w w w.heal t hc areglobal.c om | M a r ch 2 015
Hospitals:
An Alternative to Healthcare M&A
Top 10:
Most Efficient Hospital Technologies
Telemedicine THE BIGGEST DIGITAL HEALTH TREND OF 2015
Why every healthcare professional needs BUSINESSFRIEND
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EDITOR’S COMMENT
Tech in bloom J U S T A S T H E E A R T H is entering a new
blooming season, so is the digital health market of the healthcare industry. It has been predicted time and time again that 2015 will see a huge increase in the integration of telemedicine, and at Healthcare Global, we’re saying telemedicine will be the biggest digital health trend of the year. Most analysts also agree that this year will be full of healthcare mergers and acquisitions, but while these changes may improve the efficiency of shared services, it might make it more difficult to improve the coordination of care. In our feature An Alternative to Healthcare M&A, we discuss why the industry should focus on clinical affiliation instead. We also highlight the 10 technologies that are keeping hospitals as competitive as possible as well as a special report on the one app that can change the lives of every healthcare professional for the better.
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
Top10 Most Efficient Pieces of Hospital Technology
22 FINANCE
An Alternative to Healthcare M&A
32
TECHNOLOGY
16
Telemedicine: The Biggest Digital Health Trend of 2015
BUSINESSFRIEND 5
CONTENTS
COMPANY PROFILES LATIN AMERICA
38
38 Philips Healthcare Mexico
Philips Healthcare Mexico
48 Hospital de los Valles 60 Grupo Vitalmex
CANADA 80 Arazy Group 88 JSS Medical Research
60
AUSTRALIA Grupo Vitalmex
96 Healthy Sleep Solutions
Sleep 96 Healthy Solutions
BRAZIL 108 Assoc: ABIQUIFI 116 Aspen Pharma
80 Arazy Group
108 ABIQUIFI
88
JSS Medical Research
7
FINANCE
An H
n Alternative to Healthcare M&A Let’s focus on clinical affiliation instead. Written by: Stephanie C.Ocano
9
FINANCE
2015 is going to be full of healthcare acquisitions.
MOST ANALYSTS AGREE that this year will be full of healthcare acquisitions. In fact, when looking to 2015, Tom Baldosaro, CFO at South Jersey Healthcare Regional Medical Center in Vineland, New Jersey, believes the following: “Big is going to be better. Small is not going to survive.” That’s certainly the case so far as there have been a record number of healthcare mergers and acquisitions of all sorts in the industry, and one of the main justifications for this influx is the greater integration between the physicians and the teams that care for
ive re
10 March 2015
patients. But while M&A in the healthcare space may improve the efficiency of shared services such as human resources and finances, they may actually make it more difficult to improve the coordination of care. According to Harvard Business Review, “the challenges of combining and managing the resources and operations of the different organizations and aligning their cultures may actually make the goal of integrated, patient-centered care much harder to achieve.”
A N A LT E R N AT I V E T O H E A LT H C A R E M & A
“the challenges of combining and managing the resources and operations of the different organizations and aligning their cultures may actually make the goal of integrated, patient-centered care much harder to achieve.� - Harvard Business Review
So what’s the alternative? In short, high-quality clinical affiliations where providers share best practices and easily consult with each other about patients even if they are independent. The Mayo Clinic is one source that believes remaining independent and forging a clinical affiliation is a powerful alternative means for integrating care. They further believe it complements local expertise and helps ensure that a particular service is delivered at the place where its value is highest. The Mayo Clinic elected to adopt 11
FINANCE
‘To date, physician collaboration through the network is proving beneficial both to Mayo Clinic and network members’ Ask Mayo Expert app
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March 2015
this mindset back in 2011 and chose to support independent medical centers by creating the Mayo Clinic Care Network. “We offer scalable and comprehensive services that help providers keep more care local, making it less fragmented and less costly for patients. In addition, this approach helps to stem the migration of patients to other providers,” the clinic stated. To date, clinical collaboration is provided by the Mayo Clinic via three particular information-sharing technologies. eConsults to allow network physicians to connect electronically with Mayo specialists and subspecialists when they want additional input regarding a patient’s care. This formally documented consultation allows the network physician to bring that additional expertise to the patient within the current care continuum. AskMayoExpert to provide point-of-care medical information compiled by Mayo physicians on disease management, care guidelines, treatment recommendations, and reference materials for a wide variety
Doctor using eConsults of medical conditions. The webbased information system can deliver Mayo’s clinical knowledge to desktop computers or mobile devices. eTumor Board Conferences to allow physicians to connect via live videoconferences to present and discuss management of complex cancer cases with a Mayo Clinic multidisciplinary panel and other members of the network.
Members also have access to additional services through the network, including business and operational consulting and an extensive library of patient education materials developed by Mayo Clinic. Archived Grand Rounds allow network providers to view presentations by Mayo Clinic physicians and scientists from various internal medical conferences. To be admitted to the Mayo Clinic 13
FINANCE Care Network, prospective members must be quality organizations that have a patient-centered culture, a desire to remain independent, and an interest in establishing a clinical collaboration. They go through rigorous due diligence — a formal, detailed review that includes a thorough assessment of the organization’s governance structure, clinical practice (including patient safety), quality and service, as well as an evaluation of business practices such as legal, compliance, finance, human resources and information technology. “Some network members have described this evaluation process as similar to the accreditation process of Joint Commission on the Accreditation of Healthcare Organizations,” wrote David Hayes, medical director of the Mayo Clinic Care Network, in a recent post. “At first, we believed members would be located near Mayo’s campuses in Minnesota, Arizona and Florida. But we quickly discovered that there was an appetite for this type of collaboration across the country. The network currently has 31 members located across 18 U.S. states as well as Puerto Rico and Mexico.” 14
March 2015
Mexico City-based Médica Sur was To date, physician collaboration through the network is proving beneficial both to Mayo Clinic and network members. Network physicians are able to keep more care of their patients local while providing them additional peace of mind, and it has helped stem the migration of their patients to other providers for second opinions. “The collaboration helps keep Mayo Clinic’s expertise relevant and allows it to be an option for patients needing specialty care not available
A N A LM T EA R NN AA GTI INVGE C TU O LH TU EA R LATLHD CIAVRE ER SMI & TA Y
the first international member of the Mayo Clinic Care Network in their communities,” added Hayes. “We also see the network as a source of revenues — both from the subscriptions paid by members and the patients they refer to us.” In 2014, network members have submitted nearly 2,000 eConsults, and the volume is rapidly increasing. Each request represents a physician who believes that collaboration will best serve the patient. Of these eConsults, less than 15% of those patients were referred to Mayo Clinic for additional
assessment or specialty care. The remainder — the vast majority — have been able to receive high-quality, costeffective care close to home. “Academic medical centers like Mayo Clinic can and should foster a collaborative environment that promotes integrated, patient-focused care,” concluded Hayes. “When care givers can address the needs of the patient and provide the right care at the right place and the right time, everyone benefits.” 15
TECHNOLOGY
TELEMEDICINE: THE BIGGEST DIGITAL HEALTH TREND OF 2015 Digital health is a trend that will continue to grow with time, but how fast will telemedicine develop this year? Writ ten by: STE PHAN I E C. OCANO
17
TECHNOLOGY
In addition to eliminating wait times and frustrated patients, telemedicine will also reduce costs by eliminating unnecessary visits to the emergency room. LAST YEAR SAW exponential growth for the digital health market with funding in the first three quarters alone surpassing $5 billion, according to Mashable – close to double of what was invested in all of 2013 – and numerous research analysts have been predicting that 2015 will see a 18
March 2015
huge increase in the integration of telemedicine. Research firm Kalorama Information named telemedicine as one of the top five health trends for the year while IDC Health Insights projected that 65 percent of transactions with healthcare organizations will be mobile by 2018.
TELEMEDICINE
‘The promise of telemedicine has been heard before, but it looks as though this year that promise is set to be realized’ Aside from wearables and genomics, telemedicine may be the biggest digital health trend of 2015. Why? Well, for a number of reasons. But we can summarize them down to four in particular. a) Faster internet connections and better software will provide a better video chat experience than before; b) With mobile devices, patients can consult a doctor from anywhere;
From the provider’s perspective, telemedicine has the potential to save money and make better use of time. And from a patient’s perspective, telemedicine means shorter wait times and ease of access. While the youth would seem most likely to use technology for healthcare, telemedicine could also have a major impact on the older generation as they are more likely to have difficulty traveling to see a doctor in person. In the last few years, more and more patients have increasingly looked to retail pharmacies in their neighborhoods for routine healthcare services because it is more convenient than visiting their doctor. The logical next step is that they won’t have to leave their homes at all.
c) The adoption of electronic health records makes it easier for doctors to access patient records; d) Patients are comfortable with asynchronous messaging, which can be more timeefficient for doctors. 19
TECHNOLOGY This is where telemedicine comes in. Thanks to startups like Doctors on Demand, Medicast and Twine Health, consumers are already being allowed direct access to doctors through their smartphones. In the future, providers may partner with platforms such as these to connect their doctors with patients. Additionally, these apps could be offered through employers or
“Mobile-friendly diagnostic devices enable doctors to complete a more thorough diagnosis and provide on-thespot treatment” -Chirag Patel, managing director of Highnote Foundry
According to Chirag Patel, managing director of Highnote Foundry, there are three things that need to happen for telemedicine use to expand.
1
Virtual diagnosis and on-thespot treatment are combined.
“Mobile-friendly diagnostic devices enable doctors to complete a more thorough diagnosis and provide on-the-spot treatment,” Patel stated. “As these devices become more accessible, patient treatment can begin immediately before the patient
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March 2015
even gets off the phone, resulting in better outcomes for the patient and the health care.”
2
The best in connected devices need to be used. Wearables and technologies that put patients in control are growing, but this data has yet to reach all physicians for use.
TELEMEDICINE
insurance companies to help reduce costs or improve the quality of care. Telemedicine has the capability to not only become an investment opportunity, but a trend that can improve the doctor-patient relationship, as well. But while the industry is poised to grow exponentially in the coming months, there are still some major obstacles to overcome. accessible, patient treatment can
begin immediately before the patient even gets off the phone, resulting in better outcomes for the patient and the health care.” The promise of telemedicine has been heard before, but it looks as though this year that promise is set to be realized. Consumers are excited to receive the service and providers finally have both the financial incentive and technological capability to make it a reality.
“By creating a normalized set of patient and care data and by integrating these connected devices, telehealth providers can both lower the cost of care and improve overall patient outcomes,” Patel said. He additionally advised providers to invest in scalable models of integrating data from a variety of devices, rather than relying on a single system or product alone.
“Prevention and compliance should be the real goals of telemedicine and are the way to truly drive significant reduction in costs,” Patel said. “To do this, providers need to understand the patient’s past medical history and also capture all of the new data associated with telemedicine into an electronic record that follows the patient.” Monitoring patients in the first 30 days after discharge to prevent readmissions is one of the great opportunities for telemedicine and remote monitoring.
3
Post-treatment care and compliance are provided.
21
TOP 10
Most Efficient Piec Hospital Technolo
Which technologies are keeping hospitals as competit Written by: Stephanie C. Ocano
ces of ogy
tive as possible? 23
TOP 10
10
Patient-Friendly Technologies
Health IT, surgical technology and the like help to shape reputation, but how a hospital accommodates its patients directly with technology is just as critical. There are eight technologies in particular that make a positive difference in a hospital’s reputation. They are central scheduling, speechassisted automated attendant systems, master patient index, self-register kiosks, wireless connectivity, bedside computer terminals, bedside medication verification, and online bill pay.
09
Social Media
If hospitals want to communicate and re possible, they should instill a social med media plan include assessing the hospi the different types of social media techn direction, creating dialogue and monitor presence is being received.
08
Staffing Management Technology
Staffing and labor costs can consume more than 50 percent of expenses at most hospitals, according to Becker’s Hospital Review. In order to keep those costs in check, hospitals can implement staffing management technology to keep scheduling at an optimal state without sacrificing patient care. 2 4 M arch 2015
M O S T E F F I C I E N T P I E C E S O F H O S P I TA L T E C H N O L O G Y
each the broadest patient population dia plan. The basics of any social ital’s readiness, experimenting with nologies and services, establishing a ring analytics to see how a hospital’s
07
Infection-Detecting Technologies
An example of an infection detection technology is the procalcitonin, or PCT, test for a hospital’s sepsis program. The test is a tool that detects sepsis earlier, therefore avoiding the overutilization of antibiotics. It is cost-effective over the long term because it will allow hospitals to diagnose and manage infections more successfully and reduce the hospital’s need to pay for costly antibiotics. 25
TOP 10
06
Hybrid Operating Rooms
Greg McIff, global director of strategic cardiovascular marketing for GE Healthcare, says hybrid operating rooms today allow for the best utilization of space and time for hospitals and their surgeons. “The hybrid OR is an environment that enables a surgeon or an interventional specialist to perform catheter-based minimally invasive interventions as well as open surgery.”
05
Smartphones & Tablets
Over the past several years, the omnipresence of smartphones, tablets and their applications has been one of the biggest cultural shifts in the hospital setting, as well as society at large. They provide a wealth of information for physicians and other clinicians — and all within a fingertip’s reach. While some hospitals may not directly provide smartphones and tablets to their physicians and clinical staff, hospitals still have to be aware of them. 2 6 M arch 2015
M O S T E F F I C I E N T P I E C E S O F H O S P I TA L T E C H N O L O G Y
04
Telehealth Tools
Bi-directional video feed, cameras, TVs and wireless infrastructure are some of the elements hospitals are adopting to remain competitive in the telehealth realm. The biggest advantage hospitals will gain from telehealth technologies are the ability to help patients immediately while trimming down the costs of an acute-care admission.
03
Ultrasound Imaging Devices
Physicians, especially those within the emergency department, have become more adept at using ultrasound imaging devices over the past 10 years. Bob Hitchcock, MD, an emergency department physician at Manatee Memorial Hospital and Lakewood Ranch Medical Center in Bradenton, Fla. says hospitals are concerned with what equipment they’re using in the emergency department, like the ultrasound. “When I was going through training, we were using what radiology was throwing away. Now, hospitals are realizing they can attract and retain the latest and greatest, and that’s important from a physician satisfaction perspective.” 27
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02
Surgical Equipment
Surgery has allowed for the mass-scale shift to minimally invasive procedures and the technological “poster-child” of surgery equipment has been the robotic surgical system, such as the da Vinci Surgical System. “Certainly, having the tools to provide top-level care to their patients is what attracts physicians to a given hospital,” says Linda Efferen, MD, chief
medical officer at South Nassau Communities Hospital in Oceanside, N.Y. “The da Vinci Surgical System is one example. I think it has gained a place where it’s essential for hospitals to have. As new graduates come out, they’re being trained on it. If that level of sophistication in technology isn’t there, they’re not in the right positions to provide that standard of care.” The intraoperative MRI is also unique because it is used during surgery to remove brain tumors. 29
TOP 10
01
Electronic Health Records
Electronic health records, otherwise known as EHRs, have increasingly become more and more prominent in the healthcare industry during recent years, especially as the industry places a bigger emphasis on preventative care and population health. According to Dr. Efferen, “[EHRs are] a platform for communication. As a patient moves from one location in the healthcare continuum to another, we have another way to track patient information across the continuum of care.” Bob Hitchcock, MD, an emergency department physician at Manatee Memorial Hospital and Lakewood Ranch Medical Center in Bradenton, Fla., recently told Becker’s Hospital Review that hospitals with certified and efficient EHRs are also doing themselves a favor in the recruitment of physicians. From his experience as an ED physician, hospitals that have simple, easy-to-use EHR systems are much more successful in their physician recruitment efforts. 3 0 M arch 2015
M O S T E F F I C I E N T P I E C E S O F H O S P I TA L T E C H N O L O G Y
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BUSINESSFRIEND
Why every Health Care Professional needs BUSINESSFRIEND on their phone Say hello to the one-stop communications channel. W R I T T E N B Y: S T E P H A N I E C . O C A N O
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December 2014
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BUSINESSFRIEND MEDICINE IS NOT a part-time interest, it’s a full-time job. Just ask any health care professional. Between meetings, surgeries, and patient consultations, the day doesn’t end for providers once they leave the office. Most remain on call after their standard shift, others go long into the night reading medical journals, while others prepare for the following day’s meetings to ensure operations run smoothly at their hospital. All of this while trying to remain connected to friends, family, peers and the outside world. Modern life makes us feel as though we can be everywhere and do everything, and beyond that, that we need to do both. Being busy is a status
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March 2015
symbol – the more we do, the more important we are. But being “crazy busy” has a price. Doing too much, too fast can be exhausting, misguided and potentially dangerous (take replying to an email while driving, for instance). In our overloaded world, time and attention can be depleted before the day’s work has even begun. What’s the issue? Most current advice related to the problem of modern life focuses on the need to get organized, but that doesn’t solve the issue. You can be very well organized – as most health care professionals have to be – and still feel overwhelmed by modern life. And who wouldn’t be? We’ve got our professional lives to manage where we need to respond to emails in a quick and efficient manner, find a way to keep all our medical papers and notes together, stay in touch with the board members from the networking conference last week and schedule our appointments at just the right time so our clients don’t get too irritated with the wait. On top of that, we need to check our
BUSINESSFRIEND
BUSINESSFRIEND is built on a responsive platform Facebook wall to stay on top of where our extended family has traveled to next, visit Instagram to see those travel shots, browse Twitter for the latest news briefs, gaze over Pinterest for ideas on what to cook for dinner and remember to contribute to the worldwide conversation so people know we’re still alive. And at almost all points during the
day we need to be somewhere close to an outlet so we can charge our phones after running a minimum of 10 platforms non-stop. Phew.... Is there a way to control the noise? Most would say that in order to take control of our lives from the hectic 35
BUSINESSFRIEND pace we need to cut back. But any successful health care professional will tell you that doing so will only bring more headaches. What we need is a one-stop solution that offers the perfect blend of business utility and social identity. Enter businessfriend. In a world where we can choose from over two million apps from both Android and Apple combined, one must choose wisely. We don’t need more; we just need one platform that works. “On any given day, the typical young professional can have as many as five platforms open to get them through their day,” said Glen White, founder and CEO of businessfriend. “[businessfriend] offers one complete forum that enables constant connectivity for optimal business communications. One mobile app, one desktop, any device – no more juggling apps.” Instead of having to use several different applications to accomplish one goal, businessfriend offers a simple and attractive interface to connect and share professionally and socially in a new way. There are four primary features offered by businessfriend that redefine how you interact with your professional 36 March 2015
Businessfriend can be used from
and social network. DigiDex The DigiDex feature is a professionally social network that allows you to manage, communicate and share with your friends, colleagues, co-workers, peers and ex-colleagues. Instant Communication The Instant app on businessfriend gives you real time communication from instant messaging to voice and video calling.
BUSINESSFRIEND: CONNECTING WORKING PROFESSIONALS
any device
Social Feed Your social feed allows you to get the latest content of your choice and track immediate updates and interests within your network whilst discovering and sharing your favorite posts. Cloud Storage This digital workspace, allowing for two free gigs of cloud storage, allows you to organize, store and share your important documents, manage your pictures and videos while also write, store and share notes.
“We like to say businessfriend is the channel for professionals that are suffering from S.C.S. (scattered communications syndrome),” said Freddie Pierce, VP of Product and co-creator of the app. “We’re providing one place to consolidate all of your current communications, mediums and channels into one easy-to-use application. You’ll never have to say ‘I didn’t get that email’ or ‘Where did that document go?’ again.’” To sign up for businessfriend, visit www.businessfriend.com. 37
Philips Healthcare Mex
Delivering the Continuum o from Hospital to Home
The company’s vision is to change the country’s healthc standards by providing solutions across the continuum prevention to homecare.
xico:
of Care
care of care, from
Written by: Mateo Rafael Tablado Interview by: Rebecca Castrejon Produced by: Lucy Verde Interviewee: Mark Stoffels, General Manager of Philips Healthcare Mexico
P H I L I P S H E A LT H C A R E M E X I C O
P Philips Vereos digital PET CT system
hilips is a household name in appliances, consumer electronics and lighting, whose presence goes from a blender in any home’s kitchen to light bulbs in factories and offices worldwide. The Dutch manufacturing company has achieved important developments during a more than 120-year existence, venturing into the creation of devices able to impact everyday life, including what finally became the now defunct Laserdisc, the CD (and derivative products such as the CD-R, CD-RW, DVD and Blu-ray) and the cassette tape during the early 1960s, among others. This vision, skill and desire for innovation is also applied by Philips to create and improve equipment for health-related diagnostics and monitoring procedures, such as MRI, computed
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March 2015
L AT I N A M E R I C A
tomography, molecular imaging, ultrasound, clinical informatics, patient monitoring and others. Philips has been in Mexico since 1939 and improving individuals’ health is a priority for this country’s subsidiary. “We’ve always been leaders in lighting and lifestyle products. We will leverage those strengths, and focus on becoming a leader in health tech as well,” said Mark Stoffels, General Manager for Philips Healthcare Mexico. Stoffels graduated from the Rotterdam School of Management at Erasmus University, majoring in marketing and innovation management. He attended additional management courses at Harvard and Babson College. His work with Philips Healthcare has taken him to Russia, India, China and other emerging markets. After an assignment as Head of Strategy & Marketing for Latin America, in Sao Paulo, he was appointed General Manager for Philips Healthcare Mexico operations in December 2012. “With the appointment came the opportunity to draft a long-term strategy to truly improve healthcare in Mexico and to grow our presence in the country,” Stoffels said. In September 2014, Philips announced that it will divide the company in two parts: The first focused on lighting solutions and the second
Key People
Mark Stoffels General Manager of Philips Healthcare Mexico Stoffels graduated from the Rotterdam School of Management at Erasmus University, majoring in marketing and innovation management. He attended additional management courses at Harvard and Babson College. After graduating, he was appointed to Bangkok, Thailand as a Philips trainee. His experience spans Hong Kong, Russia, Japan, Africa, the U.K. and Brazil, holding positions such as Program Manager and Strategic Marketing Director. Most recently, Stoffels was appointed General Manager of Philips Healthcare Mexico, in December 2012.
w w w. h e a l t h c a re . p h i l i p s . c o m / m x _ e s /
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C O M PA N Y N A M E
Philips State-of-the-art technology for complex diagnosis
on health technology. This move will ensure that both divisions can attract the focus they need to remain key players in their respective marketplaces.
Lighting solutions
For Philips Mexico, it means that actions will focus more and more on providing solutions for healthy living. Where previously the company’s focus was on manufacturing and selling products, in the future Philips will partner long term with key clients in the private and public sectors. Focus on health tech: Providing care from the hospital to the home Being a leading supplier of healthcare technology for both private and public hospitals, Philips has
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March 2015
SECTOR
Philips specialized software for hospitals
always offered the best equipment available for diagnostic imaging and monitoring. Recent additions to this catalogue include the only digital MRI solution currently available in the market, a digital PET-CT solution capable of diagnosing cancer faster and more accurately with half the radiation and a spectral CT scanner, which provides diagnostic precision levels as never seen before.
Heart Navigator System from Philips Healthcare
However, Philips Healthcare’s operations now encompass a spectrum not limited to supplying equipment for hospitals alone. “If we truly want to improve healthcare for Mexicans, we need to look at the full continuum of care,” said Mark Stoffels, and added: “This w w w. h e a l t h c a re . p h i l i p s . c o m / m x _ e s /
43
P H I L I P S H E A LT H C A R E M E X I C O means that we should work to make sure a patient does not have to go to the hospital in the first place. And if they have to, we should try to make their stay as short as possible so that they can soon return to the comfort of their own homes. Our strategy is to become the best provider of solutions across this continuum of care.” Integrated Solutions: Worth the Investment Five years ago, Philips acquired TASY, one of the largest providers of hospital informatics solutions in Latin America. In 2014, the company signed its first contracts in Mexico, providing four hospitals with complete TASY hospital informatics systems. This system includes all capabilities needed to manage the workflow of a hospital, from electronic medical records to administrative and clinical protocols.
L AT I N A M E R I C A
“True healthcare is making sure a patient does not have to go to the hospital; and if they do, they make sure they are out of there as soon as possible” – Mark Stoffels, General Manager of Philips Healthcare Mexico
“If you want to improve the quality of care, you need to be able to lower costs while improving patient outcomes. That is nearly impossible without means to accurately measure performance. And for that, software is indispensable. Combining our informatics solutions with a customer service organization, as well as our recently opened Philips Healthcare Academy, we are uniquely positioned to provide an integral solution to our clients,” Stoffels said.
w w w. h e a l t h c a re . p h i l i p s . c o m / m x _ e s /
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P H I L I P S H E A LT H C A R E M E X I C O
“We want to become a supplier of solutions that will lower the cost of the healthcare system and improve quality of healthcare in Mexico” – Mark Stoffels, General Manager of Philips Healthcare Mexico
Providing Solutions: It’s More Than Selling Machines “The healthcare delivery model of the future will be very different than it is currently,” Stoffels said. Instead of buying a product and a service contract, he said he believes that the future will evolve around partnerships between suppliers and clients. In these partnerships, healthcare providers will pay for just the services they need. These might be studies, scans or even patient outcomes. Big data will play a key role as more and more insights can be drawn from vast amounts of information gathered by devices
L AT I N A M E R I C A
ranging from hospital equipment to smart phones and other wearable technology. “It is our job to help our clients make sense of all that information while at the same time taking care of their technology so that they can focus on taking care of their patients,” he said. Forecast for the Future Philips Healthcare Mexico is ready to face the specific challenges the country is facing. With a growing and aging population, of which a large part still doesn’t have full access to quality care, Mexico has been selected as a major area of growth for Philips. As government budgets are under ever-growing pressure and private hospitals are continuing their search to reduce costs, the Mexican population needs clever solutions to cater to their needs. “We want to be at the forefront of healthy living, improving the care of millions of Mexicans. By executing our long-term health tech strategy we plan to do exactly that,” Stoffels said.
Company Information NAME
Philips Healthcare Mexico INDUSTRY
Goods manufacturing, imaging machines and other devices for diagnostics and health monitoring; software for hospital management HEADQUARTERS
Huixquilucan, Mexico FOUNDED
1939 in Mexico (before split in HC division) WEBSITE www.healthcare.philips.com/mx_es/
Doctor Shabtai Samoilov, Senior Specialist for CT, visited Philips Healthcare Academy in Mexico w w w. h e a l t h c a re . p h i l i p s . c o m / m x _ e s /
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Commitment to well being
It took less than 10 years for Hospital de los Valles to become a leading healthcare institution in Ecuador, due to first-rate service and care for patients by up-todate health professionals.
Written by: Rebecca Castrejon Produced by: Lucy Verde Interviewee: Francisco Cepeda, CEO, Hospital de los Valles
H O S P I TA L D E L O S VA L L E S
A
New Physical Therapy unit
fter opening on June 6, 2006 in the Valle Cumbaya area, near Quito, Hospital de los Valles has kept growing. It has become a healthcare powerhouse in Ecuador, able to provide medical attention and specialized treatments for patients of all ages. De los Valles is certified under ISO 9001:2008 since 2009 and has been awarded Ecuador’s National Law for Tissue and Organs Transplants seal (ONTOT). Through its affiliation to San Francisco de Quito University (USFQ), Hospital de los Valles has access to freshly minted health professionals. This labor force covers the healthcare spectrum’s specialties and subspecialties. As a result, los Valles can provide the best care available, from pediatrics to complex ailments. “Since updating professional knowledge is very important in the medical field, the university
Teaching hospital located in Cumbaya, Ecuador 50
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L AT I N A M E R I C A
constantly brings foreign specialists to teach. Other resources we can count on include a simulation workshop for resident physicians, and a large digital library for internal use,” stated Francisco Cepeda, General Manager for Hospital de los Valles. In the diagnostics and reference departments, de los Valles works extensively with the Andean Reference Institute laboratories (IRALABS) and Specialty Laboratories, in the United States, ensuring the highest accuracy in more complex diagnostics. Along with USFQ’s medical school, the hospital stands out in the research field. Hospital del Valle’s efforts in providing the best healthcare possible are shown in every procedure.
Key People
Francisco Cepeda CEO, Hospital de los Valles Francisco Cepeda, an economist, earned a Master’s in business management and a diploma for health institution management from INCAE business academy. Cepeda’s tenure as CEO for Hospital de los Valles S.A. started in 2009. His more than 18 year experience includes stints in Quito Metropolitan Hospital and pre-paid prescription companies (Salud S.A.)
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C O M PA N Y N A M E
Double rooms with adjustable beds
“Suppliers become our strategic partners” – Francisco Cepeda, CEO, Hospital de los Valles
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Hospital Activities The facility hosts 129 beds, 29 for intensive care patients. More than 6,000 surgical procedures per year are performed at Hospital de los Valles inside eight comfortable, fully equippedsurgery rooms. The patients are fully monitored through recovery. An in-house pharmacy is open, ensuring easy access to prescriptions. The hospital focuses on three main areas: 1. Products and packages: All-inclusive maternity plan, MEDIHOME mobile healthcare services, executive check-ups, home nursing and others. 2. Services: Emergencies, hospitalization, neonatology, audiometry, spirometry, electrocardiography, recovery, pediatric and adult intensive care units, neonatal intensive
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Staff is up to date with best modern medicine practices thanks to a partnership with San Francisco de Quito University
care, laboratory, pathology, physical medicine and rehabilitation, chest physiotherapy, medical imaging, endoscopy, electrophysiology, nutrition and others. 3. Medical centers: Hospital de los Valles Medical Center, Chemoterapy center and Dialysis center. Healthcare Technology Keeping updated with the most innovative healthcare technology is not a simple endeavor. Hospital de los Valles works with the B. Braun local affiliate for equipment service and updating, software applications and best global practices. The imaging service, cardiology department, electrodiagnosis, clinical and anatomical pathology laboratories at de los Valles all work
Hospital de los Valles has eight comfortable surgery rooms
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with state of the art equipment and highly accurate automated procedures for diagnostics. The neonatology unit is aided by high tech equipment, such as heliotherapy devices, multiparameter monitors, a monitoring room, newborn care units, breast milk extractors, medical ventilators and incubators. The intensive care unit includes cubicles equipped with adjustable beds, portable x-ray machines and a cardiac output monitor. Human Care The hospital’s commitment to the patients’ well being is represented in the “people working for people’s health” motto as well as in the staff’s sensitive treatment of patients and their families. International exchange programs and updating training courses are regular activities for employees and specialized personnel.
Fully equipped laboratory with latestgeneration devices and automated procedures for fast, accurate results
Caring for the Community Giving back to the community is not an afterthought. The Hospital de los Valles Foundation non-profit offers free check-ups and consultations. Additionally, it organizes charity events, and sports and arts activities to benefit the underprivileged sectors of the local community. Investments for 2015 To maintain quality standards, upcoming upgrades for Hospital de los Valles’ facilities w w w. H o s p i t a l d e l o s v a l l e s . c o m
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H O S P I TA L D E L O S VA L L E S include a $5 million investment in new monitoring systems, equipment replacement and refurbishment of surgery rooms.
Pathology unit
The interview with the hospital’s CEO Francisco Cepeda details the institution’s current affairs and forecast. Cepeda, an economist, has worked in the healthcare facilities business for nearly 20 years. His experience and efficiency were considered when he was appointed as CEO for Hospital de los Valles, in 2009.
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INTERVIEW WITH FRANCISCO CEPEDA, CEO FOR HOSPITAL DE LOS VALLES BRAL: According to AmericaEconomia, de los Valles is among hospitals with the most avantgarde healthcare technology in Ecuador. Are there any plans to deploy any other advances in medicine at de los Valles? FC: Our brand new STARscanner equipment became a very positive addition to diagnostics. It has proven to be very convenient for small children with congenital cranial malformations. STARscanner has been a key factor to avoid costly, traumatic surgical procedures. It is also a non-invasive treatment at a more convenient price. We are currently introducing neurosurgery for epilepsy treatment, which we think should become a giant step in our country’s health sector.
“San Francisco de Quito University is an important partner and Ecuador’s most prominent private college. Thanks to our partnership, our doctors are up to date with global advances in medicine” – Francisco Cepeda, CEO, Hospital de los Valles
BRAL: Which factors allow de los Valles to be a leading healthcare institution in Latin America? FC: Our Dialysis Center’s infrastructure is the best in the nation. The Center’s staff has received top level training abroad and they work with the best equipment. Our Pediatric Intensive Care Unit is another of our highly regarded assets nationwide. BRAL: You have positive outreach to the w w w. H o s p i t a l d e l o s v a l l e s . c o m
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H O S P I TA L D E L O S VA L L E S
Fully equipped laboratory with latest-generation devices and automated procedures for fast, accurate results
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community through efforts such as breast cancer prevention program and sponsorship of sports activities (PGA Latin America.) Which other activities do you share with the community? FC: We have always supported sports. We also offer medical support for competitions such as the national police corps’ Peace Heroes, and the Club Jacaranda ATP 250, races. We provide healthcare services to underprivileged sectors of our community through the Hospital de los Valles Foundation.
L AT I N A M E R I C A
Company Information NAME
Hospital de los Valles INDUSTRY
Hospital, medical services HEADQUARTERS
Cumbaya, Cumbaya, Ecuador
Maternity ward
FOUNDED
BRAL: What is your suppliers’ role in providing the hospital with state of the art equipment? FC: Our suppliers’ part is essential to the hospital by being our link to tech developments worldwide. New equipment and advances in medicine arrive from abroad. Our suppliers provide the equipment for the hospital’s specialized services. Most importantly, suppliers become our strategic partners.
June 6, 2006 EMPLOYEES
525 REVENUE
USD $ 45-50 million WEBSITE
www.Hospitaldelosvalles.com
BRAL: What will become of Hospital de los Valles five years from now? What are the plans to accomplish such goals? FC: Our hospital should become a leading medical research institution. Our strategy is becoming a teaching hospital alongside our main partner, the San Francisco de Quito University. w w w. H o s p i t a l d e l o s v a l l e s . c o m
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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
G R U P O V I TA L M E X
V
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
plant
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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
Main offices of Grupo Vitalmex
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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SUPPLIER PROFILE
Important numbers at a glance •
1 of the world’s largest medical device companies
•
16,000+ patents issued; ~7,200 applications pending worldwide
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$861 million dollars invested in R&D
•
~23,000 employees worldwide
•
Market presence in nearly 100 countries worldwide
Locations •
Global corporate HQ: Marlborough, Massachusetts
•
Regional HQs: Singapore and Paris, France
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Major technology centers: Minnesota, California, Ireland, Costa Rica
•
12 manufacturing facilities worldwide. Web site: www.bostonscientific.com
Select Senior Leadership •
President & Chief Executive Officer: Mike Mahoney
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EVP & Chief Financial Officer: Dan Brennan
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EVP & Chief Administrative Officer,
•
General Counsel & Secretary: Tim Pratt
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Chief Compliance Officer: Jean Lance
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VP & General Manager, Latin America: Mauricio Ortiz
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SVP & President Europe: Eric Thepauc
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EVP & President, Asia Pacific, Middle East and Africa (AMEA): Supratim Bose
Financials 2013 •
$7,143 billion dollars revenue
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$991 million dollars adjusted net income**
•
NYSE: BSX
Website: www.bostonscientific.com
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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. 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
Inside Vitalmex offices
Green garden
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Practices in the medical field. A computational analysis is performed for the circulation of blood 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
SUPPLIER PROFILE
From a family-operated business to an international corporation
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 70
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first time in a patient with successful results. The new visual identity of the group is presented. 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.
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José Manuel is able to sit down for the first time thanks to Vitalmex innovative equipment
Upper Management Vitalmex Group’s Chief Executive Officer is Jaime 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.
Entrance Vitalmex
Accomplishments Through the Group’s History Mexico’s healthcare sector has experienced constant changes, sudden reforms andcreation w w w. v i t a l m e x . c o m . m x
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Surgical technology adapted to life GimmiÂŽ GmbH Carl-Zeiss-StraĂ&#x;e 6
D-78532 Tuttlingen Phone + 49 74 61 / 95 590-0 Fax + 49 74 61 / 96 590-33 contact@gimmi.de www.gimmi.de
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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
Medical solutions Vitalmex
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Grupo Vitalmex, among the 100 best companies to work for in Mexico by Great Place to Work
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 Colombia, Peru, Brazil, Guatemala and other
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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.
Vitalmex Team
Current Operations Vitalmex Group is able to provide integral medical 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 w w w. v i t a l m e x . c o m . m x
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Instrumed subsidiary of Mexico, whose opening goes back to 1981
Support ventricular Vitacor-UVAD, produced and developed by Groupo Vitalmex
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human right in itself. Our promise of value is 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
L AT I N A M E R I C A
Manufacture of inputs in the area of heart surgery
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, similar resources.
“Sharing our knowledge is a valuable contribution towards improvement of the health sector, nationwide” – Jaime Cervantes, CEO, Grupo Vitalmex
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G R U P O V I TA L M E X
Continuing specialization.
Manufacture of inputs in the area of heart surgery
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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. 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 valuable contribution towards improvement
L AT I N A M E R I C A
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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Arazy Group Consultants Inc.
Award-winning global registr solutions for the MedTech ind
From China to Canada, Arazy Group aligns its clients with t and the ever-changing regulatory landscape Written by: Stephanie C. Ocano
Produced by: Cedrick Adolphe
ration dustry
the global economy
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Staff from Israel, Germany, China, South Africa, and Canada in a meeting at Arazy Group’s Vancouver office.
The future of a medical or diagnostic device manufacturer does not depend only on their ability to innovate, but also on their ability to get their products to market. This is the principle behind Arazy Group Consultants Inc., an international consultancy spanning several continents that assists 82
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medical device companies with mandatory regulatory compliance approvals, especially as they enter new markets. Founded 20 years ago, Arazy Group operates in over 100 countries worldwide, serving early start-up, medium-sized and top 100 multinational MedTech companies with one mission: to make their
CANADA
medical devices available. As growth in the medical device sector continues to shift towards emerging markets, and the need to be first to market becomes more important, the regulatory landscape becomes even more complex as companies must dedicate more and more resources to license submissions and maintenance in multiple countries, each with different regulatory frameworks and requirements.
by developing and introducing innovative solutions.
A History of Going Global Arazy Group was originally established in Israel in 1995 as the first regulatory affairs consulting company in the country. Serving Israel’s medical device industry almost exclusively during the first few years of operation, opportunities for massive growth were soon created. “Starting in Israel gave us a great Enter Arazy Group. advantage,” shared Arazy. “Israel has become a major hub for medical “Our disruptive technology is the device technology. Working with driving force behind a revolutionary Israeli manufacturers allowed suite of products changing global us to develop unique regulatory licensing and registration,” stated knowledge and experience through Benjamin Arazy, President and CEO. challenging projects with the new, “Since late 2012, we accelerated advanced technology characteristic growth for our clients and made of the Israeli MedTech sector.” advanced medical devices available Working outside of the traditional to patients and physicians around the European Union and American globe faster than ever before.” markets also gave Arazy Group the We recently spoke with Benjamin insight they needed to recognize the Arazy to further understand how his potential of emerging markets and company Arazy Group is addressing the role they would play in the future the growing needs of the MedTech of the MedTech industry. Not only industry in the international market were they among the first to expand w w w. a r a z y g r o u p . c o m
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A R A Z Y G R O U P C O N S U LTA N T S I N C . their business into developing countries, where there was a greater need for the kind of expertise Arazy Group had to offer, but they were positioned to make an impact right away. The company started their expansion in China. There, Arazy Group became the first medical device consulting company to obtain European certification (CE Mark) for a Chinese product – a major achievement in 1998. Upon the completion of this landmark
project, Arazy Group continued to find similar success in Southeast Asia and Latin America. After the global economic crisis began in 2008, Arazy Group began to receive inquiries for product registrations from American and European manufacturers who realized that they needed to get their products into more markets to succeed in the new economic environment. It became clear that the skills and system that Arazy Group had built for the developing
Arazy Group operates in over 100 countries worldwide, serving early start-up, medium-sized and top 100 multinational MedTech companies.
CANADA
world were of value to the industry at large and, in response, they set up their international headquarters in Vancouver, British Columbia, Canada. “While we have been operating for two decades within the constraints of the complexity of international regulatory affairs, we have also seen opportunity,” said Arazy. “We combined the power of raw data, the efficiency of data management and the connectivity of a professional social network of compliance experts into a new technology service platform and launched an integrated suite of cloud-based products designed to streamline, simplify and expedite international regulatory affairs once and for all.”
Arazy Group President & CEO Benjamin Arazy
Cloud Computing Excellence This year, Arazy Group is among the worldclass companies honored with the prestigious CIO Impact Award by Frost & Sullivan. Going to companies who enable breakthrough new business models and strategies, Arazy Group was recognized for its cloud-based global MedTech registration system LICENSALE.COM™. Manufacturers use the LICENSALE.COM™ system to manage their product submissions and submit multiple applications in multiple markets, simultaneously, through one easy-to-use portal. The technology connects Arazy Group’s network of compliance and technical experts to the manufacturers’ registration projects, enabling registration in over 100 countries and
Integrating technology, software and a professional network streamlines and expedites global regulatory affairs.
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A R A Z Y G R O U P C O N S U LTA N T S I N C .
Benjamin Arazy accepting the 2015 CIO Innovator of the Year and Cloud Computing awards from Frost & Sullivan President (Americas) and Partner Art Robbins.
reducing time-to-market and overall regulatory costs by as much as 50 percent. The system is designed to address manufacturers’ long-term needs throughout the product lifecycle, including the ongoing maintenance of licenses and registration renewals, and has processed thousands of applications since its official launch in 2012. 86
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“Being recognized by a world-renowned third party for our achievements is extremely important for building our clients’ confidence in our advanced solutions,” said Arazy. Only weeks before winning the award, Arazy Group introduced the next phase in its suite of integrated cloud-based products: Officially launched at MEDICA 2014 in
CANADA
Düsseldorf, REGISLATE™ is the first dedicated global regulatory management system for the large-scale processing, submission and review of regulated product applications. Directed to manufacturers as well as government agencies or other professional regulatory organizations, REGISLATE™ completes the infrastructure required for the operation of an effective regulatory affairs organization or department. On February 10, Benjamin Arazy also received the Frost & Sullivan 2015 CIO Innovator of the Year Award. The award goes to those nominees whose teams had the most outstanding impact on their enterprises’ strategic innovation, and who delivered a significant competitive advantage.
Company Information INDUSTRY
Global MedTech HEADQUARTERS
#350-1333 Johnston Street, Pier 32, Granville Island, Vancouver, BC, Canada, V6H 3R9 FOUNDED
1995
Constant Innovation Arazy Group is continuously striving to accelerate time-to-market for faster and equal public access to advanced MedTech products on a global scale. “Overall, we want to take a leading position with whatever is happening in the field of regulatory affairs, while improving global healthcare through the provision of safe and advanced medical devices and practice” said Arazy. When asked where he would like to see Arazy Group in the next five years, Benjamin Arazy concluded with the following: “I’d like to see Arazy Group expanding its role as the leading player in the field of regulated product registration to the biotech sphere, followed by other global regulatory verticals.”
EMPLOYEES
120+ EMAIL
info@arazygroup.com
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JSS Medical Research
JSS Medical Research Takes Clinical Studies Global
After key mergers and acquisitions, JSS Medical Research is able to offer their high-quality services to the world. Written by: Laura Close Produced by: Cedrick Adolphe
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JSS MEDICAL RESEARCH
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he vision of JSS Medical Research is to become the preferred provider of clinical research services for a range of healthcare stakeholders including industry, hospitals, universities and governments. 90
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To achieve this goal, JSS Medical Research is continuing to deliver on its promise of providing an exceptional array of clinical trial services that comply with the most rigorous scientific, ethical and regulatory standards, and executing
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Emmanouil Rampakakis, VP Scientific Affairs, JSS Medical Research
on its plans for global expansion. The origins of the company date back to 1985 when the founder, Dr. John S. Sampalis started a consultation business offering study design, statistical analysis, and medical writing services. In the 1990s clinical operations and data management services were introduced, and in 2005 the quality assurance department was established. JSS Medical Research expanded its offering in health economics and outcomes research in 2012, providing reimbursement strategy services and leveraging health economics expertise to build the key elements of reimbursement submissions. Today JSS Medical Research provides the complete spectrum of services for healthcare research including study design, study set
“Things like riskbased monitoring, patient reported outcomes using mobile applications, cloud-based systems, and electronic health records which seemed a luxury a few years ago have become or are becoming industry standards.�– Emmanouil Rampakakis, Vice President of Scientific Affairs
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JSS MEDICAL RESEARCH up, site management, project management, data management, pharmacovigilance, quality assurance, statistical analysis, medical writing, and market access. Major Projects and Growth JSS Medical Research is currently active in over 15 countries. The largest ongoing project is a 7-country post-marketing observational study assessing the burden of illness of herpes zoster. The growth of JSS Medical
www.spharm.ca
Who are we?
SPharm is a Canadian consulting firm specialized in regulator y affairs and strategic product development ser vices.
Product expertise: •
• • • • • • •
Pharmaceutical, biological and biotechnical products (prescription / over the counter) Biosimilars Generics Medical devices Natural health products Veterinar y products Cosmetics Food and feed ingredients Susanne Picard, President
1235, 3rd Avenue Val-d’Or, Quebec, Canada J9P 6C3 T 819 824-6869 F 819 824-4876 info@spharm.ca
Research in Latin America is increasing and expansion to other regions in the world is in the shortterm plans. “One example of how JSS Medical Research brings value to our global clients is the collaborative effort between the University of Rosario in Colombia, a pharmaceutical sponsor, and JSS Medical Research that is aimed at educating healthcare providers, government officials and third-party payers
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on pharmacoepidemiological studies, in essence creating a Latin American centre of excellence for the real-world evaluation of safety and effectiveness of marketed treatments”, shared Emmanouil Rampakakis, Vice President of Scientific Affairs. In the last few years, JSS Medical Research has experienced a 20 percent annual growth in revenue, which is above the industry standard. As part of its growth strategy, JSS Medical Research realized two M&As, Integrated Research in Canada and LatAm Clinical Trials in Latin America. “This augmented the JSS Medical Research operational and regulatory expertise and solidified its presence in Latin America, increasing our geographic reach and our ability to conduct global multi-country studies,” said Rampakakis. Technology in Research The past decade has been an exciting era of change and maturation for the CRO industry. The increased financial pressure on the pharmaceutical industry with the expiration of patents on
blockbuster drugs and the demand of healthcare payers for clinically and economically better drugs mandated the parallel adaptation of the CRO industry. Concepts like risk-based monitoring, patient reported outcomes using mobile applications, cloud-based systems, and electronic health records which seemed a luxury a few years ago have become or are becoming industry standards. Innovations in technology are playing a major role in the pharmaceutical industry, in an effort to improve efficiencies, save time, and reduce costs. “Real-time” mechanisms of data collection and patient oversight translate into improved patient management. And, in the end, this is what it’s all about – making a positive impact on a patient’s life. Companies that continue to leverage technology, improve their efficiency and maintain a strategic focus will add value to the clients. To this effect, JSS Medical Research recently implemented an internal web-based project management software, which features enterprise work management,
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e-tracking document management and portfolio management. “This was a pretty big project for us but we are certain that it will help us optimize our services to our clients”, Rampakakis commented.
Company Information INDUSTRY
For the Future The increasing trend of outsourcing in clinical research is guaranteed to continue. The industry acknowledges that CROs have the required scientific expertise and state-of-theart infrastructure available for them to leverage, which is seen in the series of recent strategic partnerships built. JSS Medical Research plans to continue growing organically and through M&As. The company has an ambitious but stable business model which involves additional expansion in emerging markets. Currently, JSS is in the advanced stages of expanding into Asia while the idea of Europe is in the cards as well. With its strong academic affiliations, expertise in the design and execution of clinicalepidemiological studies and flexibility and innovation in a competitive industry, JSS Medical Research is poised to exceed its growth goals and its clients’ expectations.
Healthcare HEADQUARTERS
St-Laurent, QC, Canada FOUNDED
1985 (operating as ‘JSS Medical Research’ since 1997) EMPLOYEES
95 REVENUE
Not Disclosed
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Healthy Sleep Solutions:
Helping patients with sleep apnea live l healthier and more fulfilling lives
Working with leading, independent specialist sleep physici Solutions is committed to delivering an innovative, conveni for definitive sleep apnea diagnosis and subsequent treatm Written by: Stephanie C. Ocano Produced by: Troy Barker
:
longer, happier,
ians across Australia, Healthy Sleep ient yet simple benchmark service ment, management and support.
H E A LT H Y S L E E P S O L U T I O N S
HSS being awarded Natus Distributor of the year for Asia Pac in KL Malaysia
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ur vision is to help people with sleep apnea live longer, happier, healthier and more fulfilling lives. We do that by delivering innovative, convenient and simple solutions that remove the barriers to their happiness,” said Marjan Mikel, managing director at Healthy Sleep Solutions in a recent interview. Founded in 2007 with the express purpose of providing primary care doctors and their patients at risk of sleep apnea with appropriate and affordable access to diagnostic, treatment and long-term disease management solutions. Delivering 98
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on these promises Healthy Sleep Solutions quickly became Australia’s largest provider of sleep diagnostic and treatment services. “At the moment, peoples’ primary medical touch point is their General Practitioner. Extremely busy and time poor these primary care physicians have much to tend to with patient care and, understandably, may not routinely assess patients for sleep apnea. It is estimated that 80% of people suffering with sleep apnea remain undiagnosed. Furthermore, once patients are identified as being at risk of sleep apnea there has often
AUSTRALIA
Finance and Administration Manager Bernadette Frech and one of our Sleep Services Coordinators Catherine McCaffrey
been a rather convoluted and time consuming process for the patient to be definitively diagnosed and then treated. All of this can be very costly,” discussed Mikel. “Our goal has been to eliminate the obstacles and barriers; making it easy for the patient to navigate what can be a confusing and convoluted process. We streamline as much as we possibly can without compromising the medical service. We also ensure that the independent Sleep Physician is the integral stakeholder of the diagnosis and that the General Practitioner remains the champion of the patient’s care.”
Healthy Sleep Solutions has established a unique disease management and patient pathway that understands the obstacles currently affecting most sleep apnea patients. This included submitting a comprehensive health economic study to the government that helped institute a reimbursed home based sleep diagnostic and continues to cooperate with the Ministry of Health to ensure that these diagnostic investments are delivered to the appropriate patients and delivering the . This has fundamentally redefined the way key stakeholders can approach the diagnosis issue. w w w. h e a l t h y s l e e p . n e t . a u
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Breathe easier, sleep more naturally Philips are passionate about providing solutions that help people sleep and breathe easier. Our Sleep and Respiratory Care solutions improve people’s lives through meaningful innovation in the areas of sleep apnoea management, oxygen therapy, non-invasive ventilation and no respiratory drug delivery. Our latest innovation in the area of patient self-management, SleepMapper, puts your sleep therapy data in the palm of your hand.
Phone: 1300 766 488 Email: prcontact@philips.com Web:
www.philips.com.au/healthcare-solutions/sleep-and-respiratory-care
H E A LT H Y S L E E P S O L U T I O N S A Unique Approach to Disease Management The disease management model that Healthy Sleep Solutions follows is one that brings together all stakeholders, eliminating patient pathway inefficiencies that may compromise at risk patients being effectively identified, diagnosed and then appropriately treated and managed. “What we do is bring all the stakeholders together. That includes patients, sleep specialists, primary care physicians, device manufacturers and technicians to make sure we come up with a
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simple, highly coordinated solution that overcomes the obstacles that were traditionally inherent in the system. This helps ensure that effective disease management occurs,” said Mikel. “The typical sleep apnea patient is an obese 50 year old male, who snores and has an identified cardiovascular and/or metabolic disease such as high blood pressure or Type 2 Diabetes. However, they are generally not aware that the quality of their sleep is being severely compromised but rather attribute their tiredness to being older and overweight and not
SUPPLIER PROFILE PHILIPS HOME HEALTH Philips Sleep and Respiratory Care is part of Royal Philips Electronics of the Netherlands, a diversified world leader in healthcare, lifestyle and lighting. As a global leader in the sleep and respiratory markets, we are passionate about providing solutions that lead to healthier patients, healthier practices, and healthier businesses. For us, innovation is driven by gaining insight into the needs of the people who use our products in the areas of sleep apnoea management, oxygen therapy, non-invasive ventilation and respiratory drug delivery. Our quality CPAP systems reflect our commitment to providing exceptional therapy, enhanced patient comfort, and essential compliance tools so important in today’s challenging environment. Philips SleepMapper mobile and web-based solution lets OSA patients enhance their sleep therapy experience. EncoreAnywhere is a web-based system that makes it easier and more efficient for sleep professionals to manage patient compliance and therapy. Anytime. Anywhere. Website: http://www.philips.com.au/healthcare-solutions/sleep-and-respiratory-care
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Bruce Piggott franchisee far North Queensland. Bruce services patients in an area the size of Belgium.
H E A LT H Y S L E E P S O L U T I O N S to the possibility that they may have sleep apnea; tiredness becomes an accepted normality for them,” he continued. “Unless General Practitioners proactively manage patients to help them understand that it is sleep apnea that could be the root cause of their fatigued state and also exacerbating their cardiovascular risk profile then there is little chance of the patient taking steps to address their condition. We work in a way that reinforces that the sleep specialists and general practitioners are the key stakeholders in the identification and management of at risk patients and this helps to proactively search for potential sleep apnea in a medical setting.” “We also employ a national team
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of Sleep Service Coordinators who are a key factor in helping to ensure that General Practitioners are more aware of the risk of sleep apnea in their own medical practice as well as the convenience, simplicity and effectiveness of our solution” Mikel explained. “The effectiveness of Healthy Sleep Solutions and the General Practitioner working together to identify at risk patients can be seen in the fact that normally one in twenty adult Australians are thought to be at risk of moderate to severe sleep apnea, however, working together our diagnostic “hit-rate” is ten out of every twenty referred patients and a further six out of twenty referred patients have mild sleep apnea”
“We invest very heavily in building and maintaining a world class team. The people in this organization are the fundamental assets that we have.” – Marjan Mikel, Managing Director
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C O M PA N Y N A M E
HSS being awarded Natus Distributor of the year for Asia Pac in KL Malaysia
Redefining the Supply Chain Model The supply chain at Healthy Sleep Solutions involves the provision of medical devices and consumables, but it’s not about machines. It’s about the service and the people involved in delivering that service. “A landmark clinical study has shown that you only need to treat 104
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seven mild to moderate sleep apnics to prevent two serious or fatal cardiovascular events. However, in order for this to happen the patients need to have the right treatment solution customized to them and to be adherent and compliant with that treatment. We therefore co-ordinate the key stakeholders around the patient, General Practitioners, Sleep
SECTOR
Specialists, Sleep Technicians and suppliers. We have been successful in redefining what the supply of excellent service and duty of care to sleep apnics really should be,” said Mikel. “It’s not necessarily about the type of machine used in treatment, when one is recommended by an independent Sleep Physician, because they’re all very good. We
use all the major brands: ResMed, Philips, Fisher and Paykel. They all work well when they are used properly. That’s not the issue. It’s about the patient, their needs and aspirations. You need to recognize that it’s all about the individual then everything else needs to be redefined and aligned accordingly. So it’s not the device, not the w w w. h e a l t h y s l e e p . n e t . a u
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“The more we focus on the fact that we’re here to deliver a service to our patients, the more other things fall into place.” – Marjan Mikel
Sleep Specialist, not the General Practitioner, but the sum total of everything that the patient needs.” Healthy Sleep Solutions partners with market leading organizations and develops relationships with them in order to provide the right solution to the individual patient. “It’s one thing to sit there and have discussions about margins and terms of trade, etc; and it’s another thing completely to work together to develop solutions that are geared towards the real issues and obstacles that limit our patients’ access to world class solutions and resulting better health outcomes,” said Mikel. “What we try and do is find organizations to partner with that truly understand that.” Goals of Expanding in Australia Healthy Sleep Solutions is focusing 106
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heavily on expanding its presence in Australia. “We’re basically scratching the surface. Despite our success in working with medical practitioners to diagnose tens of thousands of at risk patients 80 percent of individuals with sleep apnea still remain undiagnosed. Many of them will not have access to diagnostics, not just in this country, but globally. We’ve got a lot of work to do to make sure we make the appropriate services available to the people that really need them and in turn this will continue to fuel growth and continued success,” said Mikel. “We’re also looking at taking what has worked very successfully in sleep apnea and applying this to other relevant disease states,” continued Mikel. “Most of our patients are high-risk cardiovascular
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patients and at this juncture we do a very good job of looking after their sleep apnea but then really do have a limited impact on the other cardiovascular risk factors that they have. What we want to achieve is to provide General Practitioners and relevant Specialists with a partnership to continue to enhance the quality of care patients receive. When you stand still in a dynamic market like healthcare provision, you invariably go backwards and we intend to stay ahead of the game. We know that we have been able to achieve very positive outcomes to date with sleep apnics and so we are very confident that we can broaden our care portfolio to address other relevant disease states that typically occur in sleep apnics.” According to Mikel, 2015 will be a year of local expansion, continued investment in Healthy Sleep Solutions’ patients and developing the IT infrastructure to streamline processes. “We will continue to look at partnering with our suppliers at a level that is not transactional but more a true partnership where we work together to solve some of the broader issues impacting the most important people in this whole process; the patients,” concluded Mikel. “We will continue to grow our market share in Australia from our current strong position and we have objectives of launching Healthy Sleep Solutions in two or three international markets in the coming 12 months.”
Company Information INDUSTRY
Healthcare HEADQUARTERS
Sydney NSW Australia FOUNDED
2007 EMPLOYEES
50+ REVENUE
NA PRODUCTS/ SERVICES Healthy Sleep Solutions is dedicated to the multitude of patients in Australia who suffer daily with the consequences of Sleep Apnea and associated conditions. We try to remember that we exist solely to help these patients. We try never to forget that the patient is at the centre of everything we do. The more we remember this, the more successful we will be.
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Abiquifi:
THE BRAZILIAN ASSOCI PHARMOCHEMICAL IND Written by: Natรกlia Helen | Produced by: Karla Sohn
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stablished in 1983, the Brazilian Association of Pharmochemical Industry (Abiquifi) gather pharmochemical and pharmaceutical ingredients companies with the purpose of stimulating the production of pharmaceutical ingredients in Brazil as well as supporting the modernization and strengthening of companies in the international and national market. As of 2010 in order to represent the companies producing excipients, it changed its identity to “Brazilian Association of Pharmaceutical Ingredients and Pharmochemical Industry�, and changed the abbreviation to Abiquifi. Brazilian Pharma Solutions In order to help developing and internationalizing Brazilian pharmochemical and pharmaceutical companies, Abiquifi together with Brazilian Trade and
Regulatory Workshop, Chile and Mexico
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Brazilian Pavilion at CPHI
Investment Promotion Agency (Apex-Brazil) creates the Brazilian Pharma Solutions. The project intends to increase the participation of Brazilian companies in the international scenario, aiming to increase export, the exchange of technology, investment attraction and internationalization of industry. Brazilian Pharma Solutions performs intelligence activities and market research, international marketing, courses and workshops, international fairs, business meetings, trade missions, aimed at several countries on five continents. One of the actions performed by the project is the participation of Brazilian companies at the CPhI Worldwide, the main world meeting of pharmaceutical industry. Abiquifi organizes the Brazilian pavilion at the fair for 20 years. As a result of last year’s event, $ 100 million in business is estimated to be generated. The companies participating in the Brazilian w w w. a b i q u i f i . o r g . b r
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C O M PA N Y N A M E
Brazil and Arab countries business
pavilion contacted more than 1,300 customers from different countries. CPhI Worldwide is the year’s leading event in the calendar of companies and design’s internationalization, just by its scope. Registering a growth proportionally greater than the fair itself, the space reserved for CPhI 2015 will be even greater. The fair project, which meets the human and animal health pharmaceutical area, also seeks to promote the image of Brazil with a reliable and safe health surveillance system, meeting the drug safety and pharmaceutical chain products needs for export to other countries.
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Foreign Trade The trade balance data of this product type show that in 2013, Brazilian pharmochemical and pharmaceutical ingredients exports reached US $ 743.9 highlighting virginiamycin, with exports of USD 25 million. Other featured products are Heparin Sodium, bile acids and pharmacotechnical excipients. Abiquifi Initiatives Among the initiatives adopted by Abiquifi, we highlight those aimed to encourage pharmochemicals and pharmaceutical ingredients laboratories w w w. a b i q u i f i . o r g . b r
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President JosĂŠ Correia da Silva
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to build their capacity and to incorporate the best manufacturing practices, to meet not only the requirements of the National Health Surveillance Agency (ANVISA ) but also those of international agencies, including the United States Food and Drug Administration (FDA) and the European Medicines Agency (EMEA), regulatory and supervisory agency of the European Economic Community (EEC). Abiquifi also worked with the Ministry of Health and the National Health Surveillance Agency (ANVISA) to strengthen the requirements related to the manufacture of pharmochemicals and pharmaceutical ingredients, with regard to the qualification and certification of laboratories and products quality control. Abiquif Index Since 1981 Abiquifi has been publishing on a year basis the Abiquifi Index, which presents a full list of pharmochemicals and excipients produced in Brazil and other Mercosur countries.
Association Information INDUSTRY
Pharmaceutical HEADQUARTERS
Rio de Janeiro, RJ Brazil E S TA B L I S H E D
1983 NUMBER OF MEMBERS
22 companies MANAGEMENT
Board´s President: José Correia da Silva Executive President: Onésimo Ázara Pereira
Dictionary of Commercial Pharmaceutical Substances The entity edits the Dictionary of Commercial Pharmaceutical Substances, consolidating in a single document the most several and scattered information on a wide range of products from pharmaceutical, medical, foreign trade areas, among others. w w w. a b i q u i f i . o r g . b r
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Competitiveness in infrastructu and acquisitions of major brand Subsidiary of the southern hemisphere’s largest pharmaceutical industry, factory has annual production capacity of 880 million tablets Written by: Flåvia Brancato | Produced by: Karla Sohn
ure ds
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ith a mission to produce, promote and market medicines that provide benefits to the health and quality of life of the population, Aspen Pharma Brazil combines excellence, innovation and quality in its comprehensive product line. This line includes brand name medications, similars, generics, herbal medicines, biological, food and cosmetics. Aspen Pharma Brazil is a subsidiary of the African, Aspen Pharmacare-main, the largest pharmaceutical company in the southern hemisphere and the ninth largest global manufacturer in the similars and generic segment. Developing its products under the command of highly skilled scientists, as well as other global pharmaceutical and renowned research centers, the company has approximately 400 professionals employed in their Rio de Janeiro headquarters and plant in the municipality of Serra, EspĂrito Santo. With an annual production of 880 million tablets and 20 million bottles of capsules, creams, gels, and other pharmaceutical forms, Aspen Pharma meets Brazilian and international market demands for prescription and over-the-counter (OTC) medications. The supply chain in Rio de Janeiro
Aspen Pharma reception room, Rio de Janeiro
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Aspen Pharma office, Rio de Janeiro
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ASPEN PHARMA with account planning experts and purchases is centralized through a team of buyers and a coordinator. Among the main companies are GSK, Takeda, MSD, Nortec Quimica and Wanbury. OPERATIONS Aspen Pharma Brazil’s main goal is to supply the international market. However, it also wants to ensure the group’s expansion into Latin America, with a focus on growth through global acquisitions with other multinationals. The company has received investments conferring greater competitiveness in infrastructure and its product portfolio. Among the business units of the Brazilian subsidiary are prescription products, herbal remedies, SNC and OTC. The main brands currently marketed by the company are Insunorm, Calman, Phillips Milk of Magnesia, Digoxin, Agrastat, Imuran, Aldosterin, Aldomet, Indocid, Kwell and Zyloric.
Cleaning and conservation; Professional gardening; Entrance management; General maintenance. Aspen Pharma – A great customer. A successful partnership
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Magnesium hydroxide Phillips
Aspen Pharma Brazil also has a line of hospital products including Eutropin, Cellexina, Aldosterin, Formet and others. Focusing on business development, the company has an ongoing expansion plan. Aspen Pharma Brazil’s CEO, Alexander France, states: “For 2015, the company intends to expand the production capacity and the infrastructure in Sierra. In addition, we have plans to invest in the sector and launch a new phytotherapeutic product at the end of the year.” GROWTH AND QUALITY The grand growth strategy is to acquire major brands. In August 2012, Aspen Pharma Brazil commercialized Phillips Milk of Magnesia,
“In a recent continuous improvement project, we achieved 40 reduction of time spent in one of the stages of the manufacturing process which resulted in the optimization of productive capacity” – CEO, Alexandre França
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ASPEN PHARMA
“For 2015, the company intends to expand the production capacity and expand the infrastructure of Serra” – CEO, Alexandre França
Aspen Pharma factory in Serra, ES
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Kwell and Nedax, formerly controlled by GlaxoSmithKline (GSK). To control operation quality the company invests in a process of improvement. “In a recent continuous improvement project, we achieved a 40 percent reduction of time spent in one of the stages of the manufacturing process. This resulted in the optimization of productive capacity,” explains the CEO. Above all, the plant meets all programs required by legislation, including good manufacturing practices, medicine and occupational health, accident prevention and health care waste management. France highlights the recycling project adopted by Aspen Pharma Brazil: “Still as part of incentive programs to improve quality of life and social and environmental responsibility, we promote the selective collection of waste and recycling”. PERSONNEL MANAGEMENT Aspen Pharma Brazil provides several incentive and training programs to its employees. “Breakfast with the President” provides an opportunity to chat with the CEO. Workers are encouraged to offer opinions, state complaints and give praise. On “Happy Friday” offices close at 3:00 p.m. so employees can get home earlier, avoid traffic, pick children up from school, and so forth. “To evaluate and strengthen the qualifications of our staff we have the Training and Development
Aspen Pharma meeting room, Rio de Janeiro
Aspen Pharma reception room, Rio de Janeiro
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Cynara scolymus L. 312,5mg
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Program. ‘Talent Scout’ is our internal recruitment program that seeks to identify, recognize and value the human resources of Aspen Pharma,” explains France. Aspen Pharma Brazil completes Performance Appraisal Plans—a tool to identify and coach within the company, because it’s always concerned with the quality and opinion of the entire team. There is also the reward and recognition program, “Thanks,” which aims to recognize and promote new ideas, attitudes, resilience and dedication.
BRAZIL
Company Information INDUSTRY
Pharmaceutical HEADQUARTERS
Rio de Janeiro, Brazil E S TA B L I S H E D
2008 EMPLOYEES
400 ANNUAL REVENUE
2012/2013 - US$ 61 million
Aspen Pharma Brazil is proud about ending the fiscal year 2012-2013 with R 170 million in revenues and an increase of 42 percent in sales. The CEO adds that corporate recognition is important but not as much as access to health. “The company spares no efforts to contribute in all countries where it operates. Sustainability and distribution of medicines are among the most important issues for the lab. To this end, Aspen increasingly provides a diverse range of high quality products and affordable prices ,� he concludes.
PRODUCTS/ SERVICES
Brand-name medications, similar, generics, herbal medicines, biological, food and cosmetics
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