARE Operating in the states of São Paulo, Minas Gerais, Mato Grosso do Sul, Mato Grosso and Goiás, São Francisco Saúde is one of the largest health care plan operators in the country, with emphasis on the service network comprised of its own units and accredited services. According to the superintendent of São Francisco Group, Lício Cintra, this unit experiences an organic growth based on the guidelines of its strategic planning. “By mapping some regions with potential for growth, aspects like the need to provide assistance in locations away from the urban centers, demands from prospective customers, regulatory specificities and, naturally, a previous analysis of health care service availability in the region of w w w. s a o f r a n c i s c o . c o m . b r

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São Francisco Group operation, are some of the strategies,” he explains.

Today, the structure has about 50 units, among assistance (clinics of medical specialties, 24-7 emergency and urgency units) and administrative units spread across 41 cities of the states served. To meet the demand, two units were opened this year for the issue of forms, authorizations for tests, surgeries and hospital admissions, one of them in Cachoeira Alta (GO) and the other in Pitangueiras (SP). The new unit in Rondonópolis (MT) provides services of issue of forms and sales of health and dental care plans. A specialty clinic with wide and modern facilities was opened in the city of Araraquara, countryside of São Paulo, and it offers elective services, previous scheduling in 18 medical specialties, in addition to a clinical analysis laboratory.

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

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Araraquara Specialties Clinic

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

“The focus on our expansion plan aims at delivering to clients, more and more, solutions that combine service quality with best management of medical costs” – Superintendent of São Francisco Group, Lício Cintra

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São Francisco Group

Ivenhema Specialties Clinic

São Francisco Physiotherapy

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

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

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Ribeirão Preto Specialties Clinic

bureaucratic.

STRATEGIES, GROWTH AND CHALLENGES With an average growth of nearly 30 percent per year, São Francisco is one of the fastest growing groups in the health care segment in the country.

With revenue of more than USD 242 million, the intent is to double the gross revenue to USD 614 million and reach 1 million users by 2017, always focusing on conciliating development with profitability and quality maintenance.

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

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

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São Francisco Group

Emergency facility

Cintra. Thus, by following such standards, all the companies of the group have developed the best practices of the market to stand out from their competitors. Indeed, in recent years, they remained with optimum qualification levels to ANS. Bringing ANS regulations as one of the main challenges of the sector, Cintra is also categorical and assumes that, in general, the consequences can be negative. “The increase in coverage without proper transfer pricing causes the segment to have reduced margins as a whole, which has led many operators to discontinue their business,” Moreover, another recurring factor is the increasing interference of the courts that “in 108

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Company Information Industry

Healthcare headquarters

Ribeirão Preto, SP - Brazil em p l o y ee s

3200 e s ta b l i s h e d

1945 Products / Se r v i c e s

High quality healthcare services m a n a geme n t

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

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

Superintendent: Lício Cintra

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