Health Line MIDDLE EAST
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Overcoming hearing loss through innovative solutions DAVID F. RAETZ, MED-EL MIDDLE EAST
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Making quality care accessible since 1980 JEROME CARLE, JULPHAR
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Providing Premium Healthcare Close to Home © M LINK 2017
PETER MAKOWSKI, CEO, AMERICAN HOSPITAL
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TABLE OF CONTENTS
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Health Line MIDDLE EAST
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June 2017
David F. Raetz
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Dr. Paolo Cellocco
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Jerome Carle
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Danilo Cassani
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Peter Makowski
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Dr. Ashraf Allam
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Anubhav Gautam
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Hospinorm
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CEO and Regional Director, MED-EL Middle East CFO and Acting General Manager, Julphar CEO, American Hospital Director, Royal Care
Head of Rehabilitation Dept, Canadian Specialist Hospital Area Head (NEMEA), Takeda Vice-President, Mundipharma, MEA Gulf Drug
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Health Line Middle East 2017
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A LIFE FILLED WITH
POSSIBILITIES Overcoming Hearing Loss through Innovative Solutions MED-EL strives to support patients in pursuit of rediscovering their ability to hear. CEO and Regional Director of MED-EL Middle East, David F. Raetz explains the importance of raising awareness on hearing loss and available solutions.
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ounded by scientists Dr. Ingeborg Hochmair and Prof. Dr. Erwin Hochmair, MED-EL is an Austrian technology leader offering a wide range of solutions for patients with hearing loss. To reiterate their commitment to individuals suffering from hearing loss, and to expand accessibility to their innovative solutions, MED-EL established a presence in the Middle East in the 1990s.
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“MED-EL has always been at the forefront of developing products that offer social connectivity, unparalleled sound quality and great flexibility. We began our journey in the seventies when Dr. Ingeborg and Prof. Dr. Erwin initiated their research on a hearing prosthesis, now known as cochlear implants,” said David F. Raetz, CEO and Regional Director, MED-EL Middle East.
With consequent development in medical electronics and other hearing implants that facilitated the growth of numerous industries, MED-EL aims to support patients with hearing loss in pursuit of rediscovering their ability to hear. “We are constantly metamorphosing to offer the most advanced solutions that would enable individuals with hearing loss to live life to the fullest. Our team of researchers are dedicated to develop products that would not only enhance the quality of life, but offer diverse options to enrich daily experiences,” he said. Today, MED-EL’s extensive portfolio and advanced technology not only cater to different types of hearing loss, but it has also advanced in such a way that newborns can receive their implants as early as six months, Raetz explained. With nearly 2,000 employees across the world, MED-EL has more than 30 subsidiaries that provide hearing solutions to more than 100 countries, and have a global reach in terms of support. “We have a strong base in Levant and ventured to the centre of Africa to ensure all our patients receive the support they need. Our advice to parents of young children is to perform hearing screening for your children,” Raetz said. Prior to acquiring speech, early detection and implantation in children who are hearing impaired is not only safe, but recommended in terms of developing auditory and linguistic skills, similar to that of hearing peers. “We are passionate about raising awareness on early diagnosis and treatment of hearing loss, especially in children. We have seen the overwhelming positive results of cases where children, as young as six months old, were diagnosed with hearing loss and received a cochlear implant without delay,” he added. All of MED-EL’s products are developed with great attention to detail, and most importantly, are comfortable and gentle for little patients. Regarding support to healthcare professionals, Raetz said: “Since our initiation, one of our key objectives, in addition to supporting individuals with hearing loss, was to support clinicians with knowledge, training and rehabilitation tools to enable them to provide the best support possible to their patients. We have encouraged leading local hospitals to initiate hearing implant programmes and have simultaneously developed our own speciality clinic focused on hearing loss and treatment in Dubai Healthcare City (DHCC).” MED-EL strives to be a lifelong partner, beyond a manufacturer and supplier of hearing solutions. “We are committed to supporting users beyond implant procedures by continuously communicating with them, resolving their doubts, and creating a network where there is a flow of feedback. MED-EL has a very large online presence with
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Hearing implants by MED-EL makes it possible for users and candidates to embrace a life filled with possibilities, enhancing the quality of life. comprehensive information on treatments and rehabilitation. For parents of younger users, we have an online support system. In addition to these resources, we have a network of patients who have undergone implantation, and can be approached by potential candidates to answer their queries. With our strongly embedded roots in research and development, our thirst for inventing new and improved solutions for patients is never quenched. We are constantly and intensively researching with the help of medical scientists, and investing more than 15 to 20 per cent of our revenues annually in R&D,” Raetz said. MED-EL’s implants makes it possible for users and candidates to embrace a life filled with possibilities, enhancing the quality of life. “We developed progressive technologies that allow users to go swimming with their devices on the head and provide full MRI conditionality without other restrictions up to three Tesla units, which is a first of its kind. With generic implants, patients and radiologists must take specific precautions, and our goal was to remove any hindrances for our patients, especially with emergency situations in mind. Our devices are small and discreet. Furthermore, our products operate effortlessly in noisy environments, and can withstand any climatic conditions,” he concluded
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Health Line Middle East 2017
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Julphar, one of the largest generic pharmaceutical manufacturers in the MENA region, has become the predominant choice of professionals and patients. Jerome Carle, its CFO and Acting General Manager, gives readers an insight into establishing a strong brand identity where benchmarks are shifting every day.
a team of passionate scientists from many different countries. Highly qualified and innovative, they are consistently improving and inventing new products, which gives us the competitive edge in terms of quality. Julphar invests heavily into research and development, as it paves our pathway into the future of pharmaceuticals,” he added. For Carle, it was an organic step
KNOWLEDGE IS VITAL
JULPHAR: Making Quality Care Accessible since 1980
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ecognised as one of the strongest home-grown brands with an international presence, Julphar was established under the guidance of the late Sheikh Saqr bin Mohammed Al Qasimi, former Ruler of Ras Al Khaimah, and began its journey with a dedicated facility specialising in five products only. Three decades later, the pharmaceutical powerhouse now operates 16 internationally certified manufacturing facilities globally, produces over a million packs of medicines daily and holds more than 4,000 product registration certificates. It distributes to over 40 countries with 13 facilities based in the UAE, and cover production areas including tablets, syrups, and suspensions. Julphar also launched manufacturing facilities in Ethiopia, Bangladesh and Saudi Arabia as part of its ongoing
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international expansion strategy, which has been successful due to its extensive range of products. “We have always maintained a diverse product portfolio that targets major therapeutic segments. It includes adult and paediatric primary care, gastro and pain management, cardio-diabetes, wound care, women and consumer care, and biotechnology. In 2012, Julphar further extended its portfolio with the launch of a $150 million manufacturing facility dedicated entirely to producing raw material required for insulin formulation,” said Jerome Carle, CFO and Acting General Manager, Julphar. Julphar Diabetes is one of the largest facilities to produce insulin in the world, and the only plant of its kind in the Middle East. “We have dedicated a Research and Development team called the Julphar Product Development Unit that comprises
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international CGMP standards. The fully automated plant has incorporated sophisticated processes and control systems, which consist of the raw material transfer through closed systems, recipe management with minimal operator intervention, automated cleaning to avoid the cross contamination, in-process controls systems to ensure the consistent product quality and higher standard
At Julphar, we have a responsibility towards the community to deliver innovative and technologically advanced products to improve the quality of life for patients. to join the Julphar family, after gaining 20 years of pharmaceutical experience through international assignments in corporate, regional and local affiliates across three continents. “I’d spent 17 years with Sanofi, working in six different countries as Finance Controller in Eastern Europe, Senior Internal Auditor in Paris and Chief Finance Officer in Africa and South East Asia. What drew me towards this industry is the mission to provide affordable and high quality medicines. At Julphar, we have a responsibility towards the community to deliver innovative and technologically advanced products to improve the quality of life for patients. Our mission is very special, as we strive to reach growth and sustainability by operating with excellence in our operations,” said Carle.
Strengthening ties with key markets In line with an ambition to expand, Julphar started building its pharmaceutical facility in Saudi Arabia in 2014. The plant produces oral pharmaceutical formulations for the Saudi market, which comply with
utilities systems. “We have had a presence in Saudi for many years, but recently, opened a new factory as a result of a partnership with one of the major distributors of healthcare products, Cigalah Group. Julphar and Cigalah have been working together for many years and established a strong partnership to develop Julphar Saudi and introduce a new facility and production plant for our patients based in Saudi Arabia. Our goal has been to strengthen our relationship with the Saudi authorities by supporting the Government’s vision to attract more investment, especially in the pharma industry. By enabling production in the country, Saudi patients will have access to more affordable and high quality treatments in the private and tender market,” he explained. Julphar’s 75,000-square-metre plant project is the first EmiratiSaudi investment partnership in the pharmaceutical industry and will have the capacity to manufacture up to one billion tablets, 300 million capsules and 30 million bottles of syrups and
suspensions a year. “In addition, we have a broad partnership and are working with the top leading pharmaceutical companies and healthcare foundations, such as MSD, Dexcom, Hetero, Piramal, Emirates Foundation and American College of Cardiology Foundation, to name a few. These partnerships fuel innovation and empower growth, which is important to Julphar as we strive to set new standards in the industry by constantly upgrading our quality and facilities. Therefore, our partnerships have been very successful, as they have not been limited geographically. Our different types of partnerships, include co-marketing, joint venture and products licensing. We work with companies from the U.S., Asia and Europe, and are very proud of these partnerships. At Julphar, we believe these partnerships are beneficial for the patients in the MENA region and in making difference in the market by introducing innovations,” Carle said.
Strong Value System Julphar’s success is a result of a strong foundation built on transparency and integrity, and a dedicated team of professionals. “Knowledge is vital for Julphar; therefore, our corporate culture is not only based on respect, values, teamwork, customer focus and caring, but also learning and development. We leverage people’s potential and capabilities, promote and encourage professional and personal learning, while sharing knowledge and best practices. As a regional player, and one of the leading companies in this market, we are working on new innovations to enrich our portfolio in diabetes, general medicines and consumer care. Expo 2020 is going to be an important step towards further growing the local economy and propel medical tourism. We believe that it will be one of the driving factors for the growth of the pharmaceutical market in the UAE,” he concludes
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Health Line Middle East 2017
Committed to healing patients through comfort and advanced medical support, Peter Makowski, CEO of American Hospital, gives us an insight into their recent partnership with the prestigious Mayo Clinic
BREAKING CONVENTIONAL BARRIERS The American Hospital Dubai (AHD) has a rich history dating back to 1996, when the concept of international healthcare was alien in the region. The hospital was conceived by a prominent Emirati family that recognised the need of providing quality healthcare within the region. Numerous patients who resided in Dubai had to constantly travel to get their healthcare needs met, which was highly inconvenient. “A number of members of the family voraciously studied the U.S. healthcare system, where they spoke to physicians, board members and nurses, and toured hospitals. The family wanted to emulate an American hospital here, in terms of its focus on quality, mission, vision, values, policies and procedures that many hospitals in the U.S. developed. The governing board
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COVER STORY
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bylaws and medical staff bylaws were thoroughly analysed and implemented into AHD. The success was inevitable, as the reputation of the hospital gained over the past 20 years speaks for itself,” explains CEO Peter Makowski. “The overall vision was not only to adhere to the American healthcare standards, but to ensure that the quality outcomes were as good, if not better. The family also strived to be pioneers in healthcare by introducing new programmes and services here, so patients do not have to seek healthcare abroad,” he adds.
Vision They say that an organisation is only as good as the person running it. For Makowski, an organisation is only as good as its employees, therefore providing copious support and training
for his team is paramount. Since joining the American Hospital in 2014, the CEO has been the man behind many integrations and notable partnerships, including the prestigious affiliation with the Mayo Clinic. “I have lived in the U.S. with a career based in Los Angeles, California, where I was exposed to a variety of cultures. Our task was to conform and respect different cultures with dignity, while adhering to hospitals’ standards from an accreditation and licensing standpoint. The experience was extremely rewarding and helpful in making a move to Dubai.” With a common denominator of values and vision, Makowski felt that American Hospital was the perfect example of breaking conventional barriers by employing atypical features. Unlike many regional healthcare facilities, the ambience of AHD transcends the typical standards of excellence. “The owners had a clear vision in terms of design. With roots in the hospitality sector, they wanted to incorporate luxe comfort, which was a concept ahead of its time. We believe in the notion of a ‘healing hospital’, and there is scientific evidence that proves that a healing environment plays a big part in the recuperation of patients. It reduces anxiety and improves quality of care. Patients are usually anxious and concerned when they check into a hospital, therefore it is our responsibility to ensure that we provide them with an environment that has a calming effect. If you look at our design, it doesn’t have an institutional feel. An important aspect is that every patient has a private room. When you look at the ambience, whether it is the paintings, flooring, materials on the wall, ceilings, lightings, and natural light, all these have an impact; each meticulously thought through when this hospital opened its doors,” he said.
me, as well as the organisation. The Mayo model believes that healthcare is local and should be provided close to home,” Makowski said.
We believe in the notion of a ‘healing hospital’.
The Mayo Advantage Makowski added: “The connection with Mayo Clinic is probably, if not the first, the second proudest accomplishment I have had in my career. The prestige and reputation that Mayo Clinic has in the U.S. and across the globe is amazing. The U.S. News and World Report last year named the Mayo Clinic as the best healthcare system in the country. Mayo Clinic has been operational for 150 years and achieved remarkable feats with a strong educational and scientific base. This combination has served the organisation well over their 150-year history.” The partnership provides residents in Dubai and the GCC with direct access to the Mayo Clinic through the American Hospital. “When we were going through our process with due diligence, I visited Mayo Clinic in Rochester Minnesota and was surprised to hear that there are 3,000 active UAE residents that routinely get their care at the Mayo Clinic in Rochester. So, bringing Mayo Clinic closer to home is very exciting for
There are six components involved with the Mayo affiliation. AskMayo Expert is an online point of care tool designed by Mayo Clinic physicians. This clear, concise resource offers disease management, care guidelines, treatment recommendations and reference materials for a wide variety of medical conditions. eConsults connect AHD physicians with Mayo Clinic experts when they require additional input regarding a patient’s care. Patient education offers members access to Mayo Clinic’s library of patient education for use with AHD patients. The material includes 2,500 pieces written in an easy-to-read format. Grand rounds are recorded and archived by Mayo Clinic physicians and scientists in a variety of specialities. These presentations are available for viewing and earning CME credit. Healthcare consulting opportunities are designed to assist AHD and realise the desired level of operational, financial and patient care excellence through identified opportunities and shared experience in line with its strategic goals. Lastly, eTumor Boards are live video conferences that promote educational and informal discussion on the management of complex cancer cases with Mayo multidisciplinary panel and other providers within the network. “The question I am always asked is, how much does the patient pay for this? The answer is zero. From our affiliation agreement with Mayo Clinic, we manage all the financial aspects, as we want the patient to benefit from these resources. Attaining the Joint Commission International (JCI) accreditation is an arduous process and we are proud to be the first hospital in the region who is JCI-certified. We are continuously trying to innovate to better help our patients, such as a breakthrough known as a stereotactic treatment for tumours, which was newly introduced in the UAE and GCC. Our linear accelerator in radiation therapy is remarkable. Our first case was a 29-yearold man who had a lesion in his brain. Typically, you would have to make an incision in the head, but with the stereotactic procedure, you can narrow the radiation and take out the tumour without an incision or damaging any surrounding tissue. This procedure took less than four minutes and the patient was discharged the same day. Our new radiation oncologist is able to do this with brain lesions and lung lesions as well, which is just extraordinary,” he concludes
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Royal Care continues to contribute to the growth of the procurement industry and are leaders in the distribution of medical supplies
Specialists in
TOP-NOTCH medical products R
oyal Care established a presence in the Middle East through quality products, and are known as one of the key players in the healthcare market. The rapid developments in the healthcare industry promoted the demand for high quality medical supplies and Royal Care fulfils the requirements of professionals who seek superior products. Excerpts from an interview with Anubhav Gautam, Director of Royal Care:
Royal Care is synonymous with quality in the region. Can you tell us about your journey and how you became known as one of the key players in the healthcare market? Royal Care was initiated 12 years ago by my father, Praveen Saxena. His background in medicine and pharmaceuticals fuelled his passion to create an organisation where quality would be the priority. I joined Royal Care a year after it was operational and worked alongside my father in a professional partnership.
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manufacturing companies from around the globe in the UAE and MENA region. Our USP is that our entire range of products are always available in full stock for consumer supply. We have our own logistics team, clearing and warehousing team, and constantly add to our range. Our aim is to partner with at least five international companies every year, which has been our strategy since the past four years. We aim to establish a partnership to ensure that our specialists can look at every step of the manufacturing process. We develop products after talking to end-users and understand their needs, while abiding with international laws of quality. We collaborate with manufacturers from different regions and manufacture products that are best suitable for the region. Royal Care supplies to every private hospital in the UAE. We are currently opening our offices in Africa, and a distribution channel in India, by the end of the year.
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We collaborate with manufacturers from different regions and manufacture medical products that are best suitable for the region. are CE and ISO marked, and we have our own specialists in every factory to oversee our line of production. Royal Care stands for quality. We aim to enter the manufacturing sector with more products alongside our existing line of infection control products
Tell us about your certifications and quality policy. We follow an international set of standards. All our products
It was my dream to be able to work within an organisation and undertake leadership to promote strategic growth. Describe your passion for the healthcare industry. It was my dream to be able to work within an organisation and undertake leadership to promote strategic growth. A master’s qualification in strategic project management combined with business acumen has enabled me to help product development and analyse market requirements to launch successful lines of medical consumables.
Outline the range of products that Royal Care supplies, and how you work to improve the quality and reliability of products. We have a partnership with international manufacturers and factories to develop the best products. In addition, we have an in-house
research and development, and a sales department, which interacts with consumers to obtain crucial feedback to improve our offerings. When Royal Care was founded, infection control was of high importance, and we have been prominent leaders in implementing quality and commencing the manufacturing of infection control products. Royal Care recognised the need to focus on infection control in the UAE, and therefore, decided to set its headquarters here. Our line of 1,800 medical consumables feature a comprehensive line of products.
Which countries do you operate in and supply to? Give us an insight into partnerships with manufacturers. Royal Care represents 25 medical
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BE TREATED BY
QUALIFIED HANDS
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estoring abilities of individuals who have completely or partially lost their functions, rehabilitation is of the utmost importance nowadays. Canadian Specialist Hospital Rehabilitation Department acknowledges this concept and focuses on driving patients out of their illnesses through education and advanced, highly skilled care. With more than 4700 inpatient and almost 19000 outpatient procedures done in 2016, Rehabilitation Department is one of the leading centers in Dubai for rehabilitation in orthopaedic, cardiologic, neurologic, and neurosurgical patients. Also, services include postpartum, oncologic, and endocrine rehabilitation, as well as occupational therapy and psychologic assessment and support for both children and adults. Relevant initiatives of social interest are also encouraged and supported: Rehabilitation Department recently took part to the World campaign for autism awareness, both in-house and on field community events. Dr. Paolo Cellocco is Head of Rehabilitation Department at Canadian Specialist Hospital, whilst he is also a highly skilled European trained Orthopaedic Surgeon, mostly focusing on knee and trauma surgery. “Nearly all surgical procedure” - Dr. Paolo says - “benefit from post-operative physiotherapy protocols, and I usually tell my patients that 50% of an excellent outcome after surgery relies on early and intensive post-operative rehabilitation”. “Surgical techniques evolve with time, and we can nowadays effectively address most of knee conditions via minimally invasive surgery, which in turn helps in restoring knee function earlier and with less pain” - doctor states. “Recreational sports activities like football, cricket, tennis, as well as skiing, skating, or even running, expose people to knee injuries. Anterior Cruciate Ligament reconstruction is one of the most frequently performed procedures in orthopaedic surgery, especially in young and active people. Minimally invasive techniques allow for less painful post-operative early rehabilitation, which normally starts immediately after surgery. My patients usually reach 90 degrees of knee flexion during the first post-operative day”.
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may be found in osteoarthrits, where mechanical changes may determine localized excessive loads and subsequent small intraspongeous bone failure”.
A novel technique called Subchondroplasty has been introduced in USA and approved by FDA in order to treat these conditions. Can you explain that? “I am glad I recently performed the first surgery of this kind in the UAE” - explains Dr. Paolo. “It is done under loco-regional anesthesia, and it includes a less than 1 cm incision to insert a metal needle through the bone until the lesion is reached and a small amount of biologic cement is released in it. Patients normally experience pain subsiding 24-36 hours after surgery.”
Anterior Cruciate Ligament reconstruction is one of the most frequently performed procedures in orthopaedic surgery. Subchondroplasty is safe and effective, although when age-related degenerative processes are too advanced, knee replacement may still be an option. “It is right, but even in such cases we have less invasive techniques, including unicompartmental knee arthroplasty (UKA), which is intended to preserve intact areas in knee while replacing the most damaged ones” - doctor says. “Neither all conditions are the same, nor all techniques are suitable for all patients. Only knowledge, experience, commitment and passion will guide surgeon in discussing patients’ needs and expectations, thus finding the solution that really suits for that specific case”
Knee injuries may also result in fractures, though. “Traditionally, fractures can be detected by plain x-rays, and they may need either conservative or operative treatment, including opening fracture site, putting bony fragments back in place, and fix them usually through plates and screws to secure proper healing” - Dr. Paolo says - “but sometimes minor trauma may cause micro-fractures that can only be detected by MRI (Magnetic Resonance Imaging). These micro fractures are also referred to as intraspongeous fractures, or ‘bone bruising’ and may be missed in early x-ray assessment. Similar conditions
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Tell us about your therapeutic areas and global health approach to vaccines.
TRANSLATING SCIENCE INTO
LIFE-CHANGING MEDICINES
Takeda specialises in pharmaceutical services and is committed to improve patients’ quality of life. Excerpts from an interview with Danilo Cassani, the Area Head of Near East, Middle East and Africa (NEMEA): Takeda has been providing better health for a brighter future for patients. Please elaborate. At Takeda, we are committed to bring better health and a brighter future to patients by translating science into lifechanging medicines. Our research and developments efforts are focused on oncology, gastroenterology and central nervous system therapeutic areas, as well as vaccines. We are committed to serve the needs of our patients, wherever they are. We are recognised as best-in-class because of agility and innovation, qualities that help us build a steady pipeline and deliver growth year on year.
Tell us how Takeda goes the extra mile for patients. Patient-centricity is a key element of Takeda-ism. It is reflected in the way we do business and all our strategies revolve around patients. One example of this is Takeda’s Patient Assistance Programmes (PAP), which are a cornerstone of our bold, new Access to Medicines strategy. Our PAPs utilise an innovative, collaborative approach to optimise care and treatment benefits. They enable eligible patients to complete their entire course of
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treatment with some of our speciality medicines, even if they cannot afford to pay for it in full. We aim to introduce such programmes in several countries throughout the region in the coming months.
Do you feel there has been a change in the needs of patients in the healthcare sector? How does Takeda cater to it? Healthcare is different from any other industry because of the high ethical implications — positive and negative — linked to people’s well-being. Patients’ needs have certainly changed over time, which has not only raised the bar for innovation, but also facilitated advanced and effective methods of communication and interaction with patients. At Takeda, we’ve become selective with our investments to maximise impact on patients, and our R&D division is targeted towards specific diseases and treatments. Innovation is crucial to improving patient’s health. It not only encourages new treatments, but also provides patients with access to medicines quickly in a cost-effective manner.
The three core therapeutic areas at Takeda are disease areas related to oncology, gastroenterology (GI) and central nervous system (CNS). We are committed to being a global player in CNS, expanding our psychiatry portfolio and creating an anchor in neurology through partnership and codevelopment. Our focus is on patients with select neurological diseases who have no adequate treatments available. In addition, patients with select GI diseases are often are affected when young and otherwise healthy, busy with family and careers. As a long-time leader in this therapeutic area, we are continually seeking new ways to h e lp th e m return to good health, and allow them to continue with their active lives. Going forward, our aspiration is to be a top 10 oncology company in 2025 and rank among the top five in haematological malignancies. By delivering more effective treatments for cancer, we aim to transform the outlook for millions of people around the world. Vaccines save millions of lives each year and are among the most cost-effective health interventions ever developed. We are leveraging world-class capabilities to develop vaccine candidates against dengue virus and norovirus that can help save the lives of millions. In the Arabian Gulf, we have carefully tailored our portfolio and focused our resources on core therapeutic areas — oncology and gastroenterology — enabling us to better serve unmet medical needs.
development strategy. At Takeda, we innovate with the greatest impact to be at the cutting edge of innovation for our three core therapeutic areas. We build on our deep scientific expertise through our strong track record of successes, and intend to continue discovering innovative new medicines. In addition, Takeda also recognises innovation in the industry through ‘The Innovators in Science Award’, which acknowledges Early Career Scientist and outstanding Senior Scientist’s contributions to science. Our R&D strategy is patient-centric and science-driven. With core focus on key therapeutic areas, our R&D strategies focus on the best science that can deliver true innovation for patients.
we do — with a focus on social, environmental and economic good. It is a key element of our supply chain management process. It helps maintain our pledge to act with integrity, fairness, honesty and perseverance.
As we near the year 2020, healthcare tourism seems to be booming. What is Takeda's perspective on this phenomenon? The UAE is one of the world’s fastest growing medical tourism hubs poised to become the world’s top destination. Over the years, the country has witnessed massive progress in healthcare. From an increase in the number of hospitals to pharmaceutical manufacturing companies and quality medical care, people from all over the world come to the UAE to get best medical treatments. M o re ove r, t h e city’s growing popularity of being conducive to a family experience for those coming in for healthcare has been a big contributing factor. Considering the fast-paced growth that the country is experiencing in medical care, we are confident that the country is ready to welcome more medical tourists by rolling out plans to build more hospitals, train medical staff and recruit highly-qualified expatriate doctors and medical staff to deliver quality services. It is commendable that the UAE has shifted its focus from oil, and devised grand plans to ensure that the medical tourism industry contributes to the economic growth of the country
Patient-centricity is a key element of Takeda-ism.
How does Takeda provide patients with the best healthcare solutions? Tell us about your research and
We not only build deep expertise in our core therapeutic areas, but also strengthen our pipeline and create an inspiring culture.
Could you tell us about your pharmaceutical supply chain i n i t i a t i v e a n d s u s t a i n a b le procurement approach? Takeda joined the Pharmaceutical Supply Chain Initiative (PSCI) in 2015 to leverage the collective, collaborative strength of the industry and its suppliers to make sustainable improvements in the supply chain. Takeda’s Supplier Code of Conduct aligns with the PSCI principles, and suppliers to Takeda can expect to experience a PSCI-type audit, if requested. Given Takeda’s global reach, ensuring the sustainable procurement of our goods and services is paramount. As such, we ensure that our suppliers conduct business in the same manner
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The innovative digital health initiative developed out of Mundipharma’s
control have been identified to be largely due to incorrect inhaler technique including poor coordination, inadequate speed and
DR. ASHRAF ALLAM
development, drug safety, regulatory affairs, and scientific support of new treatments. Mundipharma leverage a network of world-class manufacturing facilities and medicine supply activities in Europe, Canada, Asia, Middle East, Africa, Latin America, Australia, and New Zealand. The network has nine internal manufacturing/supply locations and benefits from vertical integration. Mundipharma is focused on creating new, transformative ways to help doctors and patients, and develops innovative new medicines to meet future healthcare challenges. They also work to improve patient access to essential medication and doctor education in underdeveloped areas. Therefore, they have launched the first augmented reality app to help asthma sufferers ‘breatheriteTM’.
AFFORDABLE TREATMENTS
Mundipharma is focused on creating new, transformative ways to help doctors and patients, and develops innovative new medicines to meet future healthcare challenges
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ophthalmology, respiratory and consumer health. Furthermore, they have an ever-increasing portfolio of 38 medicines. Three are on the World Health Organisation’s List of Critical Medicines, including BETADINE ® . Trusted by hospitals, doctors and patients around the world, it has been proven by in-vitro studies to kill viruses associated with diseases including Ebola, MERS, SARS, Influenza viruses and Hand Foot and Mouth Disease (HFMD). Mundipharma actively works to help prevent the spread of diseases, including donating enough BETADINE® for two million hand washes during the Ebola outbreak in West Africa in 2014. Mundipharma’s R&D is led from research centres in Singapore, UK, Germany, China and Japan. They carry out pre-clinical research, pharmaceutical development, clinical
We have integrated augmented reality into mobile devices to create a sophisticated system which tackles issues patients have endured.
team employs augmented reality to address errors in inhaler use among asthma sufferers, as part of a new and personalised approach to asthma management. This is the latest in a series of digital initiatives Mundipharma has developed to deliver improved patient outcomes for all its therapeutic areas in response to unmet patient and doctor needs. In a large independent study in 2016, “The Systematic Review of Errors in Inhaler use” reviewed 144 articles reporting on a total number of 54,354 subjects were summarised. The study concluded that, “Incorrect inhaler technique is unacceptably frequent and has not improved over the past 40 years, pointing to an urgent need for new approaches to education and drug delivery1”. breatheriteTM, a free app developed by Mundipharma, is one of the first digital health platforms to utilise augmented reality together with a range of smartphone sensors, delivering a personal asthma management solution with a focus on correcting errors in inhaler technique. The app engages the front-facing camera for facial mapping, an accelerometer and gyrometer to track inhaler preparation, a microphone to analyse inhalation and exhalation, along with augmented reality to visualise correct inhaler orientation and head alignment. Together, these features assess and correct inhaler use as part of a unique interactive experience. It also enables patients to set medication reminders, receive lifestyle tips, real-time weather and air quality information. breatheriteTM also delivers a personal experience by profiling patients based on their attitudes towards asthma management. Their symptoms and control measures are also tracked within the app. This information can be shared by the patient with their doctors to improve communication and understand the patient’s condition while also helping to manage the day-to-day treatment of asthma. Dr. Mohamed Al-Hajjaj is an American and Canadian Board Certified Pulmonologist with many years of clinical experience. Al-Hajjaj, who is also the Senior Consultant Pulmonologist at University Hospital Sharjah (UHS), and Vice Dean of the College of Medicine at the University of Sharjah, says: “Patients still struggle with their inhaler technique, and need to consult and be trained by their doctor or nurse on how to use the device correctly, to guarantee they get the best use out of their prescribed medicine, and that it reaches the airways effectively.” According to a study conducted in the UAE, 12 to 15 per cent of adults across the country suffer from this chronic condition, and one of the biggest issues in the respiratory field is that asthma control remains suboptimal.2&3 Low levels of asthma
COMMITTED TO
undipharma’s foray i n to h e a l t h ca re was marked by i t s i n ce p t i o n i n Switzerland in 1957. Since then, its patient-centric approach has been supported by innovation, enabling scientific breakthroughs that result in better medicines. In addition, its entrepreneurial spirit has promoted the growth and increase in the number of patients. With a regional hub in Dubai and offices in countries across the Middle East and Africa, Mundipharma’s medicines now touch the lives of patients in 128 countries in six continents. This includes a commitment to providing affordable treatment, and focus on specialist therapy areas in which they can make the most difference, which includes analgesia, oncology, oncology supportive care,
FEATURE
M LINK
depth of inhalation and post-inhalation breath-holding.4 Patient problems are compounded when prescribed with multiple inhaler devices, with only an estimated 31 per cent of patients performing correct inhaler technique. breatheriteTM is designed to be used with most inhaler types that patients are prescribed.5 “There has been a significant rise in smartphone penetration, due to shifting trends in various markets that develop and employ innovation. We have integrated augmented reality into mobile devices to create a sophisticated system which tackles issues patients have endured,” says Dr. Ashraf Allam, Vice-President of Mundipharma MEA. Mundipharma is also working on solutions for patients and consumers, including a revolutionary tablet development that uses gamification to teach correct hygiene habits (based on WHO guidelines) to pre-school children. This is designed to prevent the spread of infectious diseases such as HFMD. They are also developing a motion sensor-activated hand-washing game featuring animated germs that children can see, and areas of concern when it comes to washing (between fingers, under nails, etc). These are eliminated only when the handwashing motion is detected. Other features include a localised “jingle” designed to engage children in song and actions, as well as a compliance tracking that includes motion/duration, number of hand washes per student per day, percentage of correct duration of hand washes, and a dashboard that compares the performance of schools vs country average, and coloured markers that show any missed areas. “This will not only encourage a positive approach to washing for children, but will also make it a fun activity for them,” says Dr. Allam
REFERENCES: 1.
Joaquin Sanchis, Ignasi Gich, and Soren Pedersen, Aerosol Drug Management
Improvement Team (ADMIT), CHEST 2016, 150(2): 394 2.
Mahboub BH, Al-Hammadi S, Rafique M, et al. Population prevalence of asthma
and its determinants based on European Community Respiratory Health Survey in the United Arab Emirates. BMC Pulm Med 2012; 2:4.) 3.
Sanchis J, et al. CHEST, Volume 150, Issue 2, August 2016, Pages 394–406
4.
Joaquin Sanchis, Ignasi Gich, and Soren Pedersen, Aerosol Drug Management
Improvement Team (ADMIT), CHEST 2016, 150(2): 394 5.
Price D, et al. Time for a new language for asthma control: results from
REALISE Asia. J Asthma Allergy 2015:8;93-103
17
GC-C-GEN-0517-0002
Health Line Middle East 2017
IN THE SPOTLIGHT
Health Line Middle East 2017
Hospinorm Service Centre
CRITICAL SERVICE PROVISION
The right equipment can make all the difference, and that’s why when it comes to medical equipment and its maintenance, a reliable provider with expert maintenance services is invaluable. Hospinorm Maintenance Management LLC is a leading pro-
Dedicated Brand Service Centers & Workshops:
vider of technical solutions in the healthcare industry in the UAE. Its
•
team comprises over 160 highly trained engineers and technicians.
and major repairs of flexible and rigid endoscopes.
A strong logistics team, business processes and quality systems
•
support its new service centre in Technohub, Dubai Silicon Oasis.
sign monitors.
Hospinorm Maintenance Management is a complete single-
•
Authorised Olympus endoscopy workshop that caters to minor Authorised Welch Allyn workshop that caters to repairs of vital Validation services for CSSD equipment according to HTM
source provider of integrated maintenance management services in
2010/2030.
the UAE, with operations spanning over three decades. The organi-
•
sation is built on the experience and solid foundations of its parent
safety cabinets.
company, Gulf Drug, which was established in the UAE in 1969.
•
Gulf Drug LLC is a leading provider of diversified healthcare
Authorised Nuaire workshop for validation services for biological Authorised Eppendorf workshop for Laboratory pipette calibra-
tion service.
systems, including agency agreements to leading international medical equipment, medicines and allied products.
Turnkey Projects:
Hospinorm Maintenance Management offers tailor-made solutions to small to large scale clients to satisfy the most stringent needs
Turnkey project implementation, timely execution of installation, training and warranty maintenance programmes.
with in-house value-added services. It provides maintenance services for a wide range of medical equipment for various applications, such
Mobile Field Hospitals:
as imaging, intensive care, ward equipment, endoscopy, dialysis, op-
Hospinorm Maintenance Management is a pioneer in bringing
erating room, lab equipment, sterilisation, pharmacy automation, etc.
mobile field hospital solutions in the region. Its dedicated team of
Its commitment to deliver quality and value have earned accredita-
engineers, technicians and supporting logistics team are able to
tions to ISO 9001 (Quality Management System) since 2003, as well as the
deploy a mobile hospital any time anywhere, and maintain systems
recent ISO 14001:2004 (Environment Management System) and OCHSAS
and medical equipment in top working conditions at all times.
18001:2007 (Occupational Health and Safety Management System). Multivendor Maintenance Contracts:
Services:
The company provides in-house services to hospitals and
• Installation process for imaging equipment, PACS systems, phar-
healthcare facilities, including:
macy automation or integration
•
Acceptance testing and commissioning
• Equipment lifecycle management and asset management
•
Periodic inspection, calibration and preventive maintenance
• Flexible Service Agreements
•
Corrective and predictive maintenance
• Technical service support
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Calibration verification
• Training and education
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Electrical safety testing
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Risk management and continuous quality improvements
•
Subcontract and warranty management
Strengths: Hospinorm Maintenance Management caters to the UAE and nearby regions such as Bahrain, Kuwait, Oman, Yemen, Kenya and Somalia, with key requirements such as:
Hospinorm Maintenance Management has seen the expansion of its loyal client base, and responds to their growing needs and expectations, including Ministry of Health, Dubai Health Authority and SEHA
18
BETTER CARE IS NOW CLOSER TO YOUR HEART
American Hospital Clinics - Dubai Media City Locatio
am Street Abdullah Tary
Dubai Pearl
AMERICAN HOSPITAL CLINICS DUBAI MEDIA CITY
Hessa Street
The American Hospital Clinics in Dubai Media City offers close and convenient access to high quality primary care for adults and children, with Western board certified specialists for patients in the nearby residential areas as well as access to the American Hospital Dubai’s full range of specialty services and diagnostics at the main hospital campus.
DMC Dubai Media City Business Central Towers
DU Gloria Bldg. Hotel
Sheikh Zayed Road
The American Hospital’s new Dubai Media City ClinicsFrom is based on the ground Abu Dhabi floor of the Business Central Towers, Sheikh Zayed Road.
Dubai Internet City Metro Station
MEDICAL SERVICES
• Pediatrics
Emirates Golf Glub
Tecom
The Greens
From Al Khail Road
• Primary Care
• Pediatric Endocrinology (Diabetes) • Obstetrics and Gynecology
• Cardiology • Ophthalmology
For appointments, please call +971 4 377 5500 or visit ww w.ahdubai.com
American Hospital Clinics accepts most major health insurance plans, (+971) 800 5500
Coordinates
25°06'02.3"N
55°10'10.7"E
This ma
MOHAP – WK38575 – 22/10/2017
• Dermatology