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Is the Black Death Coming and Who’s to Blame? Technology’s Role in Optimizing the NHS Workforce Top 10 Drugs That Will Be Saving Lives In 2015
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e d it o r ’ s c o mm e nt
New year brings new opportunities W i t h a n e w y e a r comes new opportunities. In the world of
healthcare, the opportunity to improve lives is ever-present and, similarly, always strived for. In our Top 10 feature this month we highlight medical breakthroughs in big pharma, featuring pharmaceutical drugs that pose the opportunity to save thousands of lives in 2015. From stomach cancer to idiopathic pulmonary fibrosis to dengue fever, these drugs are sure to change the healthcare industry for the better. Additionally, with the recent news that mental health nurses are “under unprecedented strain” due to staff shortages, it’s clear that a new approach towards managing permanent staff is needed. Lead nurse Gaynor Farmer offers her insight on how technology is playing a major role in optimizing the NHS workforce to improve both patient safety and care. Finally, we look at a current phenomenon taking place in Madagascar and determine whether it should be something the entire world should be taking note of. The year 2015 will bring new technology, new medical practices and new opportunities for improving care and Healthcare Global will be there to cover it every step of the way. We hope you enjoy this issue and wish you the best of health!
Stephanie C. Ocano Editor stephanie.ocano@healthcareglobal.com 3
contents
Features 8 h o s p i ta l s
Is the Black Death Coming and Who’s to Blame?
14
32
Al Zahra Hospital
42 technology
Technology’s Role in Optimizing the NHS Workforce
22 top 10
Top 10: Most Promising Drugs Guaranteed to Save Lives in 2015
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Sir Charles Gairdner Cancer Centre
c o nt e nts
Company Profiles Middle East 32 Al Zahra Hospital
Australia 42 Sir Charles Gairdner Cancer Centre 50 The Holistic Services Group 60 The Valley Private Hospitals 68 Rural Fit 74 Association: The Dietitians Association of Australia (DAA)
Latin America
60
82 Teva Pharmaceuticals Mexico The Valley Private Hospitals
94 Grupo Vitalmex 110 AstraZeneca Mexico 126 Association: Clinicas de Chile 134 Laboratorio Medico Polanco
82
Teva Pharmaceuticals Mexico
94 110
Grupo Vitalmex
AstraZeneca Mexico
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h o s p i ta l s
Is the Black Death Coming and Who’s to Blame?
Ebola is bad but the Black Death is worse. Should we be preparing for an epidemic? W r i t t e n b y: S t e p h a n i e C . O c a n o 8
January 2015
th e b la c k d e ath
The country of Madagascar is known for its tranquil beaches, exotic wildlife and rich culture. But something else also inhabits the island that is now making headlines: The Black Death. Perhaps best known as the Bubonic Plague that is generally associated with the Middle Ages when rats, fleas and poor hygiene resulted in the deaths of approximately 200 million people, the disease remains an enduring threat in third-world nations. Madagascar has been one of the world’s last remaining hotspots for the plague but the illness has been mostly isolated in rural villages and self-contained... until now. The World Health Organization recently announced an “outbreak of the plague” in Madagascar, with two people in the country’s capital being infected and one having died from the disease. Cases have been reported in 16 districts of the seven regions, according to WHO, and the health ministry said there had been 138 suspected cases since the beginning of the year and warned that the death toll was likely to rise in the coming months. Now that the disease has made it 9
h o s p i ta l s
to a densely populated area, a major outbreak seems inevitable. The capital of Madagascar, Antananarivo, houses the prime conditions for a disease such as the plague to spread, similar to those in 14th century Europe – garbage is dumped in the streets and public restroom 10
January 2015
conditions are terrible. Black rats, which were the primary vector for the disease in the Middle Ages, also roam freely between buildings. “There is now a risk of a rapid spread of the disease due to the city’s high population density and the weakness of the health care system,” the WHO
th e b la c k d e ath
Plague doctors during the 14th century wore masks with glass eye openings and a cone nose shapedlike beak to hold scented substances and straw
“Belief in old practices, rampant misinformation, and apathetic, corrupt politicians have combined to make the current outbreak much more widespread than it should be� – B e n S hapi r o
said in its report, while noting that a national task force has been activated to manage the outbreak. Contraction of the bubonic plague results in the swelling of the lymph nodes, but can be treated with antibiotics. The pneumonic version, affecting the lungs, can
be spread from person to person through coughing. Death can result in as little as 24 hours. The third form of the disease, septicemic plague, is the rarest form and occurs when the blood is directly infected. Whichever variety of the plague, as the disease progresses its victim 11
h o s p i ta l s
The Oriental rat flea (Xenopsylla cheopis) engorged with blood after a blood meal. This species of flea is the primary vector for the transmission of Yersinia pestis, the organism responsible for bubonic plague in most plague epidemics. Both male and female fleas feed on blood and can transmit the infection.
lapses into recurrent seizures, Alzheimic confusion, coma and internal hemorrhaging. The plague is almost impossible to eradicate from Madagascar, due to interaction of natural and sociocultural factors. According to a 2013 report by the US National Library of Medicine, the high percentage of animals carrying the disease lays the foundation for transmission, and social and economic 12
January 2015
conditions further encourage the periodic leap to humans. Outbreaks of the plague usually occur in villages at high altitudes in the northern region of Madagascar, spiking between October and April when the warm rainy season keeps temperatures well above 70 degrees day and night. Without funds coming in from developed nations, the country doesn’t have much to work with to fight the plague. The African
th e b la c k d e ath
Yersinia pestis (200x magnification). The bacterium which causes bubonic plague
‘The plague is almost impossible to eradicate from Madagascar, due to interaction of natural and sociocultural factors’ Development Bank is allocating $200,000 however, but those resources could quickly dwindle in the coming months. All of these conditions leading up the outbreak mirror those that caused the Ebola virus to spread throughout West Africa. “Belief in old practices, rampant misinformation, and apathetic, corrupt politicians have combined to make the current outbreak much more widespread than it should be,” VICE correspondent Ben
Shapiro said in a documentary that was released in September where he helicoptered into a village about 1,000 kilometers north of the capital that was considered a hot zone. “For Madagascar, though, it’s unclear how many more people will die of plague before things start to change.” For now, the World Health Organization does not recommend any travel or trade restriction based on the current information available. 13
TECHNOLOGY
Technology’s Role in Optimizing the NHS Workforce A new approach towards managing permanent staff is needed, but what is it? W r i t t e n b y: G a y n o r F a r m e r , L e a d N u r s e , K r o n o s
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January 2015
15
TECHNOLOGY With the recent news that mental health nurses are “under unprecedented strain” due to staff shortages, it’s clear that a new approach towards managing permanent staff is needed. With the latest guidance from the National Institute for Health and Care Excellence (NICE) suggesting that setting staff ratios on NHS wards is an insufficient measure to guarantee effective patient care, it’s clear a different approach is required. Indeed, the NICE guidelines emphasize the need to align staffing levels to ensure patient safety and quality of care, as well as the need for safe and effective staffing, but the use of evidence-based systems to ensure clarity, transparency and reassurance to patients is also crucial.
and make patient care a priority. The report sparked a flow of other guidance reports which aimed to ensure the failings reported at Mid Staffordshire would not be repeated again. They include the Keogh review into the quality care and treatment provided by 14 hospital trusts in
New Guidelines for the NHS The NICE report follows a letter from Robert Francis QC, Inquiry Chairman, to the Secretary of State, outlining a report of the Mid Staffordshire NHS Foundation Trust Public Inquiry. The letter suggested the trust should focus on continuously improving means of measuring and understanding the performance of NHS professionals
England, the Berwick report on improving the safety of patients, and the National Quality Board (NQB) report on ensuring “the right people, with the right skills, are in the right place at the right time.”
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‘Trusts need a workforce management solution that incorporates acuitybased rostering to deliver the most accurate, efficient and effective ward staffing’
Addressing the Challenges With e-Rostering systems already implemented in 90 percent of NHS
H e a d lin e
Xxxxxxx Trusts, many are already on their way to addressing some of the issues outlined. However, while e-Rostering can provide a rudimentary plan and forecast of ward staffing based on staffing ratios, it does not take into account patient acuity (severity of illness) and ensure the equitable assignment of patients to nurses. A more robust, flexible solution which
can react in real time to patient acuity, not simply to patient numbers, is essential. To achieve this, trusts need a workforce management solution that incorporates acuity-based rostering to deliver the most accurate, efficient and effective ward staffing. This form of enhanced rostering enables managers to optimise staffing numbers, ensure 17
TECHNOLOGY the equitable allocation of nursing duties, control costs and improve patient care quality. With this in mind, here are the five main benefits of an acuity-based approach in the NHS: 1. Revolutionize patient care. The Keogh review states that “organizations should use data and other intelligence for the forensic pursuit of quality improvement and nurse staffing levels.” The skill mix of nurses should also reflect the caseload and severity of illness of the patients. Acuity-based staffing tools empower nurses to use workload values, which take into account the complexity of ward activities and the nursing skill mix to make optimal patient/staff assignments.
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‘Staffing levels should be regularly assessed to see whether staff requirements are being met’ 2. Consistent safe staffing. Nursing managers should be routinely monitoring shift-to-shift levels to ensure safe staffing numbers. According to NICE, there is no single nursing staff to patient ratio that can be applied across all wards in any trust, so certain factors should be assessed when determining staff requirements – with the needs of individual patients being the driving factor. Furthermore, staffing levels should be regularly assessed to see whether staff requirements are being met. Today, many trusts still use a resource-intensive paper-based process to measure acuity and staffing levels – which is advised by the NHS institute to happen twice a year. However, this is unreliable, as it assumes patient and staff activity is constant,
H e a d lin e
which it isn’t. Integrating acuity-based staffing tools with e-Rostering is more effective because it can capture real-time data which managers can act upon quickly. This also ensures regulatory compliance with the Care Quality Commission (CQC) by providing risk analysis assessments of staffing levels. 3. An evidence-based approach for transparency. The NQB’s expectation is that evidence-based decision making helps to improve the way choices
are made by senior staff. Indeed, professional judgment and scrutiny are essential, but without the data to back it up, decisions can lack credibility and managers risk making uninformed choices. Acuity-based staffing provides the exact healthcare evidence that is required to make decisions on staffing levels. These systems demonstrate the actual ratio of staff to patients at all times, and can show how many nurses are available to look after patients that are more or less in need. 19
TECHNOLOGY
‘NHS managers should not restrict their workforce abilities by not adopting the technology that can help ease financial pressures and growing patient demands’ 4. Reform: Clarity in reporting and compliance. Clarity and transparency also demonstrate the important lessons learned following the Mid Staffordshire failings. The Berwick report advises that transparency should be complete, timely and unequivocal and all data on quality and safety should also be shared with all parties who want it, 20
January 2015
including the public. The Safer Nursing Care Tool, introduced by the NHS Institute in 2010, is integrated with acuity-based tools so that it can automatically meet the requirements of the majority of wards. NHS trusts can therefore support fair and transparent distribution of work and minimize compliance risk.
H e a d lin e
5. Reducing costs through productivity. An additional cost that trusts face is having to employ temporary agency workers to quickly fill gaps. NHS employers are in need of a strategic approach that enables a more flexible and responsive workforce. Acuitybased tools offer forecasting and reporting on staffing levels and skills mix, providing predicative acuitymodeling which helps to identify over and/or overstaffing gaps. With detailed visibility of staff numbers and caseload, managers are able to monitor staff effectiveness and re-deploy staff across the organization quickly, should gaps need to be filled.
Why Going Digital is the Solution The benefits of acuity-based safe staffing against the guideline reports are clear to see. NHS managers should not restrict their workforce abilities by not adopting the technology that can help ease financial pressures and growing patient demands. These reports have raised awareness about the need for improving NHS care and best practices to do it. Failure to embrace new ways of working and addressing the challenges of managing safe staffing and patient acuity will have farreaching implications for patient care across the NHS. 21
TO P 1 0
Top 10: Most Promising Drugs Guaranteed to Save Lives in 2015 These big pharma names are leading medical breakthroughs to create pharmaceutical drugs set to save lives in 2015 W r i t t e n b y: Ste phan i e C. Ocano
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top 10
Big pharma is driving progress in the major causes of death around the world. The following drugs created by their respective companies reflect the most promising medical breakthroughs that will impact patients in the coming year.
10
Cyramza by Eli Lilly and Company
Eli Lilly and Company’s (NYSE: LLY) drug Cyramza was recently approved by the FDA as a treatment for people with advanced or metastatic gastric (stomach) cancer. The approval of this
combination regimen is for patients whose cancer has progressed on or after prior fluoropyrimidine- or platinum-containing chemotherapy. Stomach cancer is the fifth most common cancer in the world and is the third-leading cause of cancer death. www.lilly.com
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January 2015
M o st P r o mising D r ugs in 2 0 1 5
09
OFEV by Boehringer Ingelheim
OFEV (nintedanib) by Boehringer Ingelheim has been approved by the FDA for the treatment of idiopathic pulmonary fibrosis (IPF). Prior to the approval, there were no FDA-approved treatments for IPF. In clinical trials, the drug reduced the annual decline in lung function by approximately 50 percent. www.boehringer-ingelheim.com
08
Palbociclib by Pfizer
The experimental breast cancer drug by Pfizer (NYSE: PFE) significantly delayed progression of symptoms in a mid-stage trial. The trial tested the pill in postmenopausal patients with locally advanced or newly diagnosed breast cancer that had spread to other parts of the body. A secondary goal of the study is to determine whether palbociclib can prolong overall survival. Pfizer recently announced the completion of submission of a New Drug Application to the FDA. www.pfizer.com 25
top 10
07
Kadcyla by Roche
06
Nivolumab by Bristol-Myers Squibb Co.
Roche’s (SIX: RO, ROG; OTCQX: RHHBY) Kadcyla is the third HER2-targeted mAb drug from the company for the second-line treatment of metastatic HER2-positive breast cancer. Kadcyla can extend life by six months longer than the next best treatment. According to Roche, Kadcyla took 15 years to develop. It is already routinely available in several European countries.
Bristol-Myers Squibb’s (NYSE: BMY) new drug helped skin cancer patients live longer than those who received chemotherapy in a clinical trial. Roughly 73 percent of melanoma patients receiving nivolumab were still alive one year later after the start of treatment. Bristol-Myers has applied for U.S. Food and Drug Administration approval of nivolumab as a treatment for melanoma, and expects a decision by March 2015.
www.roche.com
www.bms.com
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M o st P r o mising D r ugs in 2 0 1 5
05
Olysio by Johnson & Johnson
Johnson & Johnson (NYSE: JNJ) recently won U.S. approval for its hepatitis C drug Olysio to be used in combination with Gilead Sciences Inc.’s Sovaldi, making it the second all-oral treatment available. The combination allows Olysio to be used without the standard therapies including interferon, an injection that sometimes has flu-like side effects.
04
LCZ696 by Novartis
When directly compared to standard treatment in heart failure patients, Novartis’ (NYSE: NVS) LCZ696 reduced the risk of cardiovascular death by 20 percent. The drug has been given fast-track status by the FDA which is good news for the 5 million U.S. patients currently suffering from heart failure. www.novartis.com
www.jnj.com 27
top 10
03
Sifalimumab by AstraZeneca
An experimental lupus drug from AstraZeneca (NYSE: AZN) significantly improved the symptoms of the chronic, autoimmune disease lupus in a mid-stage clinical trial. Sifalimumab targets interferon, a
28
January 2015
protein involved in inflammation, and the drug was reported to improve symptoms at all doses. Sifalimumab is one of two drugs for lupus being developed by AstraZeneca’s biotech unit MedImmune. www.astrazeneca.com
M o st P r o mising D r ugs in 2 0 1 5
02
Dengue Fever Vaccine by Sanofi
The French pharmaceutical company Sanofi (NYSE: SNY) has been working to create the world’s first vaccine against the mosquitoborne viral  disease dengue fever and with recent trial successes,
the company predicts the vaccine to be available by the second half of 2015. Results of the last stage of the clinical study showed that the vaccine gives a 95.5 percent protection against severe dengue and an 80.3 percent reduction in the risk of hospitalization. www.sanofi.us 29
top 10
01
Keytruda by Merck
Merck (NYSE: MRK) recently received FDA approval for its new immune-oncology drug Keytruda (pembrolizumab). The drug will cost roughly $12,500 per month for treatment and targets advanced melanoma that accounts for most of the deaths from skin cancer cases. Keytruda also has potential in other cancers with studies underway in lung and kidney cancer. www.merck.com
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January 2015
M o st P r o mising D r ugs in 2 0 1 5
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Al Zahra Hospital
Looks to Integrate Dubai Health Services and Become a Regional Lead Destination Written by: Tom Wadlow Produced by: Craig Daniels
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A l Z ah r a H o s p i ta l
Having been open for nearly two years, the hospital is plugging important gaps in service provision across the UAE, and will be a key part of the emirate’s bid to attract 500,000 medical tourists by 2020 34
January 2015
A
l Zahra Private Hospital Dubai (AZHD) is at the forefront of medical advancement in the UAE as it works to integrate vital health services and provide all patients the care they need under one state-of-the-art roof. The private healthcare operator, owned by Abu Dhabi-listed GMB, will also be a key partner in the Dubai government’s medical tourism initiative which it hopes will attract half a million visitors by 2020, the year of the World Expo. Facilitating this growth and integration is a team of medical experts from around the world who are able to make use of the hospital’s continually upgrading technology and equipment to deliver the best treatment in the region. Chief Executive Officer Dr Mohaymen
mi d d l e e ast
Key Personnel
Dr. Mohaymen Abdelghany CEO
Al Zahra Private Hospital building
Abdelghany also believes that a proactive collaboration between public and private sectors will help to lift Dubai to the global medical stage. “Patients should be able to flow seamlessly across the different systems with someone in the background doing all the paperwork and services,” he said. “This is starting to happen and we are working very closely with political authorities and other public hospitals to make this happen. Sometimes the private sector can move faster and we want to make this useful for the people of Dubai.” All under one roof Located on Sheikh Zayed Road in Al Barsha, Al Zahra Hospital is ideally located in the heart of
Highly accomplished Senior Physician & Healthcare Executive with 20+ years of global experience that reflects achievements across the healthcare sector in naval, public and for-profit healthcare organisations. Diverse expertise within clinical, managerial, healthcare quality and technology across MENA, India and USA private hospitals. Played a pivotal part as CEO in leading teams in the design and startup of 5 new hospitals throughout the UAE, Egypt and India.
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A l Z ah r a H o s p i ta l
Dubai between the emirate’s two international airports and is easily accessible by car. So far it has seen around a quarter of a billion dollarsworth of investment. Its team of experts offers specialised services including Anaesthesia, Cardiology, Emergency, Endocrinology, Ear, Nose, Throat (E.N.T), Family Medicine, Gastroenterology and Endoscopy, General Surgery, Internal Medicine, Intensive Care Unit, Obstetrics and Gynaecology, Out-Patient Dietary Clinic, Ophthalmology, Orthopaedics, Pathology, Paediatrics and Neonatology, Physiotherapy, Pulmonology, Radiology, Urology and Andrology. Dr Abdelghany said: “We try to approach our service provision in Dubai to match with the growing needs and demands within Dubai and the
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Being based in Dubai gives AZHD a window of access to vendors and suppliers of the latest cutting-edge technology and medical equipment
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A l Z ah r a H o s p i ta l
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The figure in millions of dirhams invested in upgrading the hospital’s IT systems
AZHD has upgraded its IT, covering vital functions like ERP and HR systems
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UAE, so we have integrated a lot of fragmented services under one roof. For example we have developed a strong women’s health service programme.” This aims to provide a comprehensive medical service for women, covering areas from maternity and 24-hour midwifery provision to breast cancer screening. “We are treating more and more patients and getting greater exposure every day,” the CEO added. Platform to expand With 120 of the hospital’s 187 beds still to be utilised, there is huge potential for AZHD to expand its services and benefit the lives of more people from Dubai and elsewhere. For instance, a fourth delivery room is being added and all gastroenterology is now available at Al Zahra, with many other areas being invested including treatments for obesity across all ages. “We have a very good infrastructure here with a state of the art building, non-medical and medical equipment, and staff who have helped us integrate a fragmented health sector, and we want to expand our services too as our hospital is not fully utilised yet,” Dr Abdelghany said. “The board are also very supportive and share our vision for expansion.” Being based in Dubai gives AZHD a window of access to vendors and suppliers of the latest cutting-edge technology and medical equipment,
A l Z ah r a H o s p i ta l
H e alth c a r e
VIP room
many of which run regional bases nearby. As key players in the hospital’s supply chain, Dr Abdelghany views these relations as strategic partnerships in an ongoing evolution of healthcare technology. He added: “Technology is the enabler of healthcare provision and we must make sure we buy the right equipment and update when needed. Things like electronic medical records, ERP and back office systems, evolve all the time. “We are now completely updating our hospital information system, allowing more flexibility and mobility; there will be less potential for errors as there are more safeguards and this is certainly an investment rather than an expense.” AZHD is investing around 10 million dirhams in upgrading IT, covering vital functions like ERP and HR systems.
VIP room w w w. a z h d . a e
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A l Z ah r a H o s p i ta l
We encourage our doctors and nurses to attend different workshops around the world
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Global Expertise Arguably the hospital’s most-prized asset is its team of 600 doctors, nurses, support and administration staff, a group set to reach 1,000 members in the coming year as services expand in areas like intensive care which requires large numbers of people to look after patients. Many of the hospital’s doctors have experienced backgrounds from the United States and UK, a key pull factor for patients looking for treatment. A large number of nurses come from India and the Middle East, helping to make an extremely diverse workforce comprising 65 nationalities. “Continuous training is key to our success in integrating services and we have continuous medical and continuous nursing education programmes ran in-house and externally,” Dr Abdelghany added. “We also encourage our doctors and nurses to
mi d d l e e ast
attend different workshops around the world, and some of our employees lead these sessions in the UAE.” Each doctor is given the opportunity to travel and learn about the latest techniques and equipment thanks to AZHD’s investment, Dr Abdelghany stressing the need for them to remain at the forefront of service delivery. This will be vital for when health insurance becomes mandatory in Dubai by 2016, with the hospital already working closely with providers and large companies in anticipation of this increase in demand to come.
Company Information Industry
Healthcare headquarters
Dubai, UAE founded
Opened February 2013 employees
2020 Health Hotspot The Dubai government is also hugely ambitious in attracting medical tourists form outside of the emirate and UAE more widely. Dr Abdelghany said: “The leadership of Dubai have been ambitious on all fronts and now it is one of the fastest-growing cities on earth and we have to keep up with that. There is a strong medical tourism initiative, and cancer and neuroscience are two areas which we are focusing massively on to get those services available here.” The hospital is at most 15-20 minutes away from any point in Dubai , and thanks to Emirates airlines can be reached by anyone in the Middle East and GCC within four hours. “The government is targeting 500,000 medical tourists by 2020 and this is very much in reach, and we are part of it,” Dr Abdelghany concluded.
600 revenue
Not disclosed products/ services
Hospital and associated healthcare services
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Sir Charles Gairdner Hospital Cancer Centre:
Merging technology with inspiration provide distinguished care
Housing the only CyberKnife in Australia and operating a unique facility, Sir Charles is a leading provider of cancer care Written by: Stephanie C. Ocano Produced by: Troy Barker
to
e youth cancer
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S . C . G . H . Ca n c e r C e n t r e
Dr Colin Tang, Thomas Tuchyna and Dr Warren Toye discussing plans for the Cancer Centre
S
ir Charles Gairdner Hospital is regarded as one of Australia’s leading teaching tertiary hospitals, treating over 420,000 patients annually. While numerous clinical services from transplantation surgery, neurosciences, orthopaedics and cardiac care are offered, the hospital houses the only public comprehensive cancer centre in Western Australia. Innovation and ground-breaking medical research is constantly strived for by Sir Charles Gairdner Cancer Centre, and the most recent 44
January 2015
accommodations are taking the Hospital to greater heights in terms of recognition. Housing the Only CyberKnife in Australia Since the early 1990s, Sir Charles has provided cranial stereotactic radiosurgery (SRS), but earlier this year, thanks to the installation of a ground-breaking medical device, the centre has been treating patients for SRS by the hundreds. Medical professionals at SCGH have treated almost 200 patients
aust r alia
with Australia’s only CyberKnife operational since April 2014, and the list of body sites that are able to be treated has grown to include the lung, prostate, liver, spine, pancreas and kidney. The CyberKnife combines a linac on a robot with an imaging system and respiratory monitoring to deliver SRS treatments with sub mm accuracy. Tracking the motion of the target in real-time and mimicking the movement, the CyberKnife makes delivering radiation with high precision very simple. The fact that there are no other CyberKnives in Australia made the decision for Thomas Tuchyna, operations manager of the centre, to pursue implementation of one back in 2011 somewhat difficult. “We collected five or six of us around the meeting table and said, ‘Well, we’ve got this opportunity.’ At about the same time, the cancer centre was under development,”
said Tuchyna. “A certain amount of pressure had to be put on executive because up until a certain point, you can fit any machine in any bunker but it’s a bit like renovating your home. When you’re renovating your bathroom, you want the sink here, you want the shower there and bath there. And that’s okay, but once you put up walls and put in the floor and you’ve got drain holes, deciding to relocate any of these items after this point means further structural alterations. In the case of deciding whether to install a CyberKnife or a linac, the alterations become more complex and costly.” Tuchyna was successful in getting the approval from the executive and the CyberKnife was installed. Sir Charles is now one of 40 centres world wide that provides treatment data to the U.S.based RSSearch Registry. Patients that are referred for CyberKnife treatment are asked to participate in data collection
“[The CyberKnife is] something that in five, 10 years time, we’ll look back and see there have been thousands of patients that have been treated and have seen a significant improved outcome.” – Thomas Tuchyna, Operations Manager w w w. s c g h . h e a l t h . w a . g o v. a u
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PRECISION MATTERS + For your patients + For your practice + For your future
+
As providers of the CyberKnife® Robotic Radiosurgery System and the TomoTherapy® Treatment System, Accuray Incorporated is proud to partner with Sir Charles Gairdner Hospital in bringing the first CyberKnife System to Australian patients. We would also like to congratulate Thomas Tuchyna, Operations Director at SCGH as the inaugural winner of the Western Australia Minister of Health Award.
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S . C . G . H . Ca n c e r C e n t r e
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to ensure continued access to essential diagnostic, pathologic, treatment and toxicity information which will help the centre build its knowledge and improve patient outcomes for the various disease sites in the future. “That’s probably something that in five, 10 years time, we’ll look back and see there have been thousands of patients treated through this and have seen a significant improved outcome, but it’s too early to say that now,” said Tuchyna.
conducted over 60,000 PET scans. Tuchyna was involved in the initial implementation of the infrastructure and equipment and looking back, he feels “quite good” about the outcome. “When I started in medical physics at Sir Charles Gairdner Hospital in about ’98, I was assigned to radiology testing and equipmenttype issues. Around that time, there was some interest to establish a PET service in WA,” recalled Tuchyna. “At the time there were only three cyclotrons in Australia to support Bringing PET Scans to Thousands PET, two in Melbourne and one in As of August 2003, SCGH has Sydney, so it was fairly new.”
supplier profile
Accuray® Incorporated
Accuray® Incorporated is a radiation oncology company that develops, manufactures and sells precise, innovative tumor treatment solutions that set the standard of care with the aim of helping patients live longer, better lives. The Accuray CyberKnife M6™ Series and TomoTherapy H™ Series treatment solutions cover the entire spectrum of radiation therapy needs. The CyberKnife M6 Series enables precise, high-quality, dose distributions to be confidently delivered to the patient with extreme accuracy over a minimum number of treatments, reducing side effects and preserving patients’ quality of life. It is the only robotic full-body radiosurgery system available today. The TomoTherapy H Series efficiently enables physicians to customize treatment plans for the entire range of radiation therapy patients and disease types. Its innovative design enables treatment plans to be delivered with integrated, daily CT image guidance, enhancing accuracy and delivering highly precise, intensity-modulated radiation for optimal sparing of healthy tissue and critical structures. Website: www.accuray.com.
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S . C . G . H . Ca n c e r C e n t r e Having been involved from the outset and gained significant knowledge on the subject, Tuchyna was involved in the technical aspects of bringing up the service and the radiopharmaceutical production facility. Since then, the service has grown from operating with one camera to seven, with an eighth in commission that is expected to be operational next year. “We’ve gone from one camera to eight in the state with one cyclotron 12 years later still supporting all those imaging services in various
parts of the city so patients can have PET scans,” said Tuchyna. “I feel quite good about that.” Separating Treatment from Living for the Youth Sir Charles Gairdner Cancer Centre houses various exclusive technologies, treatment procedures and services. But something that remains unique, to date, in Australia is the separated treatment of young adults. “We included in the building an adolescent/young adult centre, which was a partnership between CanTeen, a cancer support organization in Australia, SONY fundraising and WA Health,” said Tuchyna. “It is a facility designed specifically for young people with cancer, basically from young teenagers through to young adults.” Treatment for these individuals is no different in terms of quality and care, but in addition the service provides an opportunity to take part in clinical trials which offer a consistent approach and therapy. The service also provides a “temporary non-clinical respite
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environment” that breathes hope into the lives of its patients. “What has been found across the world is that what makes young people a bit more different is that they’re going through a growth stage, and not just a physical growth stage, but they are finding their place in the world with – career, relationships, fertility, the meaning of life – and when they have a framework apart from the clinical treatment, they have a much better outcome because they can say, ‘Well, this is just a phase I’m going through. This is treatment and I’ll deal with it. In the meantime, I can still think about further education or getting a job,’” explained Tuchyna. The youth facility is staffed by nurses, psychologists, data managers and various other health care professionals who provide a support system for patients to complete schooling amongst other aspects of their life. “[Patients] often miss out on schooling or need a modified schooling program, but whether it is high school or university, they receive appropriate psychosocial support, career counseling and various events that help them bond with other people who have gone through cancer, as well,” said Tuchyna. Sir Charles Gairdner Cancer Centre can be referred to as a “growth center” as it not only enriches the lives of the patients that cross through its doors, but in terms of framework as well, as the centre is continuously looking to expand and improve upon itself.
Company Information Industry
Healthcare headquarters
Nedlands Perth, Western Australia founded
2013 employees
Approximately 500 revenue
78 Million products/ services
The construction of an expanded Sir Charles Gairdner Hospital (SCGH) Cancer Centre has made the patient journey more convenient with cancer services now located in one building.
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The Holistic Services Gr
Headline to the Report
Providing corporate wellness services throughout Aus Services Group is changing the way companies are do for the better by partnering with them to provide tailorwellbeing programs. Written by: Stephanie C. Ocano Produced by: Troy Barker
roup:
stralia, Holistic oing business -made
Th e H o l i s t i c S e r v i c e s G r o u p
Mind and Body - Seated massage as a tangible reward at a Stress Down Day event
T
he goal has always been to provide a win-win situation for employer and employee.” – Mischa Weissenberg, Holistic Services Group Workplace WellBeing Specialist This has always been the mindset at Holistic Services 52
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Group, the Australian provider of corporate health, and it is this very form of thinking that has guided the company to become a successful driver of wellness. In Australia, each state’s government provides a health care system. Unlike in the U.S., it
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has traditionally been expected for the individual to be responsible for his/her health rather than their employer. But now, following a wave of scientific research, the Australian government has come out in the last few years with the recommendation that all companies should be including some form of wellness program for their staff. This has been pushed to lower health care costs and promote productivity in the workplace. But while additional research has surfaced, linking employee happiness with company revenue, not all companies have accepted the trend. Enter Holistic Services Group. “The approach that our company has had towards the market in Australia has been that rather than trying to promote a sense of obligation or a sense that you need to be caring for your employees, the number one thing that we’ve always targeted is the link between well-being and productivity,” said Weissenberg. “It’s becoming more accepted now that there are certain lifestyle factors that go into determining
the contribution of an employee, and this focus on company objectives has always been the way we present our services to organizations.” From Backpacking to Natural Remedies You would not expect the events of 9/11 in New York, USA to have influenced the founding of Holistic Services Group, but Michael Stone, CEO, says this very day was the catalyst that led him to found the group. Beginning his career in the field of corporate finance, Stone quickly realized that the industry was not his calling. In search for something greater, he packed his bags and fled to Mexico where he began a year-and-a-half long journey down to the villages of Chile. “It was during my travels that I met someone in Mexico who I kept in touch with during my travels,” said Stone. “Long story short, he ended up inviting me to work for his hedge fund in New York City. So after I finished my backpacking adventure, I left that jungle to go to the jungle of New York.”
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“The better you take care of your people and yourself, the better they will take care of business.”
Corporate Wellness Program Change is here.
Fast Track Your Change to Wellness
Our Corporate Wellness programs by Golden Door are designed to: • Create a shift in one’s thinking: to enlighten, inspire and thrive • To motivate change and establish new healthy habits for a better life and workplace
Enquire today: 1800 212 011 For more informaaon visit:
GOLDENDOOR.COM.AU/CORPORATEWELLNESS
Th e H o l i s t i c S e r v i c e s G r o u p But that jungle was not what Stone was expecting and in turn he found himself dissatisfied with his job. Shortly after, one moment changed the course of history, and with it, Stone’s life. “I was just one block away at the time [of 9/11] and that was the wake-up call that I really needed to do something that I felt had meaning,” said Stone. “I started to study part-time and take different courses in natural therapies and I finally got the courage to quit my job as a trader and dove into the world of wellness.” Upon concluding his studies,
supplier profile
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Stone returned to Sydney and began to implement his knowledge into wellness programs that became corporate yoga and corporate relaxation sessions. “Back then I would have never called it ‘meditation’ because it was sort of taboo or a strange thing,” added Stone. “Of course, nowadays, mindfulness is all the rage.” Fast forward to today where Holistic Services Group is recognized as a leading provider of well-being to employers and employees and is expected to continue to see paramount growth as the industry expands.
CORPORATE WELLNESS BY GOLDEN Door
For over 21 years the Golden Door Program has been making a positive difference to the health and wellbeing of thousands of people. With lifestyle related illness now costing the Australian economy an estimated $21 billion it makes sense that employee wellbeing is emerging as the new paradigm for strong and sustainable businesses. Golden Door’s holistic approach to coaching, education, nutrition and fitness and our professional team have an outstanding proven track record, enabling individuals to make better lifestyle choices and achieve personal and professional improvement. Golden Door’s Corporate Wellness Programs can help to: • Reduced absenteeism and increase productivity • Create a shift in one’s thinking: to enlighten, inspire and thrive • Motivate change and establish new healthy habits for a better life and workplace.
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c o m pa n y n a m e
Fun in the sun - Seated massage at the Melbourne Cup
Tailor-Made Solutions for Excellence “Whilst we provide a range of services, the core of our business is to offer a complete solution,” said Weissenberg. Holistic Services Group helps create exceptional workplaces by providing staff with a work 56
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environment that encourages joy, creativity, and wellbeing, and thus supports success for both employer and employee. “We’re not just an ad-hoc service provider, but rather we partner with businesses to create an environment of wellbeing. We do this by surveying staff to really
sector
get a key understanding as to what [our clients’] challenges are in terms of segments: emotional, mental, physical, spiritual, social, self and relationships,” said Stone. “We’ll then create a 12-month program that we feel will really address the underlying factors and aim for some sustainable,
ongoing permanent changes.” “We’re really looking at the person as a complex organism,” added Stone. Through a series of workshops, training programs and sessions, Holistic Services Group provides a unique and tailored solution to benefit both employer and employees.
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Th e H o l i s t i c S e r v i c e s G r o u p
Michael R. Stone, Director & Client Relationship Manager, Holistic Services Group
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Corporate Massage and Team Building help employees relieve stress and communicate effectively between coworkers, while Leadership Development programs allow employers to hone their emotional intelligence, lead with inspiration and implement cultural change. “Our adaptability is the number one key,” said Weissenberg. “We have the expertise and the experience running these kinds of projects. Why choose Holistic Services Group? Because we can help deliver services in a way that’s going to suit you and your objectives and because we stand behind the quality of what we’re providing.”
Company Information Industry
Health headquarters founded
Castlecrag, NSW Australia employees
Holistic Services Group in 2015 “Putting people first is what we’re all about, and I think it’s a shift that the workforce – especially a computer-based and office-based workforce – is moving towards,” said Weissenberg. As the awareness of the link between wellness and productivity continues to increase it is going to affect the way companies do business. In the modern workforce where there is high demand, high pressure and high stress, avenues for individuals to learn how to manage and overcome these factors is essential. Holistic Services Group is here to provide that avenue with a complete solution.
51-200 revenue
$1 Million + products/ services
Holistic Services Group is Australia’s number 1 provider of corporate wellness services. Since 2004, we have been a provider of health and wellbeing services for staff in companies amongst the top 500 in Australia.
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The Valley Private Ho
Tying innovation with inve to 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 Barkre
ospital:
estment
staff and a vision for the future, unity into paramount success
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Th 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 healthcare 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. 62
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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.
southern Melbourne. “In fact, he was the first,” said Henderson. “He had the first private hospital emergency department in Australia.” Humble Beginnings With an initial roadblock of having The Valley Private Hospital was to fight the government for its established 30 years ago when location (a neighboring hospital was its founder returned from a trip only 5 kilometers away), The Valley to America and took note of how Private Hospital began as a small emergency medicine was integrated hospital but grew and developed into private acute health care. He over time to serve the massive returned to Australia with a vision population of southern Melbourne. of creating a major hospital with an “Melbourne’s population is about emergency medicine component 4.5 million people, just behind to serve the growing surface of Sydney,” said Henderson. “We’ll 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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Placing tomorrow’s technology in your hands today
Quality Our mission is to develop and manufacture cardio- and endovascular products of the highest quality that save patients’ lives and improve their quality of life. BIOTRONIK Australia Pty Ltd Level 4, Building 2, 20 Bridge Street Pymble NSW 2073 Tel +61 2 9497 3700 www.biotronik.com
Th e Va l l e y P r i vat e H o s p i ta l overtake Sydney’s population by the year 2030 – it’s a faster growing city.” 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 private hospital with 120 beds and four 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
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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 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
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Th e Va l l e y P r i vat e H o s p i ta l
The Valley Private Hospitals constructed 4 new theatres incorporating the latest dig
These digital theatres enable connectivity and routing of multiple equipment input
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, a new ward, four new operating theaters, the largest integrated digital theaters and then added an EOS, Nobel Prize winning, spinal imaging system from France. 66
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“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.
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Company Information Industry
Healthcare headquarters
Mulgrave, Australia founded
1984
gital integration from Device Technologies.
employees
1000
ts used in an acute theatre setting.
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.
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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Rural Fit:
Delivering personalized care strategies to Austra
Focusing on each individual’s well-being, Rural Fit is to become known as a partner in health care manag Written by: Laura Close Produced by: James Hayes
alia
s rapidly growing gement
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Rural Fit
Rural Fit Office
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Rural Fit
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F
a light bulb moment for me.” This experience allowed for Mahony to transfer a feeling of selfachievement to Rural Fit’s clients. “By having those experiences, it forced a greater vision out of me and also I suppose a greater dissatisfaction with what I’ve seen and what I’ve experienced,” added Mahony. “It’s reflected in everything we say and do [at Rural Fit].” Through the mindset of making decisions based on a person’s being rather than solely focusing on the services and products they provide, Rural Fit extends the From Mishap to Success message that external materialistic Andrew Mahony, managing distractions hinder the development director of Rural Fit, did not of personal freedoms to its clients. always work in the field of health “Rural Fit extends the message care. In fact, it was not until he that injury, illness and medical personally suffered a calamity that conditions impact on the personal he decided to change his career freedom of movement to its clients,” and inspire others to become said Mahony. Therefore, Rural Fit stronger individuals, both mentally simplifies its approach to well-being. and physically. “There are so many people “I spent some time doing working in the health industry so other jobs,” said Mahony, “and there are always new exercise then I became quite sick myself. programs,” said Mahony. I suffered from stroke-like “We bring it back to simplifying symptoms and spent time learning and assisting the client to come up to walk and talk again, which was with their own health plan to make ounded on the belief that movement and exercise is the ultimate medicine, Rural Fit empowers its clients to achieve a greater independence and performance at home, work and in their community. The company aims to provide high quality exercise physiology and sports science services so individuals do not have to travel to larger cities, and the team’s mission is to inspire and develop the freedom, value and movement of being.
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Rural Fit sure they can use their equipment and things like the environment – such as a park bench or a crowbar – or when traveling, getting a gym membership. We try to be innovative with the equipment and the environment around [our clients] to
“We want to make sure that we link our business goals with the personal goals of our team members.” – Andrew Mahony, Managing Director
Kick Start
Your Personal Training Career and Many Others Australian Training and Consulting (ATAC) is nationally recognised throughout Australia and has provided training since 2003. • Professional Personal Trainer • Retail Service • Business • WHS • Hospitality: RSA / RCG • Local Government • Civil Construction • Horticulture & Environment
Call today for your obligation free discussion
1300 306 597 Email: admin@atac.edu.au | Website: www.atac.edu.au
really simplify what people, I think, tend to overcomplicate.” The Tie Between Work and Play Rural Fit encourages graduates who are Accredited Exercise Physiologists (AEPs) to join the company’s team and extend the company’s vision. By allowing its team members to be creative in developing personalized programs, Rural Fit is able to deliver the best care approach for every client. “We encourage risk-taking, within our clients and our culture,” explained Mahony. “We want [our team] to come up with ideas and programs. We also share a lot of our operational information and make our team aware of decisions we’re making and how it is impacting the business.” “We want to make sure that we link our business goals with the personal goals of our team members,” added Mahony. By working closely with its team members, Rural Fit is able to achieve a work-life balance for every employee. “What we like to do is
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Company Information Industry
Healthcare headquarters
encourage [our team] to build up,” said Mahoney. “We make their lives very meaningful and connect it to their personal beings.”
Tamworth NSW, Australia founded
2011
Looking Ahead Entering 2015, Rural Fit is planning to continue to form relationships with universities. “We have a very strong student induction program where we take 40 students each year,” said Mahony. “It’s an important part of recruitment which is also an important part of developing our industry to diversify our health disciplines.” Technology will also be a major factor in the business’s strategies that will expand within coming months. “As far as we are looking, next year is going to be a big year in using technology,” said Mahony. “To automate the system, we’ll probably move away from our current server and on to some other applications that we’ve been trying.”
employees
25 revenue
$48; $3Million turnaround products/ services
Rural Fit is a rapidly growing private allied health company based in Tamworth using the premise of “Using Exercise as Medicine.” The business assists a wide regional and rural demographic with both rehabilitation and prehabilitation services and support.
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The Dietitians Asso of Australia (DAA)
ociation
Th e D i e t i t i a n s A s s o c i at i o n o f A u s t r a l i a ( D A A )
About DAA Established in 1976, the Dietitians Association of Australia (DAA) is the leading nutrition organisation in Australia. It is a not-for-profit, professional member association representing more than 5,700 dietitians and nutritionists, and nutrition scientists, constituting around 80 per cent of the dietetic workforce in Australia. DAA supports its members and works broadly to improve the nutrition and health of Australians. DAA is a national organisation with a head office in Canberra and state and territory branches. It is 76
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well-organised, structured and progressive, with an emphasis on excellence of practice and good governance. The dietetics profession is self-regulated with recognised high standards at a national level. DAA members work together through the Association in a wide range of voluntary roles. The elected Board of Directors, made up of eight Directors, including a President and Vice-President, govern the Association. Vision DAA is the leader in nutrition for
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better food, better health and wellbeing for all. Mission DAA is the peak body of dietetic and nutrition professionals providing strategic leadership in food and nutrition through empowerment, advocacy, education, accreditation and communication. The majority of DAA members are Accredited Practising Dietitians (APDs). APDs have the qualifications and skills to provide expert nutrition and dietary advice. ‘APD’ is the only national credential recognised by the Australian
Government, Medicare, the Department of Veterans Affairs and most private health funds as the quality standard for nutrition and dietetics services in Australia. DAA: Advocating for better food, better health and wellbeing for all The DAA Board (in consultation with DAA members) develops the Association’s Strategic Plan. A new Strategic Plan will be launched in 2015. DAA’s values are: professionalism, leadership, passion, integrity and expertise. The Association’s current Strategic Plan has four goals: w w w. d a a . a s n . a u
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Th e D i e t i t i a n s A s s o c i at i o n o f A u s t r a l i a ( D A A )
The Future is Now, 31st DAA National Conference, Brisbane 2014. Proudly supported
• Support members to achieve excellence in practice • Increase opportunities for members • Influence government policy • Influence the food supply. The first two are focused directly on DAA members and providing member services, while the third and fourth are directed at advocacy and influence in the public domain both 78
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nationally and internationally. These goals are underpinned by a number of strategies. Specifically, DAA is leading the way to better nutrition through: • Promoting accurate and practical nutrition information to the Australian public • Proactively engaging with the media through the DAA Media Program, which includes 21 media-
H e alth c a r e
d by DAA’s Corporate Partners
trained DAA Spokespeople • Delivering recommendations on food and nutrition issues and legislation to government, non-government and corporate organisations • Advocating for better quality nutrition programs and services • Partnering with other organisations and forming strategic alliances to deliver sound
nutrition information to the public, health professionals and key decision makers • Promoting evidence-based practice and setting standards in dietetic practice • Accrediting university nutrition and dietetics courses in Australia and managing recognition of overseas dietetic qualifications • Managing the accreditation of w w w. d a a . a s n . a u
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Th e D i e t i t i a n s A s s o c i at i o n o f A u s t r a l i a ( D A A )
Joseph Ebbage, Almond Board of Australia, with Sara Grafenauer, DAA Marketing and Communications Manager.
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based resources • Opportunities to network DAA membership and the with other dietitians and nutrition benefits of membership professionals through DAA DAA members are committed Branches, Interest Groups and to helping Australians eat better. Discussion Groups Members include: • Mutual recognition • Australian-qualified dietitians opportunities with New Zealand and • Australian student dietitians Canada enrolled in a DAA-accredited • Support through marketing nutrition and dietetics course programs and promotional • Overseas-qualified dietitians resources who have successfully passed • Discounted professional DAA’s examination in dietetics indemnity insurance • Dietitians who are members of • Access to: overseas dietetic organisations o Professional information – • Nutrition scientists and other such as through the DAA member nutrition professionals. newsletter DAA members enjoy a wide range o Business and nutrition of member services, benefits and education resources opportunities including: o Online member services – • Continuing professional including job opportunities, patient development opportunities, such as education resources and DAA’s conferences, workshops and online submissions seminars, across a range of practice o Professional support and areas advice, including a Member • Subscription to DAA’s peerAssistance Program reviewed journal Nutrition & Dietetics o DAA awards, scholarships and • Subsidised access to the prizes. international Practice-based Visit the DAA website (www.daa. Evidence in Nutrition (PEN) asn.au) for more information about resource, and other evidencethe Association. dietetic professionals.
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Revolutionizing the
domestic medicine market Investing in research and development areas in Mexico, generating global well-being.
Written by: Rebecca Castrejon Produced by: Lucy Verde
T e va Pha r m a c e u t i c a l s M e x i c o Teva in Mexico
T
eva Pharmaceuticals, originally founded in Israel, opened its Mexican branch in 2004, after the acquisition of IVAX Corporation and the SICOR group.
Entrance to Teva’s HQ in Mexico
After operating in Mexico for ten years in the pharmaceutical industry with world-class laboratories, Teva Pharmaceuticals Mexico is currently a leading company within its sector, standing out for investing in research and development in Mexico, with more than $7 million investments in research centers, contributing also to medical developments in the country. The solid backing of Teva as a brand name, which is the world’s largest generic drug manufacturer, implies considering the following figures: • $20.3 billion in revenue • Formal presence in 60 countries • Distribution in a total of 120 countries • 46,400 employees worldwide • 71 billion pills and tablets produced yearly All these facts contributed to the Mexican branch’s domestic consolidation both in the public health sector as well as with private practice, via retail drugstore chains, public health agencies, hospitals, and private medical centers.
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L A T I N A M ER I C A
Sales come mainly through the public sector -bidding and institutional sales, mostly-, sales from private healthcare, including sales figures from innovative products (such as Copaxone® and Azilect®), and as well as from “over the counter” products. Also, TP Mexico has diversified its portfolio in three important areas of the healthcare industry: medical research, product development and drug manufacturing. Teva’s operation in Mexico includes four production centers supplying the domestic market, mostly; as well as other markets in Latin America.
Teva worldwide
Key People
Enrique Villarreal CEO Villarreal majored in industrial engineering at ITESM, and afterwards took global management postgraduate studies at Thunderbird School of Global Management, in Arizona, U.S. His corporate career started in 1994, in Grupo Gamesa, being in charge of database design and creation from raw material, as part of the general inventory. Two years later, his skills took him up the ladder as a Financial Officer, where he focused on the annual business plan, with basis from his nationwide market analysis. He joined the pharmaceutical industry in June 1998 as data systems manager for the Quimica y Farmacia company, managing budgets of more than $2 million, creating synergy with other companies such as Perrigo Mexico, which later on hired him as supply chain manager on March 2001 and as COO in January 2003. After a decade’s worth of experience in the pharmaceutical industry, Teva Pharmaceuticals selected Villarreal to manage the Mexico branch, starting October 2011, taking care of a leading drug manufacturing company in Mexico and in charge of global business transactions.
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MEXICO
Industrial and Intellectual Property Litigation Licensing Enforcement Entertainment and Sport Law Copyrights
Enrique A. Diaz
ediaz@goodrichriquelme.com
(5255) 5525 1422
Jaime Delgado
jdelgado@goodrichriquelme.com
(5255) 5207 5324
Juan Carlos Suarez
jcsuarez@goodrichriquelme.com
(5255) 5207 9261
Guillermo Sosa
gsosa@goodrichriquelme.com
(5255) 5207 7561
e-mail: mailcentral@goodrichriquelme.com website: www.goodrichriquelme.com Paseo de la Reforma 265, M2 Col. y Del. Cuauhtemoc 06500 Mexico, D.F. Tel. (5255) 5533 0040 Fax. (5255) 5207 3150
T e va Pha r m a c e u t i c a l s M é x i c o L A T I N A M ER I C A Mergers and Acquisitions Since January 22, 2004, SICOR became Teva’s affiliate. This acquisition brought together two top-level generic drug producers, combining Teva’s success at marketing oral ingested products, and Sicor’s leadership in injections. Also, the synergy between SICOR’s pharmaceuticals and biogeneric drug production increased the line of offered products for the company. Later, on January 26, 2006, acquisition of the IVAX Corporation was completed. IVAX conducts research, development, production and marketing for branded generics and veterinary
Teva Distributor
Teva medical products
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T e va Pha r m a c e u t i c a l s M e x i c o L A T I N A M ER I C A products in the United States and abroad. IVAX brought along its strong presence in Latin America, Central and Eastern Europe, as well as other business endeavors in North America and the rest of Europe. Other product lines carried by IVAX include generic drugs for the respiratory system and products under development for oncology and CNS treatments. The affiliation of both companies brought a wider product portfolio, thus improving the cost-effect outcome both for generics as well as in branded products. In 2011, Teva bought Theramex, an European company run by Merck KGaA specialized in women’s health, which broadened Teva’s reach into gynecological products, which are available in more than 50 countries.
Inside the facilities
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T e va Pha r m a c e u t i c a l s M e x i c o Teva’s activity in Japan increased after the acquisitions of Tayio and KOWA, in July and September 2011, respectively, reinforcing the company’s presence in the Asian country’s generics market.
Teva line operator
Wwww.veco.com.mx
Previously on May 2011, Cephalon was acquired along with its worldwide affiliates. The transaction brought a long-term strategy for Teva to grow its farmacopea both with branded products as well as with pharmaceutical specialties.
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A joint venture between Teva and Procter & Gamble back in September 2011 created PGT Healthcare, a global company focused in developing the best non-prescription brand medicine. Until now, Teva’s shares trade high in the Tel Aviv Stock Exchange, and it is also one of Israel’s largest spreads in NASDAQ. Teva’s stocks are also traded in London’s SEAQ and in the Frankfurt Stock Exchange. Research and Development
Manufacturing plant in Mexico
Innovation and thriving for improvement in the generic drugs field is now part of the company’s DNA and everyday chores. During the last few years, Teva launched new treatments for diseases such as Parkinson’s and multiplesclerosis; and the optimization of a formula for the treatment of osteoporosis is a current goal. One of the company’s most important concerns is product quality. Also, TP Mexico offers treatment and therapy for most common diseases, their generics catalogue includes more than 220 entries in 185 assorted pharmaceuticals, presented in different formulations.
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MĂŠdicos mostrando el equipo para tomografĂa computarizada TAC 92
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T e va Pha r m a c e u t i c a l s ME x i c o L A T I N A M ER I C A
Company Information
Projections for Growth Generic drugs produced at Teva’s two facilities in Mexico, and their commercialization brought more than $100 million in revenue. Starting on 2015, the company is seeking a 10 percent yearly growth, mainly from new product manufacturing in their Lerma plant, near Toluca, capital of the State of Mexico. To be continued in the next edition of Healthcare Global…
Na m e
Teva Pharmaceuticals Mexico Industry
Healthcare Pharmaceuticals headquarters
“Sales come through the public sector -bidding and institutional sales, mostly-, from private healthcare, including sales from innovative products (Copaxone® and Azilect®), as well as from OTC products”
Naucalpan de Juarez, Estado de Mexico, Mexico founded
2004 employees
600+ revenue
USD $100 million website
www.tevamexico.com
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Vitalmex:
Mexico’s Most Significant Contributions to Global Well-Being An avant-garde companies working for the global healthcare industry.
Written by Rebecca Castrejon Produced by: Lucy Verde Translation by: Rafael Tablado Interviewee: Jaime Cervantes, CEO, Grupo Vitalmex
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italmex Group began operations in 1976 as an equipment supplier for hemodialysis and heart surgery procedures. Throughout the years, the group added new products and services to its business line by offering equipment for mechanical peritoneal dialysis, consumables for cardiac surgery and nephrology, operating room services, specialized transplants, imaging solutions, minimally invasive surgical procedures and electrosurgery. Here are its most important accomplishments throughout the years: Inside the production
1978 Introduction of peritoneal dialysis mechanical equipment to the Mexican market. An innovation that involved the proper training of medical staff and nurses, and transformed public hospitals into major customers of the company. 1980 The consolidation of Vitalmex as a commercial company promoted the creation of a new subsidiary, focused on research, development and manufacture of instruments and supplies, in the areas of heart surgery and nephrology. 1981 Instrumed of Mexico was inaugurated. The company has been manufacturing medical products such as bypass piping, cardiotomy reservoir, blood oxygenators, and cycler peritoneal dialysis bags. 1988 Technological Merit Award for Instrumed by the Industrial Development Trust (FONEI) of the Bank of Mexico, as the most successful Mexican company in research, medical technology and
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commercialization of new products. 1990 Technological exchange with the Russian company Medigrant, for the commercialization of oxygenators, reservoirs and pipes. The parts are assembled in Russia and sold in Eastern Europe. 1991 Participation in the International Exhibition of Medical Equipment in Düsseldorf, Germany. Exposure of Vitalmex products in the Center for Promotion of Exports of Developing Countries in Amsterdam, whose results yield sales in the Netherlands, Greece, France, Germany, UK, Turkey, Thailand, India and Bolivia. 1993 Vitalmex received an award as a leading distributor in Latin America by the company Laser Industries Ltd. 1994 Strategic alliance between Cobe of Mexico and Vitalmex, which places the company as a leader in the commercialization of equipment
Key People
Jaime Cervantes CEO, Grupo Vitalmex Jaime Cervantes earned a Bachelor’s degree in graphic communication at Universidad La Salle in 1995. Afterwards, he took a marketing and executive finance course at ITAM; in 2007 finished a course in project planning and management, leadership and negotiations, at ITESM. He specialized in upper management at IPADE, graduating in 2010. Cervantes found himself in charge of the family business at the dawn of the century, he worked previously in each of the company’s departments as it began expanding through his guidance and global vision. “My father being a successful businessman, and my mom working alongside with him since the beginning set solid foundations for the company,” Cervantes reminisced; he received his family’s support from the beginning and married at 20 years old.
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and supplies for hemodialysis. Introduction of the concept of Integrated Services in Hemodialysis in the Mexican market, which revolutionizes traditional practices among providers. 1998 AQUA Medica was founded in order to manufacture world-class products. 2000 Reorientation and reorganization of Vitalmex in their comprehensive services in the operating room, high specialty (Cardiology and Transplants), hemodynamic and imaging and hemodialysis. Offering new medical logistics and highly innovative and competitive products in the national and international market. Another subsidiary was created, Innovamedica, a company specializing in the research, design and development of medical equipment for the health Sector.
Supplier profile
MEDICAMEX, S.A. DE C.V.
A pioneer in the distribution of cardiovascular medical devices. Founded in 1983 with the objective of serving the medical community, with the mission to preserve the health of patients, improving their quality of life, for optimal incorporation into daily life through efficient distribution of medical products best quality, which should facilitate and maximize the daily work of the doctors in their medical practice. Sitio web: www.medicamex.com
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Implementation of cardiovascular equipment, imaging, rehabilitation, etc.
“Our entire project is based on innovation. We’ve become an avantgarde entity within our sector, we are an influential, leading company able to transform medical attention” – Jaime Cervantes, CEO, Grupo Vitalmex 100
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The group’s comprehensive services extend to minimally invasive and electrosurgery. 2001 Restructuring Vitalmex under the concept Grupo Vitalmex. Additionally, the subsidiary Vitalmex Internacional was constituted to provide integral services in three areas: operating room, high specialty and imaging. 2004 Establishment of Vitalmex Germany, for the purpose of extending the business model abroad. 2005 Opening of Medika Humana to establish health, clinical and hospital Infrastructure and services. 2006 The company opened its production plant to manufacture medical devices, a process certified by COFEPRIS in Good Manufacturing Practices in the medical field. A computational analysis is performed for the circulation of blood
sector
JosĂŠ Manuel is able to sit down for the first time thanks to Vitalmex innovative equipment
with Vitacor-UVAD. 2007 Vitalmex Comercial was created in order to commercialize world-class products for the health sector. The subsidiary MĂŠdika Alternativa was also founded to provide alternative health treatments. These two new businesses positioned Grupo Vitalmex as a solid business group working in the forefront of medical developments in Mexico. 2011 Jaime Cervantes C., CEO of Grupo Vitalmex, presents a new business model and strategic adjustments that will shape the direction of the company in the following years. 2012 After more than a decade of research and development, Vitacor-UVAD is implanted for the first time in a patient with successful results. The new visual identity of the group is presented.
Entrance Vitalmex
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2013 The group is recognized as a Great Place to Work. The group opened a new office in Pedregal, reflecting its commitment of sustainability. Vitalmex acquires Gimmi GmbH, a German company with 80 years in the market as a specialist in medical instruments and equipment for minimally invasive endoscopy. Awarded a recognition for its green efforts, “sustainable building conversion” by Centro Impulsor de la Construcción y la Habitación (CIHAC). 2014 For the second year in a row, the group receives recognition from Great Place to Work and the Distinctive H at its headquarters in Pedregal.
Medical solutions Vitalmex
Upper Management Vitalmex Group’s Chief Executive Officer is Jaime
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Inside Vitalmex offices
Cervantes, a second-generation entrepreneur with 10-plus years of experience in the healthcare sector from Vitalmex. His father founded the company almost 40 years ago. “I started here as a regular office employee; I’ve been through the finance, purchasing and storage departments, I even performed as a driver. I’ve worked here always counting with my parents’ support, until I became the leader taking the company to different stages,” said Cervantes. Accomplishments Through the Group’s History Mexico’s healthcare sector has experienced
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constant changes, sudden reforms andcreation and dismantling of pop-up practice schemes derived from changes and political interests. Vitalmex Group has had enough flexibility and adaptation capacity toward these changes, becoming a leading company able to bring innovative solutions for clients in both the private and public sectors, consolidated in the domestic market and strengthening its presence in foreign markets. Some of the group’s most important accomplishments include: • Transformation from a family-operated business to become an international corporation led by the family’s second generation of entrepreneurs. • Transitions from microbusiness to a mediumsized enterprise and finally becoming a corporation with a large-scale global interaction. Relationship with employees is considered a key factor for this evolution, aside from achievements within the industry, tech improvements and good practices. • An average annual growth of 25 percent. The company’s value chain has somehow reshaped medical services in Mexico by outreaching to patients and bringing solutions via joint strategies along medical entities such as Social Security institutions, the Department of Defense and public health institutions, among others. • A global approach to business, made possible after organic growth of their business units in
Vitalmex Team
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Instrumed subsidiary of Mexico, whose opening goes back to 1981
Support ventricular Vitacor-UVAD, produced and developed by Groupo Vitalmex
Colombia, Peru, Brazil, Guatemala and other countries in Latin America, and the acquisition of an important share of Germany’s GIMMI, the fifth-largest minimally-invasive surgery company, globally; present in more than 80 countries. • Innovation in the field of medicine, derived from important investments in research and development. • Certified personnel management. Vitalmex is the only Mexican company in the country’s healthcare industry included in the top 100 Great Places to Work companies for two years in a row. Current Operations Vitalmex Group is able to provide integral medical
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Manufacture of inputs in the area of heart surgery
services and products for the most important healthcare institutions: equipment, infrastructure, compatible devices, consumables, maintenance, installation of units such as operating rooms, specialized surgery rooms, anesthetics, ophthalmology revision areas, imaging, hemodialysis and more. A recent business model presented in 2011 is focused on improvements to the patients’ quality of life through integral solutions involving government-ran institutions with three main elements: medical attention opportunity, consumables availability and access to facilities, medical staff and medical equipment. “Patients must not lack any of these elements while receiving medical attention, which is a human right in itself. Our promise of value is
“Sharing our knowledge is a valuable contribution towards improvement of the health sector, nationwide” – Jaime Cervantes, CEO, Grupo Vitalmex
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Continuing specialization. Seminar on good practices Vitalmex
defined by transferring all the economies of scale to the patient via healthcare institutions,” said Jaime Cervantes, CEO for Vitalmex. Countries such as Guatemala, Peru, Colombia, Brazil, Turkey, India, China, Thailand, Russia, England, Portugal, Italy and Spain are facing similar problems to the ones experienced in Mexico’s current health sector. Vitalmex Group seeks to solve conflicts involving opportunity, availability and access to health services by becoming one of the most important health suppliers. “Public-private partnerships are becoming more common in our country; given that condition, Vitalmex is developing alternative business models able to provide healthcare to a population group which currently lacks coverage not only in Mexico, but in other emerging economies,” Cervantes added. Medical Improvements Fifty years after Mexico remained far from providing any significant achievement on the medical field, Vitalmex created the first universal artificial heart, the VITACoR-UVAD, after 10years of research and investments of more than $10 million; the device was successfully placed in a human being in August 2012, bringing the spotlight to the Vitalmex Group for their contribution to the global health sector. The device’s cost will be available at a cost of 70 percent less in comparison with current,
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similar resources. The research and development department has come up with four new innovations for cardiology, to be marketed along with the Gimmi partnership, starting in 2016. Also, Vitalmex has more than 10 certified patents for devices and instruments. “Vitalmex is about innovation, we have always invested in innovation and development of products, procedures and technology. We’ve become an avant-garde entity within our sector. we are an influential, leading company able to transform medical attention,� Cervantes said.
Manufacture of inputs in the area of heart surgery
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Grupo Vitalmex, strengthening with quality medical equipment
Grupo Vitalmex, among the 100 best companies to work for in Mexico by Great Place to Work
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Specialized Training Every single step forward for Vitalmex is a result of the proper training, updating and skills of their proficient staff. “We provide specialized training programs based in every product and service we provide, such as heart surgery, cardiovascular surgery, minimally invasive surgical procedures and imaging. We have practically trained every staff member—we are a school within our sector,” said Cervantes. Next year’s plans include the opening of a polytechnic college whose purpose is the formation of new entrepreneurs in the sector; the institute will be open both for the group’s employees as well as for outside professionals, doctors, nurses and other specialists. “We think that sharing our knowledge is a
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valuable contribution towards improvement of the health sector, nationwide”, added the group’s CEO.
Company Information name
Committed Collaborators According to the Vitalmex philosophy, partnerships are one of the most valuable traits for most operations. The group has close ties with its suppliers, some of which have worked with Vitalmex for more than 25 years. “I don’t have enough words to thank our suppliers’ loyalty and availability. They are a fundamental part for our engagement in new ventures, ours is a “dream team” of suppliers. Vitalmex would not exist without its human team, its suppliers and its clients,” the CEO concluded.
Grupo Vitalmex Industry
Medical equipment headquarters
Mexico, Distrito Federal, Mexico founded
March 13, 1976 employees
1,100 website
www.vitalmex.com.mx
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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
A STR A Z ENEC A ME x i c o
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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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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.
nn ov re ativ su e lts ri fo
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.
A STR A Z ENEC A ME x i c o
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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 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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A STR A Z ENEC A ME x i c o
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 120
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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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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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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 124
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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’s laboratories are driven by innovation
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Another future task is to increase its social dynamics in an effort to come closer to the business community around the country.
Company Information Na m e
“We must ensure that our social responsibility actions benefit the population in Mexico and contribute to the progress of the country,” said De Jacobis.
ASTRAZENECA Mexico Industry
Healthcare / Pharmaceutical Headquarters
Mexico, Distrito Federal, Mexico founded
1999 revenue
USD $205 million-2014 website
www.astrazeneca.com/mexico
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Clinicas De Chile A.G. Produced by: Lucy Verde
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C l i n i c a s D e Ch i l e A . G .
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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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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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C l i n i c a s D e Ch i l e 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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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
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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
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LMP’s
Top Diagnosis Services at a Fair Price Improving health for more than three decades in Mexico.
Written by: Rebecca Castrejon Produced by: Lucy Verde Translation by: Rafael Tablado Interviewee: Iñigo Gutierrez, COO, Laboratorio Medico Polanco
La b o r at o r i o M e d i c o P o l a n c o
L
aboratorio Medico Polanco (LMP) was founded in Mexico City by a group of 10 doctors in 1977. Dr. Miguel Mendoza Sclair opened the laboratory’s first location on Calle Hegel, in the Polanco neighborhood, with the purpose of providing laboratory services to referred patients within the area.
Waiting room at one of LMP’s locations
Health fair in collaboration with ACUDE non-profit
After successfully serving locals for almost a decade, the laboratory acquired automatic equipment, optimizing operations for an average of 100 patients served per day during 1987. Three years later, LMP kept growing by establishing service agreements for local companies, opening another location, creating a medical imaging department and upgrading their medical equipment. Currently, LMP has 48 locations in Mexico, Distrito Federal, Toluca and Queretaro, two clinical pathology laboratories and became the first laboratory in Latin America furnished with a Beckman Coulter AU 5400 analyzer, allowing them to process 4,800 tests per hour. LMP opened a new digital medical imaging interpretation center in Mexico City.
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Liverpool department stores, Inbursa financial group, Coca-Cola FEMSA and Unilever Mexico.
Key People
“In 2013 alone, we serviced more than 600,000 individual patients and as 2014 comes to a close, we will likely raise that number to 700,000 served,” said Iñigo Gutierrez, COO for Laboratorio Medico Polanco. Continuous Improvement During More Than Three Decades The 35-plus year venture of Laboratorio Medico Polanco has achieved significant milestones, offering more and better services to a growing number of patients while incorporating the latest technology. These feats include:
Mobile lab unit
Íñigo Gutierrez Chief Operating Officer for Laboratorio Medico Polanco ÍIñigo Gutierrez is an industrial engineer, graduated from Universidad Anahuac’s class of 1989. By 1993 he took a Masters’ in Economy and Finances at the University of Warwick, in England. Gutierrez’s corporate career began in the finance department for Banamex, moving afterwards to commercial finances for Bancomer. In 1995 he left banking for Transportacion Maritima Mexicana (sea freights), where he became CFO until 2001, being in charge of decisions for 170 companies located in eleven countries. During his tenure from 2004 to 2006 with Farmacias del Ahorro, Gutierrez managed more than 450 drugstore locations in Mexico. He was also CFO for Grupo COLSA opticians and Grupo Diagnostico PROA (medical laboratories).
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1. Introducing a new model into Mexico’s health industry by introducing their Check-ups prevention program. 2. Progressive growth in the last 20 years through franchising and investment, taking LMP from two locations in 1990 to 45 in 2014. 3. Becoming part of the ENESA group, which is comprised of private capital funds focusing in the energy and health industries in Mexico and Latin America. This transaction strengthened LMP’s leadership in the sector.
X-ray mammography, for tumor detection
4. The clinical pathology division’s quality level is to be certified during 2015 (in process).
supplier profile
Beckman Coulter de Mexico SA de CV
Beckman Coulter is recognized as a world leader in automation and works with each client to provide solutions in the area of diagnostics that are innovative, efficient and reliable. Our approach is Diagnostics and our solutions provide the appropriate menu, from basic to the progressive automation equipment, fully integrated into their information systems and workflow for different areas of the clinical laboratory; Clinical Chemistry, Immunology, Hematology, Urinalysis, flow cytometry, preanalytical and Total Automated Solutions. The benefits of the Power of Process: • Standardization of methodologies and scalability of instruments • Performance, the highest market in routine tests and special • Exceptional performance • Unequaled quality globally recognized Preanalytical • Clinical Biochemistry • Immunology • Hematology • Urinalysis Total Automated Solutions. Website: www.beckman.com
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c o m pa n y n a m e
Specialized staff performing clinical analysis
“Five years from now, our production volume must grow in threefold through organic and inorganic nationwide expansion” – ÍIñigo Gutierrez, COO, Laboratorio Medico Polanco
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More Than a Regular Lab “Profitability and quality are our cornerstones. We are not afraid to invest in research,” said COO Iñigo Gutierrez after listing other medical evaluation procedures as part of their services: X-Ray, MRI, 3D ultrasound, clinical analysis, tomography, endoscopy and colposcopy, among others. LMP’s venture in medical imaging became the country’s largest network in this specialty for private practice after opening an image interpretation center in 2012, equipped with the latest technology for image transmission to provide accurate readings by the lab’s experts.
sector
LMP, first in Latin America using the Beckman Coulter AU5400 equipment
One year later, the new clinical pathology unit opened in Mexico City, featuring state-of-the-art medical equipment able to reach high volumes for evaluation processing. Serving the Corporate Sector LMP’s successful engagements with the corporate sector are undoubtedly related to three important actions which bring the laboratory’s services to compliance with global standards:
LMP staff promoting cardiovascular illnesses prevention
• 20 procedures have been certified under ISO 9001:2008 guidelines. • Significant investments in top-of-theline equipment.
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Doctors displaying equipment for x-ray computed tomography
• Constant evaluation and training for laboratory professionals.
Entrance to LMP
“We have a complete staff servicing this clientele, which are subject to regular discounts and also host events to which we bring our mobile units,” Gutierrez said. Supply Chain
Bone density testing
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Laboratorio Medico Polanco has nurtured very solid relationships with all of their suppliers, thus creating long-term partnerships. At the same time, LMP is one of the most important domestic clients -aside from public health institutions- for these companies. “Our main supplier for imaging delivers both
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image transmission equipment as well as X-ray film. And for clinical pathology supplies, we rely on different companies, mainly for tech upgrades and reagents for sample processing,” Gutierrez said. Predictions for 2015
Company Information Na m e
Laboratorio Medico Polanco Industry
LMP looks forward to opening 10 new locations during the next year, six in Mexico City and four in the vicinity, reaching a total of 55 labs toward late-2015. Being part of the ENESA group along with projected growth stability has allowed LMP’s upper management to foresee the opening of new locations in Mexico’s main cities by 2020, which could result in a threefold increase in operations, a goal which could easily be accomplished during the next five years.
“Only in 2013 we serviced more than 600,000 individual patients; and as 2014 comes to a close, we will likely raise that number to 700,000”
Health - clinical laboratories headquarters
Mexico, Distrito Federal, Mexico founded
1977 employees
1,030 website
www.lmpolanco.com
– Iñigo Gutierrez, COO, Laboratorio Medico Polanco w w w. l m p o l a n c o . c o m
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