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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
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HEALTH FOR
Welcome to our sixth edition of Healthcare Outlook.
For 160 years, the essential human needs of health and nutrition have been served by global life sciences leader, Bayer.
The core competency of this issue’s cover star, Bayer Vital, is to market and distribute products and solutions for Bayer’s Pharmaceuticals and Consumer Health divisions in Germany.
Christian Lauterbach, who was recently appointed as Managing Director of Bayer Vital in June 2024, discusses promoting sustainable practices and generating a positive impact.
“We are committed to patients’ safety, ensuring high quality, providing clear information, and the ongoing medical education of doctors throughout Germany,” Lauterbach affirms.
“Together with doctors and patients, we develop innovative educational materials tailored to the specific needs of our stakeholders. Co-creation is not just a principle; it is at the heart of our innovation culture.”
Just as Bayer believes it’s possible to create a better world, one where health and nutrition can be made available to all, NetcarePlus is likewise making affordable private healthcare more accessible to everyone in South Africa.
By packaging funding products with healthcare provision, the company is uniquely placed to deliver its promise of quality healthcare to all.
“Given that private healthcare is largely accessed by individuals who belong to a medical scheme, we wanted to provide alternative ways to make private healthcare a reality for more people,” details Managing Director, Teshlin Akaloo.
The people of New South Wales, meanwhile, are protected by Fire and Rescue NSW from emergencies involving fire, motor vehicle accidents, and other dangerous situations.
This admirable and impressive service is one of the key agencies involved in the response phase of most emergency or disaster events throughout the state.
“We also protect the environment and try to minimise damage to property, including major infrastructure. In partnership with the community and other local services, we strive to prevent emergencies while planning and training to deal with those that do occur,” states Commissioner, Jeremy Fewtrell AFSM.
Health is for all, and there is something for everyone in this issue, which also includes corporate stories from Radiometer, Switch Health, and more from across the healthcare sector.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
NHS EXPANDS ACCESSIBLE MENTAL HEALTH SERVICES
PROVIDING A NEW way for people to obtain urgent assistance, England’s National Health Service (NHS) has begun offering mental health support through NHS 111, where individuals are connected to a local team of call handlers with specific mental health training alongside nurses and clinicians available around the clock.
The handlers can organise a mental health assessment, dispatch a crisis team, inform of help available in the surrounding area, or provide a talking therapy service.
With mental health services now treating an extra one million people a year since 2018, this new aid is anticipated to make a substantial difference for the English public.
LUNG CANCER VACCINE TRIAL TO BEGIN
PROMISING TO PROVIDE the public with a revolutionary new treatment for lung cancer, a handful of hospitals in the UK are beginning promising vaccine trials for those diagnosed with the cancer.
This early-stage trial uses mRNA technology to specifically target
DELIVERING BLOOD VIA DRONES
IN AN EXCITING technological update, researchers from NHS Blood and Transplant (NHSBT) have sent 10 identical blood packs to and from Northumbria Healthcare NHS Foundation Trust’s Wansbeck General Hospital and Alnwick Infirmary in Northumberland.
With five transported by drone and five taken by road, results clearly show that drone delivery did not decrease the quality or longevity of the blood, supporting the growing potential for unmanned aerial vehicles (UAVs) to transport critical healthcare supplies to patients between different hospital settings. This will not only help address urgent patient needs more rapidly, but also reduce emission levels and further decarbonise the logistics operation.
cancer cells for destruction as opposed to healthy ones, which will hopefully entail fewer side effects for patients.
Approximately 34 research sites in seven countries will recruit 130 patients to undergo the clinical trial, with the intent being that in combination with current standard treatment, i.e. immunotherapy and chemotherapy, the vaccine will provide additional immune support and enhanced defence against cancerous cells.
TALCUM SETTLEMENT WORTH
USD$6.5 BILLION
US MULTINATIONAL PHARMACEUTICAL, biotechnology (BioTech), and medical technologies (MedTech) corporation Johnson & Johnson (J&J) has announced plans to finalise a USD$6.5 billion global settlement of lawsuits from 62,000 plaintiffs alleging the company’s baby powder and other talcum products were contaminated with asbestos and caused ovarian and additional cancers in its customers.
The company intends to end the settlement through the bankruptcy of a subsidiary entity, ultimately eliminating potential holdouts to the deal by forcing all plaintiffs into one settlement agreement.
This agreement will only occur if a minimum of 75 percent of talcum claimants vote for the proposal. It
would also end all talcum lawsuits for J&J and prevent similar cases from being filed in the future.
INDIAN BIOTECH COMPANY TO RELEASE ORAL CHOLERA VACCINE
BHARAT BIOTECH, AN Indian BioTech company, is hoping to aid in the global shortage of the cholera vaccine by launching an oral dose to be distributed worldwide.
The vaccine, Hillchol, recently cleared a late-stage trial and has been approved by India’s drug regulator, the Central Drugs Standard Control Organisation (CDSCO), with the next step being pre-qualification by the World Health Organisation (WHO) to supply to major global buyers.
Bharat Biotech aims to produce up to 200 million doses a year amid the expanding outbreak of the cholera disease and treatment shortages.
RESPONSE PLAN TO CONTAIN MPOX OUTBREAK
IN AN EFFORT to prevent further outbreaks of human-tohuman transmission of mpox, WHO has launched a global strategic preparedness and response plan following the declaration of a public health emergency of international concern.
This plan will implement a coordinated global, regional, and national effort and build upon the temporary and standing recommendations already provided by the WHO Director-General.
At the global level, the emphasis will be placed on strategic leadership, timely evidence-based guidance, and access to medical countermeasures for at-risk individuals in impacted countries.
ELIMINATING TATTOOS FOR CANCER PATIENTS
AS A RESULT of surface-guided radiotherapy (SGRT), a newly implemented technology, cancer patients will no longer be required to get permanent tattoo markings to guide radiotherapy treatment. This innovative system has the capacity to continuously monitor patients with high-tech infrared cameras during treatment, promising sub-millimetre accuracy. Ultimately, the new process removes the necessity of tattoos marked on patients’ skin as a guide to delivering radiation to the correct part of the body, which serves as a permanent reminder of the cancer treatment.
Additionally, appointment times were reduced as a result of the high efficiency of the SGRT system.
How AI Could Transform the Operation of Medical Practices
Iffi Wahla, co-Founder and CEO of global hiring platform Edge, discusses how medical practices can leverage artificial intelligence to improve service and profitability
Writer: Iffi Wahla, co-Founder and CEO, Edge
Running an efficient and profitable medical practice in today’s healthcare landscape requires balancing a huge range of factors – many of which are out of the business owner’s hands – not least rising costs and regulatory complexities.
However, when it comes to administration and staffing, technological developments and changing working practices open the door to huge efficiencies and improvements to the customer experience. One of the major changes I am talking about is, of course, artificial intelligence (AI).
Since ChatGPT launched at the end of 2022, professionals across the world and in nearly every industry have started to ask themselves what AI could do for their organisation.
The answer, as many have discovered, is that it can do an extraordinary amount, so much so that it can be hard to know exactly where to begin.
SIMPLE APPLICATIONS
The truth is that some of the most obvious and achievable benefits can be found in the more simple applications of AI, such as automating routine tasks, business intelligence, speeding up communications, and improving staff assessment and performance.
Although these applications may not sound as exciting as using AI to design new drugs or diagnose conditions, they have the capacity to profoundly change how most people experience healthcare.
Indeed, for most healthcare professionals, AI-enabled automation of administrative and back office functions is likely to account for the majority of their ‘AI experience’ in the medium-term.
So, how can medical practices leverage AI to become ultra efficient while at the same time improving the patient experience?
The first step is to understand where the real pain points and
inefficiencies are in your medical practice.
Research has time and time again highlighted three main complaints about the doctor’s office – poor communications, negative staff attitudes, and clinical treatment. This is in addition to slow response times, lack of availability, and a subpar checkout experience.
For physicians, challenges include a lack of time with patients due to time spent on administration or regulatory compliance, staffing shortages, ethical dilemmas, and financial constraints.
According to our own research, on average, practices miss 35 percent of their calls due to understaffing and 34 percent of doctors worldwide have observed an increase in medical errors due to staff shortages and stress.
A lack of available talent in the US is compounding the issue; last year, 1.5 million fewer people participated in the workforce. This now means that it takes, on average, three months to fill an open front office position.
Retention is also a problem – most office hires leave within a year with many citing workplace stress due to staff shortages.
EFFICIENT RECRUITMENT
For the majority of medical practices, staff shortages and retention problems will be the root cause of a lot of systemic issues. Luckily, this is where AI can make a real difference.
An end-to-end AI-driven recruitment process can vastly reduce the time it takes to find and onboard staff. It can also allow for more precise targeting of applications and a fairer, unbiased process.
The easiest starting point is to use generative AI to create job descriptions, the application process, and job adverts. From there, you can use AI applications to create automated resume screening to instantly identify the people you really want to interview.
One of the added bonuses of automated screening using AI is that the algorithm can be trained to find exactly the type of personality you would want working in your office. AI can go beyond simply reviewing qualifications to looking at the attributes of the individual hidden in their resume or application.
Remember, at the outset, it is key to have human oversight over this process. Review a sample of rejected applications to ensure you and your AI are of the same mind.
A good AI recruitment system will become more and more accurate as it understands the type of applicant that you ultimately end up hiring.
AI itself can also help challenge you on what you consider to be an ideal recruit. It may be that some hiring and retention issues come down to the recruiter not really understanding who the best fit for their office is. An AI screening process may bring forward people that you may have otherwise rejected.
When it comes to the interview process itself, AI can also help with generating questions and creating metrics on which you can assess individuals. You can even let an AI
system analyse the responses and make the recommendation on the best hire.
After recruitment, AI-driven digital onboarding can vastly reduce the administration and time taken to bring new staff up to speed. It can be used to create tailored training programmes and assess progress.
TIME AND COST SAVINGS
Even if you use AI to automate just one aspect of your recruitment process, it will impart significant time and cost savings. From there, you can look at other ways it can improve the administration of your practice.
The most obvious opportunity is through automating scheduling and communication with patients. AI chatbots embedded into your website can answer routine questions and funnel patients into the right communication channels.
An AI scheduler can also ensure that appointments are booked in the most efficient manner. By using AI within your customer relationship management (CRM) software, you can create automated triggers which keep patients updated with the latest news on their appointments, test results, and other regular queries.
As you get used to AI, you can bring it into other functions such as invoicing and financial management. However, before we get too far ahead of ourselves, it’s important that you create some ground rules and a strategy that will allow you to use AI services in a safe and thoughtful manner.
AI OVERSIGHT
It’s worth remembering that no AI system is infallible – it requires a strong degree of oversight to ensure that it is functioning in the way it was intended.
To be able to do this, you and your team need to understand the fundamentals of how AI operates, and this requires at least a rudimentary
understanding of data analysis.
Luckily, this can be easily acquired through online training. The key is to ensure that these skills are dispersed throughout your practice so that every staff member feels empowered to question when the AI system may be malfunctioning.
Oversight means regularly verifying outputs, particularly communications to patients and the scheduling of appointments. Patients should also have the ability to circumvent your AI systems to talk directly to your staff or highlight when they think something has gone wrong with your processes.
If you like the idea of AI but the whole process of getting it up and running and then overseeing it seems too difficult, don’t worry – a whole ecosystem of businesses has grown up to provide and administer these services and tools.
The best way to get started is to start small, choose a problem that AI can solve, and then find the tool or service you believe provides the best solution.
After you, your team, and patients have got used to how AI operates and verified that it provides the return on investment (ROI) you expected, you can expand it to other aspects of your practice.
This incremental approach enables you to mitigate risk and reverse decisions with minimal cost and disruption if required.
ABOUT THE EXPERT
Iffi Wahla is co-Founder and CEO of Edge, the global hiring platform on a mission to make global hiring and working easier than local and aims to democratise access to fair wages and jobs around the world.
VITAL TO HEALTH
A life sciences company with core competencies in the fields of healthcare and agriculture, Bayer is united by a powerful mission – health for all, hunger for none. Christian Lauterbach, Managing Director of Bayer Vital, discusses promoting sustainable practices and generating a positive impact
Writer: Jack Salter
For 160 years, Bayer has tackled some of the world’s biggest challenges and served the essential human needs of health and nutrition.
The group employs almost 100,000 people, operates across 80 countries, and comprises three divisions –Pharmaceuticals, Consumer Health, and Crop Science.
Recently appointed as Managing Director of Bayer Vital in June 2024, Christian Lauterbach is responsible for the Pharmaceuticals and Consumer Health business and operations in Germany.
“Our core competency is to market and distribute products and solutions for Bayer’s Pharmaceuticals and Consumer Health divisions,” he outlines.
radiology, neurological diseases, infectious diseases, and women’s health.
Within consumer health, meanwhile, it concentrates on pain, colds, gastrointestinal problems, mental health, antifungals, intimate health, vitamins, and minerals.
“We are committed to patients’ safety, ensuring high quality, providing clear information, and the ongoing medical education of doctors throughout Germany,” Lauterbach affirms.
“Together with doctors and patients, we develop innovative educational materials tailored to the specific needs of our stakeholders. Co-creation is not just a principle; it is at the heart of our innovation culture.”
VALUE OF DIVERSITY
Lauterbach thrives on working closely with customers, and Bayer Vital is where the rubber hits the road when it
comes to customer and stakeholder contact.
“Whether we’re talking about the market access of products, medical education for doctors and pharmacists, or even awarenessraising programmes for therapeutic areas, it’s highly exciting and rewarding for our teams to focus on continuously optimising approaches and solutions together with – and not only for – our customers,” he insights.
“I find it extremely rewarding to witness first-hand the impact we have on patients’ lives by improving accessibility to innovative therapies in Germany.”
Prior to his relatively new role at Bayer Vital, Lauterbach held various management positions within Bayer’s global pharmaceuticals division such as Head of Radiology for the Europe, Middle East, and Africa (EMEA) region and European Business Unit Head for Oncology.
His international experiences, including as President and CEO of Bayer’s Pharmaceuticals division in Canada, Division Head in Poland, and Head of Marketing in Japan, have greatly broadened Lauterbach’s perspectives and underscored the immense value of diversity.
“I firmly believe that diverse
essential for making well-informed decisions and achieving superior outcomes,” he emphasises.
TRANSFORMATION PROCESS
To further drive its mission, which is at the heart of everything the group does, Bayer is undergoing significant transformation.
This includes fundamentally redesigning its operating model as part of a new Dynamic Shared Ownership (DSO) system.
With this transformation, Bayer
aims to cultivate a more productive and engaged workforce, accelerate its time to market for innovations, and simultaneously further drive the group’s financial performance.
“This not only means busting bureaucracy to speed up processes, but also moving away from traditional hierarchical structures and creating a culture of empowered employees who take accountability and exercise an entrepreneurial mindset,” Lauterbach elaborates.
“OUR CORE COMPETENCY IS TO MARKET AND DISTRIBUTE PRODUCTS AND SOLUTIONS FOR BAYER’S PHARMACEUTICALS AND CONSUMER HEALTH DIVISIONS”
CHRISTIAN LAUTERBACH, MANAGING DIRECTOR, BAYER VITAL
Although Bayer Vital has always maintained close relationships with its customers, the new DSO operating model will optimise the company’s outcomes even further through the creation of small product and customer teams that work in co-creation with stakeholders across the value chain.
With a patient-focused mindset, and in partnership with other pharmaceutical companies and relevant stakeholders, Bayer is focusing on various topics in the German market.
This includes striving to enhance market access to innovative medicines for patients in need, and further optimising the supply chain of prescription and over-the-counter pharmaceutical products.
“We are also leveraging the full potential of biotechnology in promising fields such as cell and gene therapy, as well as catalysing the
“I FIND IT EXTREMELY REWARDING TO WITNESS FIRST-HAND THE IMPACT WE HAVE ON PATIENTS’ LIVES BY IMPROVING ACCESSIBILITY TO INNOVATIVE THERAPIES IN GERMANY”
– CHRISTIAN LAUTERBACH, MANAGING DIRECTOR, BAYER VITAL
digital transformation for the benefit of patients,” informs Lauterbach.
INNOVATIVE PLATFORMS
When it comes to more innovationdriving fields, Lauterbach provides three concrete examples.
Starting with digital health, one of his current favourite examples within Bayer Vital is the company’s INSIGHT PROSTATE app.
Together with ANIMA RES, a specialist in 3D medical animations, it has developed a mixed reality application for prostate cancer
education which is free of charge to patients, doctors, and medical students.
“Urologists are excited about this new way of educating their patients about disease and treatment options,” Lauterbach tells us.
The company has also introduced another new platform featuring artificial intelligence (AI) programmes that can optimise medical imaging outcomes whilst simultaneously reducing workload for radiologists.
Bayer is additionally laying a solid foundation for cell and gene therapy
(CGT) in Germany, complementing its strong CGT footprint in Boston, US.
“We are extremely excited that the Charite – Universitätsmedizin Berlin and Bayer recently announced plans for the construction of the Berlin Centre for Gene and Cell Therapies,” adds Lauterbach.
SUSTAINABILITY EFFORTS
As human and planetary health are inextricably linked, and scientific data has made it clear that climate change is one of the biggest global health threats of our time, Bayer is striving to achieve net zero emissions by 2050.
“We are actively contributing to achieving the UN’s Sustainable Development Goals (SDGs) with myriad projects focused on health and well-being,” Lauterbach affirms.
Bayer’s Consumer Health division is committed to enabling sustainable access to everyday health for 100
million people per year in underserved communities around the world by the end of the decade.
Nearly one in three people globally have no access to essential vitamins and minerals, which can lead to poor immunity, fragile health, stunted growth, and other issues.
“As leaders in nutritional supplements, we understand the importance of micronutrient intake and the challenges of enabling access to them,” acknowledges Lauterbach.
“With our Nutrient Gap Initiative, we have expanded access to vitamins and minerals into underserved communities.”
The Pharmaceuticals division, meanwhile, focuses its sustainability efforts on topics such as fighting neglected tropical diseases, empowering women globally, and ensuring a sustainable product supply.
As a global market leader in
BAYER DIVISIONS – AT A GLANCE
• Pharmaceuticals – Bayer aims to support holistic health as individuals navigate life’s changes. The company’s commitment extends beyond merely treating diseases; it focuses on enhancing overall well-being through innovative solutions. As a global leader, Bayer addresses various health needs, including cardiovascular health, ophthalmology, radiology, and reproductive health. Significant investments in precision oncology, cell and gene therapy, and digital health platforms highlight the company’s dedication to advancing global health.
• Consumer Health – Bayer empowers individuals to manage their personal health by providing trusted solutions that promote everyday well-being. The company emphasises preventative care, health literacy, and improved access to effective health resources. By fostering healthy behaviours, Bayer seeks to enhance quality of life and build resilient communities, enabling individuals to take charge of their health on a daily basis.
• Crop Science – Bayer understands that the world is hungry for innovative solutions that restore natural resources, like soil and water, and help address climate change. It envisions a future of regenerative agriculture, targeting a 50 percent increase in food production while restoring natural resources. By collaborating with farmers, Bayer addresses the challenges of increasing crop yields and combatting climate change. This approach integrates sustainability with agricultural productivity, aiming for a thriving planet for future generations.
women’s health, Bayer is stepping up with the goal to help provide 100 million women in low and middleincome countries with affordable, modern contraceptives by 2030.
Bayer Vital aligns its operations with the group’s broader sustainability goals by reducing its carbon footprint and enabling product accessibility in Germany.
“Our employees are passionately engaged in projects that support the company’s sustainability objectives, making it a core element of our business,” Lauterbach concludes.
A PREMIER TELETHERAPY PLATFORM
Amidst an ongoing US health crisis which has placed limitations on the widespread availability of therapy and mental health services for many young people, AMN Healthcare has launched Televate – a revolutionary teletherapy platform which seeks to virtually address this unmet need
Writer: Lily Sawyer
The ongoing impact of the COVID-19 pandemic has placed unprecedented strain on healthcare services for students across the US, with psychological and speech therapy being particularly impacted.
As a result, not only have existing systemic difficulties been magnified, but new challenges have begun to arise.
For example, the current demand for mental health services, especially amongst children, is far outstripping supply.
According to the American Psychological Association (APA) and Mental Health America, this has resulted in longer wait times, diminished access to care, and increased disparities amongst patients.
Speech therapy has faced similar disruption, witnessing delays to early interventions often vital for the development of a child’s communication and literacy skills.
The Royal College of Speech and Language Therapists (RCSLT) has highlighted how these challenges are most keenly felt in rural and remote areas, where shortages of qualified professionals are most pronounced and access to essential services remains limited.
In response to these adversities, AMN Healthcare (AMN), the US’ leading healthcare workforce solutions provider, has launched Televate – a state-of-the-art teletherapy platform aimed at improving access to essential healthcare and therapy services for students across the nation.
ADDRESSING A RISING NEED
By utilising Televate, school therapists including psychologists, speech and language therapists, and other specialists can now conduct highquality sessions in secure, virtual therapy environments. The platform simplifies the coordination of scheduling, attendance, referrals, and documentation, all within a single, user-friendly system.
This innovation comes at a critical time when nearly 13 percent of children in the US between three and 17 years of age are reported to have a developmental disability, whilst approximately 20 percent of children in the same age group experience poor mental health.
As the need for school-based therapy services rises, access to therapists is becoming increasingly limited.
As such, Televate offers an innovative way to expand access to individualised, essential healthcare and therapy services in underserved areas where they are urgently required.
ADVANCED FEATURES
While some students currently have access to generic teletherapy, Televate
introduces comprehensive, advanced features that significantly enhance quality of care and are designed specifically to accommodate children. Unlike existing platforms, which are generally designed for basic conference calls and webinars as opposed to specialised therapy, Televate is equipped with capabilities that are proven to support student accessibility and engagement which, in turn, facilitates their progress towards developmental and academic goals.
These features include options for individual and group sessions, second camera integration, customisable video feeds, and collaborative tools such as a whiteboard and greenscreen.
In addition, users are able to participate in Televate’s teletherapy
TELEVATE’S STANDOUT FEATURES
• HIPAA and FERPA secure
• Built-in digital assessment resources
• Second camera integration for evaluating and meeting specific therapy needs
• IEP goal integration and progress tracking
• Facilitates the hosting of individual and small group therapy
• Student referral upload and management
• Collaborative whiteboard, greenscreen capabilities, and YouTube integration
• Therapy room feature allows for easy integration of therapy materials sessions through any compatible desktop, laptop, or Chromebook.
Furthermore, clinicians have access to a therapy room integrated with materials and assessments, ensuring that virtual evaluations meet standardised requirements.
As the technology is Health Insurance Portability and Accountability Act (HIPAA) and Family Educational Rights and Privacy Act (FERPA) verified, users and clinicians can rest assured that patient data is completely secure.
A BENEFICIAL SERVICE FOR ALL
In addition to meeting students’ rising need for a virtual teletherapy platform, Televate also provides advanced features for the clinicians who utilise it.
Indeed, clinicians can easily build and maintain therapy schedules, track attendance and progress of individualised education plans (IEPs),
manage student referrals, and upload important documentation – all from a single, secure location.
Further to this, annual and triennial deadline reminders are available to streamline compliance, whilst administrators have access to a ‘view only’ tool which allows them to see student attendance and IEP progress.
In this way, Televate offers clinicians a one-stop shop for the provision of therapy in a user-friendly environment.
COMING SOON
With the demand for speech and language therapy across the US predicted to grow by 25 percent over the next decade, platforms like Televate – a high-tech resource intended to achieve an accessible outcome – are crucial in meeting a rising need.
The technology provides clinicians with everything they need to perform their jobs at a high level,
while allowing school districts to meet mandated therapy service requirements.
Launching for use in the 2024-25 academic year, the platform will be available nationwide.
Training for Televate will initially be provided to both school districts and clinicians affiliated with AMN.
Throughout the academic year, the company will collaborate with school districts and clinicians to make any necessary enhancements, ensuring Televate continues to effectively meet students’ evolving needs.
1-866-871-8519
www.amnhealthcare.com
MISOGYNY IN MEDICINE MEDICINE
The gender health gap is a matter of life or death, with women’s health under-researched, overlooked, and stigmatised. We put inequality and issues such as mistreatment and misdiagnoses under the microscope
Writer: Rachel Carr
Global healthcare is undergoing unprecedented transformation, driven by technological advancements, demographic shifts, and the everchanging needs of patients.
The industry has experienced rapid evolution, but it is also encountering a revolution in medicines and procedures. However, one key component has remained the same –its approach towards women’s health,
resulting in biological and genderrelated discrimination.
Inequality and prejudice in healthcare have a significant impact on the diagnosis and treatment of patients, with studies showing that doctors are more likely to misdiagnose women and take longer to accurately diagnose their conditions.
Additionally, women are less likely to be offered pain medication, with
their symptoms being dismissed as anxiety or a figment of the imagination.
For instance, abdominal pain is frequently written off as period cramps, while painful conditions such as uterine fibroids, endometriosis, and ovarian cysts go undiagnosed for months or even years, leading to permanent damage that could have been avoided if properly addressed sooner.
Despite advances and advocacy
efforts in recent decades, maternal mortality rates in many countries remain high and could have been prevented.
Often rooted in sociocultural factors, male-centred research, gender stereotypes, and biased medical textbooks, the impact of these disadvantages contributes to increased vulnerability to all types of illnesses, diseases, and abuse.
Moreover, poverty poses an obstacle to achieving positive medical outcomes, and while it affects both men and women, female health bears a disproportionately higher burden.
Financial hardship also reduces access to education and employment opportunities, leading to malnutrition, unaffordable menstrual products and hygiene facilities, and the inability to afford health insurance and essential pharmaceuticals.
Black and minority ethnic women fare even worse. In the UK, Black women are four times more likely to die in childbirth compared to their white counterparts.
Meanwhile, in the US, there are disparities in diabetes and cancer mortality for Black and American Indian and Alaska Native (AIAN) women, as well as challenges in accessing affordable and quality care.
MYTHS AND MISDIAGNOSIS
Women’s bodies have been a mystery to the medical sector for centuries, and healthcare has consistently reinforced socially constructed gender divisions.
Traditionally, biology has primarily focused on studying the male anatomy. At the same time, female bodies have been an enigma, described as “small men” by early medical authorities due to the lack of external genitalia and a perceived lower mental capacity attributed to humours and hormones.
Throughout history, women were often portrayed as overly emotional
hypochondriacs, with the prevailing belief that their intense emotions had significant effects on their physical health. In the past, some physicians thought that women’s nerves were too sensitive for them to pursue education and that excessive reading could lead to inflammation of their ovaries.
The medical establishment has minimised women’s concerns to the extent that they are more likely to apologise for their ailing or unruly bodies – a legacy that continues to impact the lives of female patients to this day.
Doctors and other medical professionals have revealed that women still feel the need to apologise for being in pain, seeking advice, or pushing for proper healthcare despite the emergence of healthcare activists in the 1960s.
Feminist campaigners fought tirelessly for women’s reproductive rights during that decade and into
the 1970s. Access to contraception and legalising abortion became hotbutton issues, which have continued into the 21st century. Changing childbirth practices and education have saved countless lives and allowed women agency over their bodies.
Yet, pregnancy aftercare in the form of providing support for post-partum depression and psychosis is relatively new, as the medical profession did not officially recognise the debilitating condition until the 1990s.
However, the dismissal of women’s pain is not exclusive to gynaecological or pregnancyrelated conditions; misdiagnosing depression, cardiovascular disease, and many types of cancer are also disappointingly common.
In the late 1800s, a prominent figure in modern medicine declared that women exhibiting signs of a heart attack or arrhythmia were experiencing “pseudo angina” – a set
of neurosis-induced symptoms. Furthermore, as jaw and back pain are commonly experienced by women during a heart attack but are not frequently observed in men, doctors may not take these symptoms as seriously.
ALL IN THE MIND
The stigma surrounding women’s mental health is embedded in various aspects of the healthcare industry, including eating disorders, gynaecological issues, menstrual health, and menopause.
According to the prestigious medical journal, The Lancet, attitudes towards menopause are evolving as the healthcare industry recognises the lack of treatment has led women to seek help from the wellness industry, which may not be science-led.
The negative connotations in society surrounding menopause stem from it symbolising the end of a woman’s fertility, reflecting the
broader issue of women being valued primarily for their reproductive abilities.
Facets may have changed from when women were prescribed a ‘rest cure’ for post-partum depression, as depicted in literary works such as Charlotte Perkins Gilman’s “The Yellow Wallpaper”.
In the 1800s, women had very few rights, especially when it came to their mental health, and those who displayed behaviour that male society disapproved of were often confined to asylums. Later research has shown that the reasons for admitting these women to such institutions were often dubious at best.
Today, there is a better understanding of mental health issues, improved therapy techniques, and advancements in treatment. Nevertheless, there are still unmet needs, and anxiety and depression are on the rise due to the stress of modern-day life.
Additionally, women encounter distinct challenges when dealing with addiction, often experiencing higher levels of guilt and shame influenced by gender-specific roles such as caregiving.
Women also experience barriers in accessing drug rehabilitation and support centres, which are typically male-dominated. As a result, they may be held back from their recovery journey and are prone to relapse.
Societal expectations, gender norms, and the normalisation of specific emotional struggles contribute to women’s mental health being overlooked and inadequately addressed. Access to crucial support and treatment is often insufficient, leading to undiagnosed disorders.
SHATTERING THE SILENCE
Upon entering the doctor’s office, women are often faced with the daunting task of advocating for themselves. Despite their valid concerns, many encounter dismissive
THE SAD STATISTICS OF WOMEN’S HEALTHCARE
• One in 10 women who have worked during menopause have left their jobs due to their symptoms and a lack of support.
• Menopause costs the UK economy £10 billion a year, and heavy, painful periods cost £531 million in sick days annually.
• In the US, women are 50 percent more likely to be misdiagnosed for cardiovascular disease than men and 30 percent more likely to be misdiagnosed when presenting symptoms of a stroke.
• It takes the average sufferer of endometriosis eight years to be diagnosed.
• Erectile dysfunction, which affects 19 percent of men, is studied five times more than premenstrual syndrome (PMS), which affects 90 percent of women.
• 80 percent of women feel medical professionals haven’t listened to or believed them.
attitudes and are labelled hysterical or overdramatic.
Pervasive weight stigma in the medical sector, meanwhile, leads to the belief that most health conditions can be resolved solely through diet and exercise.
Unfortunately, a brief internet search will reveal numerous case studies of women who have been disappointed by healthcare providers, with some experiencing tragic consequences.
Injustices such as being offered minor tranquilisers, weaker painkillers, and antidepressants as a universal solution explain why many women report feeling invisible, frustrated, or ashamed in medical environments.
Healthcare organisations largely function as interventive rather than preventive, and empowering women is not considered a priority since services are fragmented.
In addition to the dismissive attitudes and ingrained misogyny wrought within the system,
bureaucracy is another significant issue, leading to women facing discrimination on multiple levels.
By treating female patients as individuals, avoiding stereotyping, and understanding the magnitude of unconscious bias, the healthcare industry can make improvements and changes, creating a safer, more inclusive environment where women can enjoy longevity free from unnecessary pain and potentially lifethreatening illnesses and conditions.
Paperwork, wait times, and patient scheduling are out of the doctor’s control, and the system they operate in must be revised. It should also be noted that many medical professionals are working to improve healthcare for women.
In the US, the bureaucratic process leads many physicians to burn out, with increasing pressure to see more patients. Nevertheless, women must continue to advocate for themselves, their health, and a healthcare future that promotes equality for every patient.
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BLENDING EXPERT CARE WITH PRODUCT INNOVATION
Bringing affordable private healthcare to more people, NetcarePlus is a new way for people across South Africa to receive quality medical treatment, no matter their backgrounds. Teshlin Akaloo, Managing Director, tells us more about the company’s promise and mission for a more accessible healthcare future for all
Writer: Lauren Kania | Project Manager: Cameron Lawrence
We have all been in a situation where a loved one needed urgent attention but couldn’t get the necessary care due to affordability constraints.
“Growing up, I saw many family members in compromised health situations because they couldn’t afford to join a medical scheme.”
This all-too-common experience, as recalled by Teshlin Akaloo, Managing Director, is part of the inspiration behind NetcarePlus, a new affordable way to get private healthcare in South Africa (SA).
Bringing people private healthcare products that offer better access to quality care, higher coverage for emergencies and unexpected costs, and more value for day-to-day needs, NetcarePlus doesn’t just provide medical insurance and prepaid healthcare; it gives everyday people more ways to access private care through world-class doctors and facilities, whether they have medical aid or not.
Born from Netcare, the largest private healthcare group in SA, NetcarePlus set out with the intent to make private healthcare more accessible to South Africans.
“Given that private healthcare is largely accessed by individuals who belong to a medical scheme, we wanted to provide alternative ways to make private healthcare a reality for more people. We adopted an approach focused on solving the medical needs of people by providing certainty in accessing private healthcare in a cost-effective and straightforward manner,” details Akaloo.
The company has been able to introduce a range of products and ensure they reach the end user through partnering with various financial service providers in the market. Amid the current regulatory environment, NetcarePlus’ goal is to
address clients’ primary, secondary, and tertiary needs through a plethora of products and solutions.
Ultimately, the company is motivated by a belief in the sanctity of human life, viewing it as a privilege to serve the South African people in a time of need and vulnerability.
REVOLUTIONISING HEALTHCARE IN SA
In 2019, when Dr Richard Friedland, CEO of Netcare, contacted Akaloo to discuss his vision of making healthcare more accessible to South Africans, it deeply resonated with him.
“This was not only because of my passion for being in the healthcare delivery space but also because it reminded me of the struggles my loved ones faced when they couldn’t afford private healthcare. At that
moment, I realised I could help make a difference in people’s lives,” he reflects. Despite pursuing a degree to become an actuary, Akaloo quickly immersed in solving SA’s market needs in his first job as an Actuarial Analyst, discovering a passion for developing innovative solutions to
address real-world challenges.
In every role since, he has aimed to fulfil this passion, driven to make a meaningful impact.
“Currently, the provision of healthcare in SA is a real challenge that needs solving. When Netcare approached me, the opportunity spoke to the very thing that drives my purpose and what I stand for – helping to make a tangible difference,” further details Akaloo.
Subsequently, the company has come to set itself apart from the rest of the competition in a variety of ways.
The NetcarePlus names was created to demonstrate that people can obtain private healthcare plus have an alternative way to afford it. By packaging funding products with healthcare provision, the company is uniquely placed to deliver its promise of quality healthcare to all.
“We are different from the competition for one simple reason: we provide access to healthcare, not just funding products,” insights Akaloo.
“At NetcarePlus, we pride ourselves on our values and competitive edge. Being a healthcare provider first and foremost means that we own the
value chain and, as a result, the entire client experience. We always provide healthcare, not just insurance.”
THE NETCARE PROMISE
With a promise to care for its clients in a way that places them and their families at the centre of everything the company does, Netcare provides the best and safest care when and where people need it most.
This was most succinctly demonstrated during the recent COVID-19 pandemic when the company pivoted itself entirely to ensure it could treat those in need of medical care.
“With hospitals around the country, we conducted multiple daily online meetings to ensure we were adequately prepared to best treat the patients we expected to see, bearing in mind that the treatment modalities were evolving daily,” details Akaloo.
Committed to Sustainable Health
Our commitment to sustainable healthcare
At BD, we believe in doing whatever it takes to advance sustainable healthcare, prioritising safety and quality–now and in the future. We’re committed to helping you address your most acute healthcare challenges such as adverse patient safety events, staff shortages and inefficiencies along the continuum of care and across multiple departments. With our unique portfolio of technologies, services and capabilities, we strive
to provide relentless support and tailored solutions to help your institution succeed no matter what tomorrow brings. Enhancing Vascular Access Management: Vascular access management is a critical aspect of patient care.
To address these challenges, BD (Becton, Dickinson and Company), in collaboration with Netcare, initiated a pioneering project known as the “VAM Discovery Tool.” The VAM Discovery Tool aims to establish a comprehensive baseline of current vascular access practices. This project focuses on several key areas:
1. Device Selection: Choosing the appropriate device based on patient needs and clinical guidelines.
2. Site Preparation: Ensuring the insertion site is properly prepared to minimize infection risks.
3. Device Placement: Accurately placing the device to maximize efficacy and reduce complications.
4. Securing the Device: Implementing techniques to secure the device and prevent dislodgement.
5. Connecting the Device to Treatment:
Ensuring correct and efficient connection of the device to the necessary treatments.
6. Device Maintenance: Ongoing care and maintenance to ensure device longevity and functionality.
The assessment process for the VAM Discovery Tool involved clinical interviews conducted by the BD team. These interviews were guided by local and international best practice guidelines. The effectiveness of the recommendations derived from these assessments was contingent upon the quality of the collected data.
After completing the assessments, the data was analyzed against best-practice standards and guidelines.
This analysis produced detailed and actionable recommendations aimed at improving the care and maintenance of vascular access devices.
The resulting road map facilitated targeted training and the implementation of best practice recommendations aligned with the relevant guidelines. Through this collaboration, BD and Netcare sought to enhance the standard of care in vascular access management.
By focusing on training and adherence to best practices, they aimed to reduce IV complications and improve the overall success and longevity of medication delivery systems.
“During this period of great uncertainty, we did everything possible to preserve the sanctity of life.”
This promise to protect and safeguard the South African people also extends to the projects and research NetcarePlus is developing to further the products and opportunities it is able to offer its clients.
Recently, the company launched several products aimed at transforming paradigms in the current insurance space, including two highly distinguished insurance initiatives –EmergencyCare and GapCare.
“We recognise that in a medical emergency, time saves lives. The ability to get the right paramedic as quickly as possible, transport people to the right facility, and have the right team of medical professionals ready to receive them can make the
“WE ARE CONSTANTLY CHALLENGING OURSELVES TO FIND NEW WAYS TO DELIVER HEALTHCARE THAT NOT ONLY IMPROVES HEALTH OUTCOMES BUT DOES SO IN THE MOST COST-EFFECTIVE WAY”
– TESHLIN AKALOO, MANAGING DIRECTOR, NETCAREPLUS
difference between life and death,” Akaloo explains.
“As such, our EmergencyCare product leverages our world-class emergency services, Netcare 911, and our facilities to deliver comprehensive emergency healthcare.”
EmergencyCare is the only product in the market that provides unlimited medical treatment costs in an emergency, and NetcarePlus is steadfast in its belief that this is crucial in delivering on its promise of providing certainty and peace of mind
in an emergency without fear that one’s healthcare costs may exceed their benefit limits.
Similarly, gap cover products have grown in favour among medical scheme members due to increasing out-of-pocket expenses resulting from changes in medical scheme rules.
“Our GapCare product was designed when looking at instances where members incur out-of-pocket expenses and how we can best deliver a smooth experience throughout
their healthcare journey. As a result, we have built unique features into our product based on real client needs,” expands Akaloo.
The scale of these projects, alongside others NetcarePlus is currently exploring, is insurmountable. By constantly exploring new ways to blend compassion with cutting-edge capabilities, the company is setting the standard for high-quality and dedicated service.
A HEALTHIER, MORE ACCESSIBLE FUTURE
The heartbeat of NetcarePlus is the people who comprise the company and the diverse culture that encourages continuous
growth, improvement, and communication.
“Our goal has always been to foster a culture that nurtures creativity and provides ample opportunities for people to grow professionally and personally,” prides Akaloo.
“We have always aimed to hire people who are better than ourselves at what they do. As leaders, our job is to set down a vision that is crafted as a collective and then remove obstacles for people so that
they can be the best they can.”
Akaloo credits the diverse and collaborative thinking of the team, who came together and built the business from the ground up in record time, officially launching NetcarePlus into the market in April 2021.
“This was made possible by their unparalleled diversity of skills, a feat that is a privilege to witness in action on a daily basis.”
Parallel to the momentous emphasis placed upon Netcare’s people is the organisation’s imperative of working towards a more
We believe in SERVING WITH HUMILITY
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HEALTHCARE OUTLOOK: HOW IMPORTANT ARE PARTNER AND SUPPLIER RELATIONSHIPS TO THE SUCCESS OF NETCAREPLUS?
Teshlin Akaloo, Managing Director: only be solved through partnerships. No single institution can solve it on their own.
“We have partnered with insurance companies to utilise their skills and capabilities in managing insurance risk. Additionally, we have worked with many healthcare advisors in the market who currently advise individuals and companies regarding their healthcare needs.
“As the healthcare landscape becomes increasingly complex, employers aiming to address their employees’ healthcare needs must consider both the affordability and availability of solutions in the market. This is a consuming exercise, and healthcare consultants possess the skills to assimilate solutions across a multitude of licenses to best meet the needs of employees and employers alike.
“In addition, we have partnered with healthcare providers. These partnerships are of utmost importance to us, as we believe they can revolutionise the provision of healthcare in a way that has not been done before.”
“OUR GOAL IS TO REVOLUTIONISE HEALTHCARE SOLUTIONS IN SOUTH AFRICA. WE ALL COME TOGETHER TO BUILD A LEGACY – ONE THAT IS BIGGER THAN US ALL”
– TESHLIN AKALOO, MANAGING DIRECTOR, NETCAREPLUS
sustainable future.
One such initiative is MyWalk, a programme that has provided more than 200,000 pairs of shoes made from recycled PVC to underserved school children and diverting the thermoplastic polymer from landfills.
Netcare prioritises contributing to society at large beyond just its healthcare delivery chain. As the company continues to look towards the future, it aims to find more innovative ways to solve the
healthcare needs of South Africans and, in doing so, introduce more products into the market.
“I learned from my brother a long time ago that if you are better than someone at something, it is your responsibility to help, and if you can’t help, don’t take away,” concludes Akaloo.
This is the mindset that NetcarePlus maintains as it works day in, day out to provide the best and safest care for its clients, no matter their background.
Tel: 0860 101 151 servicecentre@netcareplus.co.za
Every day, nearly one million blood samples are tested globally using Radiometer equipment, equating to 10 samples a second, 600 a minute, and almost 40,000 an hour.
As a result, millions of lives are touched annually by the information that the company’s solutions provide, which is why Radiometer strives to be the very best.
“In our line of business, innovation doesn’t occur overnight. Creating impactful development requires uncompromising persistence and passion, which must be maintained for years,” introduces Moira Ellie Jimba, General Manager of South Africa and Sub-Saharan Africa at Radiometer.
“We believe that breakthrough results are made by specialists rather than generalists. We are driven to push the boundaries of innovation to find new and improved solutions,” she continues.
Built on a proud legacy of innovation, Radiometer developed the world’s first commercially available blood gas analyser in 1954.
This groundbreaking discovery to support the diagnosis and treatment of polio patients was the basis for the company’s entry into medical technology and has forever transformed
the healthcare industry, impacting countless lives.
However, the Radiometer story dates back even further to 1935, when the company was founded and originally set out to focus on electronic measuring instruments for the growing radio industry.
A LEGACY OF INNOVATION
Radiometer is focused on providing best-in-class solutions to support caregivers into the future. We speak to Moira Ellie Jimba, General Manager of South Africa and Sub-Saharan Africa, about the company’s fascinating history in the medical industry and discover the details of its present day excellence
Writer: Ed Budds | Project Manager: Cameron Lawrence
Fatefully though, when the polio epidemic swept across Europe in the early 1950s, Professor Poul Astrup and anesthesiologist Bjarne Ibsen discovered that Radiometer meters could be used to measure the pH value in blood.
Today, building on its carefully
constructed legacy, Radiometer continues to advance acute care diagnostic solutions with dedication, clinical evidence, attention to detail, and heartfelt passion.
“We are immensely proud of our 70 years of innovation and partnerships and are equally excited about the
Vital to the company’s legacy of success is its foundation of integrity, compliance, and sound governance, which Radiometer refers to as the foundational elements of its sustainability programme, underpinning the three pillars of the company –innovation, people, and the environment.
BECOMING INDUSTRY SPECIALISTS
Radiometer, a part of leading global life sciences and diagnostics innovator, Danaher Corporation, is a medical device company that provides acute care diagnostic solutions by working together with hospitals and healthcare professionals around the world to continuously improve the diagnostic experience and quality of patient care.
“To date, our products and solutions are used in hospitals, clinics, and laboratories in more than 120 countries worldwide. Our business model consists of devices, consumables, and the services we provide,” Ellie Jimba confirms.
Today, healthcare professionals use Radiometer’s blood gas analysers, immunoassay analysers, transcutaneous monitors, syringes, and its Connect & Care integrated digital solutions and services to care for patients in hospitals, clinics, and other acute care settings.
“Our promise is that whatever comes next, we make sure life comes first. We recently celebrated seven decades of excellence in the acute care diagnostics space and currently have approximately 4,000 associates worldwide,” she adds.
The company’s acute care diagnostics solutions are designed to improve workflows and are used daily in emergency departments, intensive care units, neonatal intensive care units, and laboratories across the globe.
By providing information on a broad number of parameters and biomarkers, healthcare professionals can use this crucial information to diagnose and treat patients in hospitals, clinics, and other acute care situations.
COMMUNITY HEALTHCARE GUARDIANS
The overall wellness of its people and the communities it serves is vitally important to Radiometer as a team and an organisation.
“We are extremely proud of our partnership with House of Paradise, which is based in Katlehong in the south of Johannesburg, South Africa,” Ellie Jimba enthuses.
The organisation’s main objective is to provide community service and support to orphans, widows, abused women, and those with chronic diseases, alongside rendering services like feeding the hungry, giving moral and mental education, providing support to rape and domestic violence victims, and protecting them from abuse, neglect, exploitation, and violence.
The joint initiatives within this
“WE RECOGNISE THAT TO TRULY MAKE A DIFFERENCE IN GLOBAL HEALTHCARE, WE NEED TO HARNESS THE POWER OF DIVERSE PERSPECTIVES, EXPERIENCES, AND TALENTS”
- MOIRA ELLIE JIMBA, GENERAL MANAGER OF SOUTH AFRICA AND SUB-SAHARAN AFRICA, RADIOMETER
partnership have also included delivering care packages to House of Paradise beneficiaries.
Additionally, Radiometer is extremely proud to have sponsored the construction of a further new classroom that enabled the organisation to accommodate more children in need within the community.
“We will continue to drive this initiative with future planned activities where help is most needed. The partnership speaks to how we actively live our company motto of whatever comes next, we make sure life comes first,” she impassions.
Elsewhere at Radiometer, its commitment to diversity, equity, and inclusion is not just a goal but an integral part of the company’s mission to help caregivers save lives through diagnostic solutions.
“We recognise that to truly make a difference in global healthcare, we need to harness the power of diverse perspectives, experiences, and talents.”
While Radiometer shares a common identity as a blood specialist and a unified purpose of improving patient care, the company embraces the fact that individuals don’t all look, act, or think the same.
This diversity within a shared mindset fuels Radiometer’s breakthrough thinking and drives its ability to understand and serve a varied customer base worldwide.
CONTINUOUS ENHANCEMENT
Radiometer creates everything with its patients in mind, remaining focused on best-in-class solutions to support caregivers into the future.
RADIOMETER MISSION AND VISION
MISSION – TO HELP CAREGIVERS MAKE DIAGNOSTIC DECISIONS THAT SAVE LIVES.
VISION – TO IMPROVE GLOBAL HEALTHCARE WITH RELIABLE, FAST, AND EASY PATIENT DIAGNOSES.
“We aim to grow and develop an increased focus on diversity, equity, and inclusion across the globe in terms of talent attraction but also customers representation and, by extension, their patients,” Ellie Jimba divulges.
“Additionally, we‘re working towards becoming a sustainable business. This dedication has been further reinforced with a commitment to net zero greenhouse gas emission reduction targets by 2050.
“We are dedicated to minimising our impact on the environment. Through tangible goals and actions, we work to mitigate our impact while simultaneously keeping our associates safe and healthy,” she declares.
Furthermore, Radiometer is driving change in how it supports customers
by giving them a superior experience, using digital tools and exploring the use of artificial intelligence (AI) across its entire portfolio.
To continue improving and delivering some of the world’s most advanced healthcare solutions, the company knows it must consistently learn and develop.
“We highly prioritise continuous improvement, not just in business, but also personal and professional development,” Ellie Jimba concludes.
Tel: +27 10 442 9590/2
info@radiometer.co.za www.radiometer.co.za
AN EPICENTRE OF
KNOWLEDGE
Internationally distinguished for its research, high academic standards, and commitment to social justice across Africa and beyond, the University of the Witwatersrand in Johannesburg, South Africa boasts over a century of innovation and education. We speak to Shabir A. Madhi, Professor of Vaccinology, to learn more about this elite institution
Writer: Lauren Kania | Project Manager: Cameron Lawrence
With a footprint that extends beyond its globally acclaimed lecture theatres and research laboratories, the University of the Witwatersrand (Wits University) boasts a time-honoured legacy that has made a formidable impact on society over the course of its monumental 102-year history.
Having maintained a reputation of excellence by consistently providing quality higher education and asserting itself at the forefront of innovation, the university has proven critical to the transformation of South Africa (SA) through its teaching, research, and societal engagement.
“Our Health Sciences faculty at Wits University was established in 1922 and is regarded as one of the
most reputable institutions for health sciences education in sub-Saharan Africa,” proudly opens Professor of Vaccinology, Shabir A. Madhi.
With a faculty that prepares students for a future in the healthcare sector worldwide, the university offers undergraduate degrees in dentistry, medicine, medical and health services, nursing, occupational therapy, physiotherapy, and pharmacy, alongside graduate medical and physiotherapy programmes, master’s degrees in science and medicine, and a PhD programme.
“Our teaching programmes are student-centred, internationally recognised, socially responsive, and exemplify excellence in all dimensions. More than 1,200 professionals
graduate annually and are soughtafter nationally, regionally, and globally,” details Madhi.
The institution consists of seven different schools within the faculty, namely Clinical Medicine, Public Health, Therapeutic Sciences, Pathology, Oral Health Sciences, Physiology, and Anatomical Sciences, alongside several divisions within each school, making it the largest faculty in the university.
Additionally, a number of programmes for training the next
Shabir A. Madhi, Professor of Vaccinology
generation of academics are provided through the faculty.
One such programme is the Consortium for Advanced Research Training in Africa (CARTA), a multidisciplinary initiative aimed at growing professional, academic, and research capacity in the continent through the field of public health.
The focus of CARTA’s Pan-African research includes reproductive health and sexuality alongside killer diseases in Africa, most notably tuberculosis, HIV, and malaria.
A WORLD-CLASS HEALTH SCIENCES FACULTY
Alongside holding the title of Professor of Vaccinology, Madhi is the Dean of the Faculty of Health Sciences, Director of the South African Medical Research Council Vaccines and Infectious Diseases Analytics (VIDA) Research Unit, and co-Director of the African Leadership in Vaccinology Expertise (ALIVE).
Having completed both his Bachelor of Medicine and Bachelor of Surgery (MBBCh) degree and PhD at Wits
University, Madhi is a stalwart of the school’s ability to produce unparalleled and passionate professionals who shape the way society functions.
“I only really started to enjoy medicine once I specialised in paediatrics, but more importantly, that’s when I realised the huge potential for medicine, and particularly vaccines, to make a big difference over a short period of time on both an individual and a community level. That’s what really drove me into the research space,” he reflects.
A National Research Foundation (NRF) A-rated scientist of international recognition for his research on vaccines against lifethreatening diseases in childhood, pregnant women, and respiratory diseases, alongside further studies on vaccines for people living with HIV, Madhi led the first two COVID-19 vaccine studies undertaken in Africa and has been involved in multiple epidemiological studies on the virus in SA.
Currently, the health sciences and education industries are facing exciting and dynamic developments as seen through several compelling trends, such as technological integration, focus on preventative care and wellness, global health challenges, interdisciplinary collaboration, equity and access, and research and innovation.
Specifically, technology integration is proving revolutionary, with advancements in telemedicine,
HEALTHCARE OUTLOOK: WHAT MAKES WITS UNIVERSITY A TOP RESEARCHER IN AFRICA FOR HIV AND NONCOMMUNICABLE DISEASES?
SHABIR A. MADHI, PROFESSOR OF VACCINOLOGY: “Wits University has been at the forefront of HIV research for several decades. We host Wits RHI, which is one of the largest and most influential research entities in Africa.
“Wits RHI focuses on HIV prevention, treatment, and care, contributing significantly to global knowledge and interventions. Its work includes groundbreaking research on HIV vaccines, antiretroviral therapies, and public health strategies to curb the spread of the virus.
“Wits RHI collaborates with various international and local partners to explore the epidemiology, prevention, and management of these diseases. The South African Medical Research Council (SAMRC) and other global health organisations often fund and support its initiatives, which are essential in shaping health policies and interventions across the continent.
“In addition to the university’s HIV research, the institution itself is also a leader in the study of noncommunicable diseases (NCDs), such as diabetes and cancer. Our research in this area is vital, given the rising burden of NCDs in Africa.”
artificial intelligence (AI)-driven diagnostics, and personalised medicine improving patient outcomes and allowing for more accessible healthcare.
“In e-learning platforms, virtual reality (VR) and AI-driven learning is actively transforming how students learn and educators teach,” insights Madhi.
INSPIRING TEACHING AND KNOWLEDGE
In 2022, Wits University celebrated its 100th anniversary and utilised the opportunity to galvanise the community and cement its place as one of the world’s greatest institutions, mapping a bright future for the school and further strengthening its impact.
“As we recently commemorated our centenary milestone, the university stands at a pivotal juncture to reflect on our rich history and chart a visionary path for the future,
recognising our role in both the challenges and triumphs of SA’s past,” Madhi informs.
As the institution continues to look towards another 100 years, it is emphasising key initiatives such as embracing inclusive excellence, advancing transformative research, strengthening community engagement, fostering global partnerships, and promoting dialogue and reconciliation.
To ensure inclusive excellence, Wits University aims to foster an environment in which diversity is not only acknowledged but celebrated.
“By promoting policies that ensure equal access to education, we are dedicated to breaking down barriers that have historically marginalised certain groups,” he expands.
As such, scholarship programmes, outreach initiatives, and partnerships with underrepresented communities are central to the university’s mission. Additionally, the school has come to differentiate itself from other
places of higher education through its continued academic excellence, research and innovation, historical significance, prime location, alumni network, and facilities and resources.
“We are situated in Johannesburg, the economic heart of SA. This urban setting offers a vibrant culture and social experiences, complementing academic life,” details Professor Madhi.
This hub for progressive thought and activism is equipped with stateof-the-art facilities, including modern laboratories, libraries, and technology resources, supporting both learning and research activities alongside hosting several specialised research institutes and centres.
The university’s alumni network is strong and influential, boasting notable figures in various fields such as politics, business, science, and the arts. This network provides valuable connections and opportunities for current students and graduates.
WITS UNIVERSITY AT A GLANCE
• In the TOP ONE PERCENT of universities in the world
• The Faculty of Humanities is ranked NUMBER ONE in Africa
• TOP 100 in health and clinical medicine
• The university has produced FOUR Nobel Laureates, 91 Rhodes Scholars, FOUR National Planning Commissioners, 32 Mandela Rhodes Scholars, and TWO Chief Justices
• 1,500 academics
• 6,000 employees
• 2,500 joint staff
• 41,000 students
• FIVE faculties.
• 22 schools
• TWO campuses spread across 400 acres
• 11 libraries
• 17 residences
“BY LEVERAGING OUR ACADEMIC STRENGTHS AND EMBRACING OUR ROLE AS A CATALYST FOR POSITIVE CHANGE, WE ASPIRE TO LEAD BY EXAMPLE, GUIDING SA AND THE BROADER GLOBAL COMMUNITY TOWARDS A MORE UNITED AND EQUITABLE FUTURE”
– SHABIR A. MADHI, PROFESSOR OF VACCINOLOGY, UNIVERSITY OF THE WITWATERSRAND
ENSURING BETTER HEALTH FOR ALL
Currently, Wits University is engaged in myriad projects and initiatives which act as an investment towards its continued future as a leader in education, scientific innovation, and social justice.
One such project is the Wits Bara Satellite Campus at the Chris Hani Baragwanath Academic Hospital, which is expected to be completed by December 2024.
This pioneering development is set to create a dedicated space for those working in the hospital.
“It is our belief that this project will significantly enhance the academic and practical experiences of our staff and students,” explains Madhi.
The satellite campus will not only foster a more integrated and collaborative learning environment, bridging the gap between theoretical
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knowledge and clinical application, but also represent the university’s commitment to advancing healthcare education by closely aligning academic pursuits with real-world medical experiences.
In parallel to these various initiatives, Wits University is highlighting further priorities, including human capacity developments, research initiatives, and curriculum rejuvenation.
Recognising the need to support and develop its people, the institution is formulating and implementing a comprehensive strategy that aims to cultivate the next generation of academics through the enhancement of postgraduate throughput rates and targeted expansion of postgraduate programmes and courses, thereby fulfilling educational and research imperatives.
Wits University is also undertaking an extensive review of its MBBCh
programme that reflects its dedication to evolving with the needs of 21st-century healthcare.
“The MBBCh class starting in 2024 will be the first to embark on a revamped curriculum, which will spiral through the rest of students’ training. The implementation of this new programme is designed to enrich their journey and equip them with the knowledge and skills needed to excel in the modern healthcare environment,” distinguishes Madhi.
The changes to the MBBCh curriculum come at a critical juncture in the provision of healthcare, particularly with the rapid advances in large language models such as AI. Already, tools such as ChatGPT have been shown to outperform clinicians in the diagnosis of complex medical conditions as well as demonstrate higher levels of empathy towards patients.
“Consequently, it is imperative
that as part of the education of future doctors and other healthcare disciplines, we incorporate AI into medical training and practices, ensuring we upskill healthcare workers for the 21st century,” concludes Madhi.
The overriding purpose of Fire and Rescue NSW is to enhance community safety, quality of life, and confidence by minimising the impact of hazards and emergency incidents on the people, property, environment, and economy of New South Wales. We learn more about this admirable and impressive service from Commissioner, Jeremy Fewtrell AFSM
Writer: Ed Budds | Project Manager: Cameron Lawrence
PREPARED FOR ANYTHING, ANYTIME
Proudly celebrating the impressive milestone of 140 years of dedicated service, Fire and Rescue NSW (FRNSW) is the state government agency responsible for providing fire, rescue, and hazardous materials (hazmat) services in cities and towns across New South Wales (NSW), Australia.
In 1884, the Metropolitan Fire Brigade was established in Sydney. It evolved into the NSW Fire Brigades in 1910 before eventually rebranding as FRNSW in 2011.
The pivotal service is one of the key agencies involved in the response phase of most emergency or disaster events throughout NSW and is
amongst the world’s largest urban fire and rescue services, as well as one of the busiest in Australia.
At present, the service utilises 335 fire stations spread across NSW, helping to protect the state’s population from emergencies involving fire, motor vehicle accidents, and other dangerous situations.
“THE PRIVILEGE OF BEING FIREFIGHTERS IS THAT WE GET TO PROVIDE HELP TO PEOPLE, BE WITH THEM WHEN THEY’RE AT THEIR MOST VULNERABLE, AND BEGIN TO REBUILD THEIR LIVES”
- JEREMY FEWTRELL AFSM, COMMISSIONER, FIRE AND RESCUE NSW
FRNSW also shields its local population from the dangers of hazmat emergencies and building collapses.
The service’s highly skilled officers and support staff provide rapid, reliable help in dealing with emergencies 24/7, with the overarching aim of saving lives and reducing the number of injuries.
“We also protect the environment and try to minimise damage
to property, including major infrastructure. In partnership with the community and other local services, we strive to prevent emergencies while planning and training to deal with those that do occur,” introduces Jeremy Fewtrell AFSM, Commissioner of FRNSW.
“I always wanted to be a firefighter, as many kids do, but for me there was always a deeper, personal connection as my grandfather worked for the NSW Fire Brigades after World War ll.
‘‘He was very proud of his career, and as a child, visiting him at work and getting to explore all the firetrucks and see the equipment was paradise,” he recalls fondly.
Fewtrell has worked in numerous operational roles in both metropolitan and regional locations over the last 27 years. As a graduate of the Institution of Fire Engineers, he holds a Bachelor of Natural Resources from the University of New England and a Master of Business Administration from Deakin University.
A FORCE TO BE RECKONED WITH
FRNSW is committed to building a diverse and highly skilled workforce ready and willing to serve the community with courage, care, and without judgment.
In this way, the service aims to create a culture where all employees feel safe and valued and can contribute, learn, and be their best every day.
“Our people, achievements, and commitment to the community embody a future-focused and world-class emergency service. We are here to protect the irreplaceable and we are prepared for anything, anytime,” Fewtrell acclaims.
FRNSW currently boasts 3,608 permanent firefighters, 3,214 on-call firefighters, 516 trades and administrative staff, and 4,772 Community Fire Unit (CFU) volunteers as of 30th June 2024.
“We’re really lucky to have such high-quality people in our team who all come from a diverse range of backgrounds,” he enthuses.
“We have curated a culture where people are able to come to work, contribute, and be fully supported and appreciated for who they are, the work they do, and what they bring to the organisation.”
ENSURING PREMIUM PROTECTION
As well as the obvious dangers of heat, the firefighters at FRNSW regularly encounter toxic fumes, sharp objects, uneven ground, slippery surfaces, biological fluids, spilt chemicals, and electricity.
“Because of this, firefighting uniforms need to provide the best protection possible for our firefighters,” Fewtrell expands.
Typical firefighting personal protective equipment (PPE) consists of a tunic made from fire-resistant synthetic fabric, which retains its structural strength after fire exposure and resists cuts and tears.
“It provides a good level of protection without exacerbating the metabolic heat stress of the firefighter. It is designed to enable good flexibility, and the collar has a long zip to ensure complete closure
of the jacket to the neck, while it also provides a high level of thermal resistance protection without being overly heavy to wear,” he adds.
FRNSW is continually reviewing requirements for PPE to ensure its firefighting staff are provided with the best quality equipment to enable them to safely carry out their work.
As such, firefighting uniforms need to be rigorously tested to ensure they can withstand the harsh environment of an emergency situation.
Workwear Group, one of its key suppliers for over a century, has created world-class clothing for services such as FRNSW and continues to outfit millions of courageous service people worldwide.
ACCELERANT DETECTION CANINE PROGRAMME
FRNSW also runs a nationally-leading
accelerant detection canine (ADC) programme, the first of its kind for Australasian fire services. These specially trained dogs and their handlers can cover large areas quickly to narrow down the area for frontline firefighters to undertake fire origin and cause analysis, and the results of their discoveries at the scene can then be used by FRNSW, the NSW Police Force, and the Coroner’s Office.
The original FRNSW K9 project started in 1995 with Sabre, a German Shepherd, followed by a black
FRNSW VALUES
Labrador, Kova, who served from 1996 to 2000. Then came Ellie, a golden Labrador donated by the Australian Customs Service in 2000 before retiring in 2008.
Today, FRNSW has three canines on active duty who attend an average of three jobs per week with their respective handlers.
As national leaders in this field, ADCs are 97 percent accurate and enjoy a high profile both internally within FRNSW and externally as a tool for fire prevention and the promotion
Every aspect of the work done at FRNSW is guided by a set of shared values. The company is committed to:
RESPECT – The service treats staff, partners, stakeholders, and recipients of its services with respect and fairness while recognising and accepting the differences, wishes, rights, feelings, and values of others.
INTEGRITY – FRNSW always acts professionally and can be trusted implicitly because of its honesty, transparency, and strong ethical principles, which underpin everything the service does.
SERVICE – The service is reliable and always performing its roles safely, effectively, and efficiently while taking responsibility for its actions and decisions.
COURAGE – The needs of the community are always put first by the agency, which has the courage not only to deal with serious emergency situations but to stand up for others and challenge wrongdoing.
of community fire safety messages.
“With a sense of smell 100,000 times more acute than a human’s, ADCs can detect fire accelerant in smaller concentrations than any portable scientific equipment currently available. These talented canines can even be used to sniff out traces of accelerant on suspected arsonists to support the Police investigation,” Fewtrell explains.
Furthermore, the dog’s quick noses can cover a scene in less than 30 minutes, saving days of human labour and avoiding the collection of additional forensic samples, reducing costs and laboratory time.
“The dogs are trained using gameplay and rewards, with handlers utilising as many different environments as possible including houses, office buildings, car parks, and bushlands to ensure that they do not become conditioned to only searching a particular type of scene,” he continues.
VAST BREADTH OF SERVICES
Alongside its urban response capabilities, FRNSW supports the NSW Rural Fire Service during and after bushfires in the local area, which have ravaged the region in recent years and present a constant and considerable threat.
“We work to prevent the occurrence of bushfires through our hazard reduction strategies and community education campaigns. Similarly, we also conduct research into factors affecting bushfire behaviour in order to continually improve our service,” Fewtrell explains.
“Another important aspect of our service is our work with communities to help them prepare for bushfire season. This includes the training and implementation of CFUs across the state,” he sets out.
In addition to the risk of bushfires, NSW has experienced flooding issues in the last two years as the length of Australia’s east coast severely impacted.
TAKING ACTION AGAINST CANCER
In firefighting operations, firefighters protect their respiratory tracts and skin from burns with the aid of respirators and protective clothing. However, it has been proved that substances can penetrate the body by means other than via the respiratory tract. As a result of the enormous heat, the skin is up to 400 percent more receptive to pathogens which can penetrate the body through open pores.
NEW PARTICULATE BLOCKING CLOSURE SOLUTIONS
Penetration of flue gas between layers of clothing is reduced by means of a new closure solution at potentially dangerous areas* in the protective clothing.
* Results from FAST testing. Fluorescent Aerosol Screening Test (FAST) offers visualisation of aerosol infiltration and deposition patterns as a means of detecting penetration points in protective clothing ensembles.
PARTICULATE BLOCKING FLASH HOOD
The flame-retardant hoods with a membrane protect the transition region between the jacket collar and the helmet-mask combination. In this way, the contact of cancer-causing substances with the skin in this area is reduced. Prevent® particulate blocking barrier excels in breathability and air permeability performance.
PARTICULATE BLOCKING SKIRT
The structural jacket has in addition a multilayered wicking barrier to ensure maximum coverage.
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PARTICULATE BLOCKING GAITER
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In direct response to this, FRNSW has accredited five water-based flood rescue stations and 20 land-based flood rescue stations, with 127 waterbased flood rescue technicians and 565 land-based flood rescue operators now added to the service’s elite team.
FRNSW therefore provides the best possible service for its communities and has developed a deep understanding of why it exists.
“We focus on spending extra time
“OUR PEOPLE, ACHIEVEMENTS, AND COMMITMENT TO THE COMMUNITY EMBODY A FUTURE-FOCUSED AND WORLD-CLASS EMERGENCY SERVICE. WE ARE HERE TO PROTECT THE IRREPLACEABLE AND WE ARE PREPARED FOR ANYTHING, ANYTIME”
-
JEREMY FEWTRELL AFSM, COMMISSIONER, FIRE AND RESCUE NSW
with people at an incident and giving them crucial support, remembering the human side of our work and the impacts on those people who are having the worst day of their lives when we get called.
“The privilege of being firefighters is that we get to provide help to people, be with them when they’re at their most vulnerable, and begin to rebuild their lives,” Fewtrell finishes proudly.
Tel: 02 9265 2999
info@fire.nsw.gov.au
www.fire.nsw.gov.au
Transforming the way pharmaceuticals are made with a simplified, end-to-end supply chain for companies of all sizes, Thermo Fisher Scientific is committed to offering its clients a track record of quality and performance through the Patheon™ pharma services brand. We speak to Kym Baker, General Manager of the company’s Brisbane site, to learn more
Writer: Lauren Kania | Project Manager: Cameron Lawrence
FROM MOLECULE TO MEDICINE
Helping customers bring medicine to patients requires science, technology, and worldclass expertise.
This necessity is certainly recognised by Thermo Fisher Scientific (Thermo Fisher) at its Australian site in Brisbane, specifically in its state-of-the-art facility specialising in clinical and commercial manufacturing and single-use biologics technology.
Thermo Fisher is helping to transform the way pharmaceuticals are made with a simplified, end-toend supply chain for pharmaceutical and biopharmaceutical firms of all sizes through its Patheon™ brand.
By offering a comprehensive range of services spanning phases and scales as a contract development and manufacturing organisation (CDMO), Thermo Fisher prides itself on a track record of high quality and on-time performance.
“Thermo Fisher provides clinical and commercial biopharmaceutical production as well as analytical services, process validation, technical transfer, and commercialisation services,” introduces Kym Baker, General Manager of the Thermo Fisher’s Brisbane site.
Additionally, the company is one of a small number of mammalian cell biomanufacturing companies in Australia that meets global regulatory standards with the Therapeutic Goods Administration (TGA), Food and Drug Administration (FDA), Medicines and Healthcare products Regulatory Agency (MHRA), European Medicines Evaluation Agency (EMEA), and
Korean MHRA.
Thermo Fisher is also the first company in the country to contract manufacture multiple biotherapeutic drugs on a commercial scale using mammalian cell lines.
“Our ability to undertake sovereign manufacturing of medicinal products locally is important in Australia as it contributes to allowing both regional and overseas researchers and companies access to the country’s attractive R&D tax incentive and the ability to leverage the Clinical Trial Notification (CTN) scheme, which can significantly help to reduce the timelines to get to clinic and, ultimately, approval,” insights Baker.
Alongside these benefits, it also contributes to providing greater control of the production process, reducing costs, and heralds the return of Australian life scientists and bioengineers, all helping to ensure the continued innovation and advancement of the nation’s healthcare manufacturing profession.
ON A MISSION TO SAVE LIVES
Inspired by her father to take up chemical engineering, a field that was primarily dominated by men in the 1970s and 80s, Baker knew that healthcare was the career for her from a young age and was determined to work hard to make a difference with
“OUR BIGGEST ASSET AND INVESTMENT ARE OUR PEOPLE, AND WE ARE CONTINUING TO WORK ON NEW AND EXPANDED DEVELOPMENT PATHWAYS TO SUPPORT THEM”
– KYM BAKER, GENERAL MANAGER- BRISBANE SITE, THERMO FISHER SCIENTIFIC
her passion and ambitions.
“Roll back time to the first BioTech boom in the 1980s, and I aspired to find a cure for cancer. I started university enrolling in the first ever BioTech degree and have never looked back!” she enthuses.
“Working in a CDMO, I now get to make treatments for cancer, rheumatoid arthritis, immunological therapies, and much more in both the clinical and commercial industry. I like to think my dreams have been realised as I actively play a part in many positive patient health journeys.”
As healthcare manufacturing is notoriously one of the most rapidly changing industries across the world, with new technologies, advancements, and medicines constantly being developed to better treat the public, there are always new hurdles to overcome.
THERMO FISHER’S SPECIALISED CAPABILITIES
• Optimised production from preclinical to commercial launch, including commercial supply.
• Single-use technology and flexible facility design.
• Expertise in most process modes for commercial cell lines.
• Mobile equipment to match process needs.
• Upstream and downstream technologies enabling lower investment costs and scale-up risks, reduced labour costs, and quicker process times, which help contribute to a shorter time to market.
• Experience with the majority of commercial cell lines.
Quantity Meets Quality
The race to get advanced therapies to market continues to intensify, placing pressure on manufacturing to streamline workflows, test faster, and release without compromising quality.
Partner with us
Leverage our suite of QC and biosafety testing products and services to quickly deliver safe therapeutics to patients.
While these challenges may seem intimidating to some, Thermo Fisher faces them head-on with the knowledge that its state-ofthe-art facilities, performance, and regulatory compliance record allow it to navigate compressed timelines and develop solutions to provide a dependable, high-quality supply to clients.
Most recently, the COVID-19 pandemic posed challenges to sectors across the entire globe. However, for healthcare manufacturing, it provided both opportunities and momentum.
“The support for healthcare development and innovation increased, and confidence in STEM collaborations across government, industry, and academia to transform the industry continues,” expands Baker.
“While the supply chain to support this increased manufacturing demand was very challenging during
the pandemic, we are seeing a return to normal, enabling improved speed to market that is closer to prepandemic levels.”
END-TO-END SOLUTIONS
Thermo Fisher has worked diligently over the years and gained a reputation for reliability, highquality service, and dedication to its partnerships.
By putting quality at the core of everything it does, Thermo Fisher has earned the trust of clients around the world, and those companies have, in turn, secured millions of medicinal doses for their patients.
While the company’s ability to generate time and cost efficiencies has earned it new business and customers across the industry, Thermo Fisher’s commitment to quality continues to build its client relationships and strategic partnerships.
Additionally, the company
HEALTHCARE OUTLOOK: AS A CDMO FOR BIOTHERAPEUTIC DRUG SUBSTANCE MANUFACTURING, HOW CRITICAL IS YOUR SUPPLY CHAIN?
KYM BAKER, GENERAL MANAGER - BRISBANE SITE:
“We have approximately 2,500 different cGMP-grade raw materials which require sourcing, procurement, delivery, testing, and storage in our 4,000 sqm warehouse prior to kitting, transport, and use in cGMP manufacturing or quality control.
“Add in the logistics of shipping thousands of samples and hundreds of batch shipments, and it becomes a complex operational hub.
“These starting materials are sourced from a multitude of suppliers, each of which must meet our strict quality standards. Therefore, the relationships with our key suppliers are dynamic and collaborative.”
highlights the consistent pursuit of improvement, proactively seeking out opportunities in order to prevent problems before they occur and regularly examining and refining its systems and processes.
“Within the biotherapeutic space, we offer very flexible services, which support a wide range of global client needs from early clinical stage through to commercial production,” details Baker.
“Offering both technical expertise combined with exceptional quality, we can support a client’s clinical to commercial manufacturing journey.”
A DIVERSE FUTURE IS A SUCCESSFUL FUTURE
Thermo Fisher recognises the critical importance of a diverse, inclusive working environment to any company’s innovative future and is proud to have a multicultural workforce, with more than 35 nationalities represented on site and approximately 50 percent female representation across most aspects of the business, including management.
“OUR STAFF ARE REMINDED EVERY DAY AS THEY WALK THROUGH THE HOSPITAL GROUNDS WHY WE EXIST - WE ARE HERE TO MAKE LIFE-SAVING MEDICINES TO HELP OUR CLIENTS’ PATIENTS”
– KYM BAKER, GENERAL MANAGER- BRISBANE SITE, THERMO FISHER SCIENTIFIC
“The diversity of our team pays dividends, not just from a level of cultural understanding but also by generating diversity of thought, which keeps us agile and progressive,” asserts Baker.
The importance of this was exemplified when Thermo Fisher needed to meet a client’s tight timeline during the transition from another manufacturing provider.
Thermo Fisher had a native speaker attend the client’s plant in Asia and translate batch records by hand to facilitate an accelerated technical transfer to Thermo Fisher’s site, ultimately contributing to the continued supply of the drug.
“Our client relationships are personalised and tailored to meet their demands. Having a level of diverse cultural experience and appreciation helps us to please our equally diverse clientele,” expands Baker.
This focus on the vast benefits of diversity is parallel to the company’s culture and Mission to enable customers to make the world
healthier, cleaner, and safer.
“We have a culture of collaboration, trust and solution orientation to ensure our clients are successful. We are a large family, all pulling in the same direction. I am immensely proud of the team and what they achieve every day,” concludes Baker.
CARE FROM ANYWHERE
Facilitating accessible healthcare across Canada by leveraging modern-day technological conveniences, we revisit Switch Health, whose CEO, Marc Thomson, enlightens us on its latest innovations
Marc Thomson’s creative flair and eye for identifying patients’ needs are some of the key attributes that led to his role as CEO of Switch Health.
Thomson ambitiously began his career journey in marketing, working with a number of notable advertising firms, specifically operating in the direct-to-consumer (D2C) and business-to-business (B2B) sectors in the telecommunications (telecoms) industry.
Equipped with invaluable knowledge and experience, he began to experiment in entrepreneurship along with his partners. In 2017, after multiple business barriers, Switch Health rose to fruition as it began to gain traction in diabetes treatment and testing.
Prior to the COVID-19 pandemic, Switch Health conceptualized the idea of decentralized collection kits. Following the pandemic and the widespread use of remote testing, many unique opportunities began to emerge for the company as the advantages of its products were more greatly recognized.
With its tremendous work during the COVID-19 pandemic, Switch Health was able to significantly grow its research and technology capabilities, ultimately providing the opportunity for the business to become a vertically integrated entity through the acquisition of an established medical laboratory in Ontario, where it still operates today.
PATIENTS’ BEST DIGITAL EXPERIENCE
A key part of Switch Health’s success lies in its ability to address the most pressing issues facing the healthcare industry and its many indirect participants in a patient-centric manner.
The Canadian healthcare sector differs from its US counterpart in regard to patient acquisition and the marketing of medical organizations. Therefore, at the time of its establishment, Switch Health differed from other businesses in its field with a focus on both laboratory and at-home testing.
Beyond the D2C opportunities, the company’s innovative take on specimen collection and traditional testing lends itself well to remote workplaces looking to enhance healthcare options for their employees, therefore decreasing workplace absenteeism to seek medical attention.
For clinical research organizations and pharmaceutical companies, Switch Health’s product offering facilitates broader reach and faster turnaround times in clinical trials for approvals and ongoing evaluation.
Meanwhile, its huge investments in the user interface (UI) and user experience (UX) have elevated the company in recent years, uniquely presenting its patients with unmatched privacy and autonomy by leveraging digital delivery and hasslefree transactions.
“Our overarching concept stems from the question of –what if the simple task of a blood draw appointment, which can be unnecessarily cumbersome, could be as easy as your last best digital experience?” Thomson shares.
Switch Health’s methods would significantly cut down the time to visit a physician’s office for specimen collection and, in some cases, eliminate it all together. Earlier detection of certain ailments could lead to improved patient outcomes with lower costs to healthcare systems and insurers, and reduce time away from the workplace.
In today’s digital world, those living in Tier 1, 2, or 3 markets can get almost anything delivered within a very short timeframe. Switch Health therefore strives to utilise this modern, everyday retail concept for healthcare, transforming the lives of
“OUR OVERARCHING CONCEPT STEMS FROM THE QUESTION OF – WHAT IF THE SIMPLE TASK OF A BLOOD DRAW APPOINTMENT, WHICH CAN BE UNNECESSARILY CUMBERSOME, COULD BE AS EASY AS YOUR LAST BEST DIGITAL EXPERIENCE?”
– MARC THOMSON, CEO, SWITCH HEALTH
millions across the country.
“Instead of taking two days to get a booking for a blood draw, what if it was almost instantaneous, with a kit delivered to your door within an hour? Depending on where you’re located, you can then ship it back via the same method after you’ve completed the test,” he adds.
As such, Switch Health centers around marrying individuals’ best digital experience with the ultimate healthcare UI and UX to ease the patient journey.
PRIVATE PROACTIVE HEALTHCARE
The company expertly navigates the pressures between private and public healthcare, with the growing difficulty of regulatory restriction putting pressure on the latter and ultimately slowing down critical innovative processes.
On the other hand, private healthcare institutions suffer from the encouragement of certain testing or healthcare types that may not be completely necessary but demonstrate profitability and progress on the bottom line.
With this in mind, Thomson is happy to witness a growing cultural acceptance of what he calls ‘private proactive healthcare’ which has begun to emerge in the Canadian healthcare industry. The company has seen significant uptake in this space from large employers, many of whom have remote work sites that require flexible healthcare options. Other significant clients include insurance and pharmaceutical businesses looking for alternatives to in-person visits.
“We are playing on the periphery of these
two actors, where we integrate with public systems but also offer private testing and other additions to the public testing space for at-home convenience; all while underpinning our testing options in true medical and scientific research and necessity.”
COMBATING GEOGRAPHICAL BARRIERS
Since last speaking to Switch Health 18 months ago, the company has majorly progressed its healthcare testing technology.
Most significantly, the launch of the human papillomavirus (HPV) collection kits was one of the first pivotal changes in the organization.
“It was a pivotal moment in which we were proud to be building something for a community,” Thomson expresses.
Switch Health’s HPV collection kits provide an attractive alternative as they are free of in-person
engagement and far less invasive than other more conventional testing methods for cervical screening.
Additionally, the HPV tests have been very successful in rural and remote areas, having a meaningful impact on women as they experience a renewed sense of privacy and convenience in comparison to standardized testing. Larger customers include remote community clinics in various provinces as well as private sector employers who want to make convenient testing available for employees.
In North Ontario, for example, the company supports remote areas that don’t have the scale or population to warrant the implementation of core lab equipment and specialty testing.
“Communities in these regions are far from urban markets, so we send them collection devices that they can ship back to us. This means that we are able to provide cervical screening in these regions and detect HPV before it becomes cervical cancer, which is key,” outlines Thomson.
“Knowing that we are making a measurable, impactful difference to communities that may not have had access to this kind of support previously is why we are in business,” he adds.
ELIMINATING BUREAUCRACY TO STREAMLINE EFFICIENCY
Switch Health’s staff base consists of a tight-knit collective of hardworking professionals. As such, the company operates an ownership method in which teams are managed solely by their heads of department.
“There are, of course, some key performance indicators (KPIs) that our managers need to hit, but other than that, it’s a pretty open lane,” comments Thomson.
Therefore, every department lead has full management autonomy to operate how they want in order to meet the outlined KPIs. This also means that any unnecessary bureaucracies are eliminated, making management engagements as efficient as possible.
“By doing this, they build trust with us, and we build trust with them,” he adds.
“Every time a new corporate client comes on board, we are all hands on deck to address their immediate and long-term needs with executable solutions.”
LED BY THOUGHTFUL RESEARCH
Following the launch of Switch Health’s HPV collection kit, a substantial level of R&D was put into other test types and collection modalities.
Setting the tone for the company’s operations going forward, Switch Health further invested research into blood testing and how this could be conducted successfully at home through dried blood spots.
As part of its research, the organization specifically analyzed dried blood spot collections in comparison to an in-person blood draw for a variety of analytes.
One such analyte that was successfully validated at Switch Health’s Bio-Test Laboratory was
CORE VALUES
hemoglobin A1C. This dried blood spot test can be ordered online for those with diabetes or individuals who wish to know more about their metabolic health.
The patient simply uses the provided lancets to prick their finger and draw blood onto the blood spot card prior to sending it back to the lab. The ease in which the test can be completed at home has proven to transform the lives of those with diabetes who regularly use Switch Health’s hemoglobin A1C blood test. Additionally, as part of its R&D, the company is currently wrapping up research using microtainers for hormone testing.
Switch Health is also hoping to usher in a new era for the business with a female-focused fertility suite.
Effecting change, both big and small – From launching large-scale, first-tomarket solutions to seemingly small incremental steps, Switch Health views change simply as progress in a never-ending quest for accessible healthcare.
Harnessing the power of technology to power healthcare – Through innovation and automation, the company can unify a digital-first world with a patient-first experience.
Building products that it’s proud of – Switch Health solves real-world problems for real-world people.
Giving back to communities – Whether creating economic opportunities through jobs or partnering with local organizations, Switch Health’s dedication to serving communities is part of its DNA.
“We are in the final stages of developing a microtainer test to be used at home which tests the levels of anti-müllerian hormone (AMH) test, follicle-stimulating hormone (FSH), luteinizing hormone (LH), and prolactin – the four analytes that indicate a woman’s fertility status,” says Thomson.
As a result, women can have a greater understanding of their fertility and seek help if test results are not favorable.
Switch Health continues to expand its fertility R&D for both females and males, laying the foundation for the next phase of the business. The company intends to offer microtainer and dried blood specimen collection methods to clinical research organizations and pharmaceutical companies to expand the scope of human trials for various medications seeking approval.
All samples are processed through validated methods at Bio-Test Laboratory in Ottawa. As the pharmaceutical sector looks to expand the diversity of individual patients and increase patient enrolment in trials, Switch Health could provide a simple solution to expedite this essential research work.
DEPENDABLE DELIVERY
As the company continues to grow, its focus lies in expanding its at-home kit offering as well as its laboratory technology capabilities.
Switch Health’s Bio-Test Laboratory
Your Trusted Pathology PartnerWhere Science is integrated with Care.
Tel: 416-449-2166
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Tel: 1-800-263-4489
Fax: 416-449-2543
alpha@alphalabs.ca www.alphalabs.ca
For over fifty years, Alpha has been delivering patient-centred, quality medical laboratory testing services. Alpha recently expanded its Diagnostic Pathology division to create a Pathology Centre of Excellence, leveraging state of the art facilities, next generation equipment, innovative technologies and a wide range of Immunohistochemistry and special stains. Our Centre is supported by our highly skilled staff and well-respected, specialized medical and scientific pathology team.
At Alpha, we value our clients and work to build collaborative partnerships, offering transformative technologies, systems, and services that result in positive outcomes for all. Alpha’s aim is to empower physicians and patients with accurate, reliable, timely results.
has been operating and servicing Ontario for over 50 years. With the uptake in the company’s decentralized collection kits nationwide, the business is looking to scale its laboratory technology capabilities even further.
Over the next five years, Switch Health strives to continue to expand its core business offerings and its current testing capabilities to provide better care to Canadian individuals and pharmaceutical companies looking to develop the therapeutics available in the country.
One key to this short to mediumterm progression is a stable supply chain network. Indeed, robust and reliable supplier partnerships are not just necessary to the success of Switch Health, but the laboratory sector as a whole.
The company sources items globally for its medical devices and collection kits. As such, Switch Health is blessed to have solid logistics partners and providers who have
“We had the ability to test out our providers during the pandemic, as we were able to see who could really handle the extra pressure on their business and get things done. All our partners who stuck with us during this process still work with us today,” Thomson expands.
“Switch Health and the Bio-Test Laboratory actively work with larger customers to rapidly provide customized solutions to their needs while adhering to the highest standards of medical validity and regulatory requirements.”
PAVING THE WAY
The company continues to undertake key R&D at its laboratory to unlock new test and collection types which would ultimately lead to more examinations being completed in the comfort of patients’ homes.
Switch Health will also continue to launch a greater amount of valuable
screening tests. For instance, the company is currently developing an at-home test for oral forms of HPV, as recent findings suggest that throat HPV is one of the fastest-growing diseases in men.
Although the business recognizes that there are limits to providing home diagnostic collection kits, Switch Health strongly believes that providing patients with options outside of traditional brick-and-mortar healthcare is vital and a step in the right direction.
“It’s a lofty goal, but if you aim somewhere, even if you get 50 percent of the way there, that’s still an achievement,” Thomson proudly concludes.
We speak to Kevin Wolter, Director of Business Development at Invio Automation, about its proven automation expertise that has accelerated global businesses across a vast range of industries for over 60 years
Global investment in the North American manufacturing industry has never been higher, encouraging many companies to focus on reshoring their production and supply chain to the US, whilst government incentives have dramatically encouraged domestic production.
On top of this, industry trends such as labor shortages, increased wages,
and a greater desire for improved production consistency and quality have driven manufacturers in the country to implement robotics and manufacturing automation more widely across their organizations.
This presents the industry with an opportunity to source and analyze more data, particularly given the recent rise of the Internet of Things (IoT) – also known as Industry 4.0
– and the evolution of digitalization, which allows for greater real-time monitoring, predictive maintenance, and process optimization.
Within this context, the main focus of Invio Automation (Invio) lies in supplying state-of-the-art manufacturing automation and robotics solutions to its customers, regardless of the project’s size or scale.
Designing, implementing, and sustaining automation services for some of the largest operations in the world, the company permeates a number of key industries, including medical device and life sciences, CleanTech and renewable energy, mobility, industrial, logistics, and much more.
“Invio designs, implements, and sustains automation for operations large and small across the world. Our company history dates back 65 years, and we continue to evolve. We take pride in truly partnering with our customers to solve big challenges by exploring, testing, and customizing the latest manufacturing technology,” opens Director of Business Development, Kevin Wolter.
“The company exists to contribute and participate in one of the great macroeconomic trends of our time
“THE STAFF HERE ARE AMAZING – ONE YEAR AGO, I JOINED INVIO AND WAS FORTUNATE TO BE PART OF A TEAM OF HIGHLY MOTIVATED PROFESSIONALS WHO UNDERSTAND THEIR ROLE WITHIN A COLLECTIVE AND TAKE PRIDE IN GETTING THE JOB DONE”
– KEVIN WOLTER, DIRECTOR OF BUSINESS DEVELOPMENT,
INVIO AUTOMATION
- the increased role of robotics and automation in our daily lives.
“Our work takes us into hundreds of factories and product development organizations every year and we proudly help our customers build meaningful products in healthcare, renewable energy, and
transportation,” he adds.
Invio’s founding principles are twofold. Firstly, it strives to serve as the preferred global automation partner in industries that meaningfully benefit the lives of others.
Secondly, it employs hundreds of engineers, skilled tradespeople, and manufacturing professionals domestically in an effort towards that goal.
Each industry is served across seven production sites in the US, with its primary base located in the Midwest region of the country.
MULTIPLE SOLUTIONS FOR MULTIPLE INDUSTRIES
Providing practical and proven solutions for a vast range of industries, the company works with customers to fundamentally understand and take their ideas through an entire lifecycle, manufacturing these products
with industry-leading robotics and automation capabilities.
“A lot of our customers are looking to improve quality and reproducibility while reducing labor,” informs Wolter.
Operating for over 40 years in the medical devices sector, the company possesses more than 500 team members in the US, a third of which are in an engineering role and actively partake in the technological elements of a project.
“As a mechanical and electrical engineer, I find it really engaging to see both elements integrated into these products,” he adds.
Alongside the manufacturing of medical devices, the organization conducts warehousing and logistics practices, whilst a large portion of its business supports the automotive and industrial markets with custom tooling and lift-assist services, as well as top-quality automated guided vehicles (AGVs) and automated mobile robots (AMRs) that can transport heavy pallets throughout customers’ warehouses and production areas.
One particular focus of Invio is known as Factory of the Future Consulting, whose workforce serves as a consultancy agency for their clients. After performing plant-wide greenfield and brownfield automation assessments, the company utilizes production modeling and 3D simulations to help customers determine where automation can have the most cost-effective impact on their return on investment (ROI) and production processes.
As such, Invio’s efforts ensure reliability and digital innovation across the entire manufacturing process.
“Each automation aspect, from factory floor to end-stage enterprise resource planning (ERP), is informed by a certain level of data, which in turn impacts the wider supply chain of any given product,” Wolter highlights.
“In the future, I foresee the same team presenting customers with augmented reality (AR) and virtual reality (VR) models of their facilities.”
RELIABLE END-TO-END SERVICE
Invio stands out in the US automation market due to its dedicated willingness to work with customers throughout their entire manufacturing journey, ranging from smaller operations to complex robotic systems.
Medical vision
Welding expertise
“Historically, many of our new customers came to us after other automation vendors had declined requests to quote, because their projects were too intricate or technically complicated. However, we actively engage with these types of customers as we have the experience and capability to undertake complicated, high-precision developments,” Wolter imparts.
“Our customers often return to us after we’ve solved their most difficult automation problems, providing support for their entire manufacturing process. The target is to become their preferred automation vendor.”
Therefore, it is mutually beneficial for the company to support clients in the early stages of their automation journey so that they can become the go-to manufacturer for the entire process.
As such, Invio has built an enviable reputation for small, high-precision products. In the medical devices space, this typically involves the likes of insulin pumps, cardiac implants, catheters for heart disease and stroke support, as well as many other micromanufacturing processes.
With a core market focus and an established manufacturing process, the company has developed a set of flywheels that enable it to provide
incredible solutions and services for customers.
“We continue to reinvest in this approach and cross-pollinate applications across our core markets. For example, we assess who else requires needle bending capabilities to generate a list of customers we can address.
“Meanwhile, for our engineering expertise, we develop specific applications within a certain industry that we can add to our toolbox. This allows us to improve our operations and build bigger machines around that expertise,” Wolter explains.
Furthermore, Invio is committed to providing ‘white glove service’ for all customers, as it aims for the highest degree of professionalism, responsiveness, proactive customer engagement, and support throughout the lifecycle of an automation project.
“Recently, a potential early-stage prospect mentioned that, while they were looking at several potential automation partners, Invio provided the best customer service. We are looking forward to engaging with that customer more formally very soon.”
A critical element of Invio’s longstanding success is its loyal partner and supplier relationships, which keep projects flowing beyond everyday operations.
INVIO’S AGV CAPABILITY
The company has a unique offering in the form of heavyweight or highcapacity AGVs that fundamentally serve the purpose of transporting product throughout the factory without human involvement.
Prior to the development of automated conveyance solutions, items under manufacture were typically transported manually using carts, trolleys, or forklifts, both powered and unpowered. Over time, many of these manual conveyance platforms, which were inefficient and often dangerous, became automated.
For industries such as electric vehicles (EVs), aerospace, alternative energy, and defense, manufacturing processes often involve the movement of heavy parts, objects in work, and eventually, finished products. As such, the capacity of conveyance automation systems must often exceed 10,000 pounds (lbs). Many manufacturers need to convey and assemble products that weigh from 10,000 to 50,000 lbs, but AGVs with this capacity range are rare.
The unique load requirements for these capabilities are very different from other classes of manufacturers and are a key differentiator when evaluating conveyance automation solutions.
Invio’s AGVs are used to transport pallets of solar panels, recreational vehicles, tractors, construction equipment, EVs, electrical grid equipment, and even the sleeper bunks for large airplanes.
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“This has been one of the first times in my career that I have found such a strong collaboration between my organization, suppliers, and customers,” Wolter expresses.
As the company continues to establish its name in the market, Invio works with suppliers to set up joint customer visits, where it can recommend potential suppliers for preferred automation vendors.
MEDICAL DEVICE AND LIFE SCIENCES (MDLS) CAPABILITIES
As Invio continues to expand its MDLS focus into new geographic markets,
such as the Midwest and Minnesota’s Medical Alley, it successfully leverages its 40 years of experience in the space to support the broader sales, engineering, and operations teams in the industry and related automation and design principles.
“Personally, it has been incredible to work with experts and thought leaders, and I continue to be amazed by the knowledge base they have created and their willingness to share their experience,” Wolter expresses.
“As we build our team, we continue to expand our market presence and add major MDLS customers.”
Within this division of the company,
INVIO CENTERS OF EXCELLENCE
After 40 years of operating its New England MDLS Center of Excellence, in May 2023, Invio also established its Midwest MDLS Center of Excellence in the heart of Medical Alley in the Twin Cities area of Minnesota. Medical Alley comprises approximately 800 medical device manufacturers, subcontractors, and machine shops that support the industry.
Therefore, the facility has provided the company with the opportunity to establish its own presence in the region and gain traction with the big names in the medical devices space.
One particular business Invio is proud to have acquired is Innovative Products & Equipment (IPE), who has been a market leader in solving the production challenges that commonly arise for advanced manufacturing operations in the New England area, specifically along the Route 128 corridor.
The historical IPE facility in Hudson now serves as a sister facility to the Invio site in Minnesota, bringing the opportunity for many customers in both regions to have their automation needs served locally.
Invio’s central desire is to improve patient healthcare for its customers’ end users.
The opportunity to impact the lives of real people on a global scale is significant. The company’s patented hypotube and needle bending technology was developed to support the rapidly growing diabetes market. Globally, there are 400 million people diagnosed with Type 2 diabetes (T2D), making Invio’s patented needle bending technology increasingly critical.
Therefore, the company’s systems help provide insulin for diabetics and manufacture highly technical catheters, guidewires, sensors, and on-body pumps. Regarding the latter, the equipment is used to create a key part of an insulin pump that is placed on the user to help treat their condition.
“The benefit of having this needle, which has a very unique, spring-loaded shape, is that when it’s time to pump insulin, the needle inserts a cannula that we have also manufactured. This creates a port for the application of insulin into the body,” details Wolter.
Invio’s patented needle bender is capable of bending a drug delivery needle to as small as 1/10,000th of an inch in outside diameter without blocking the drug delivery of the needle. The machine utilizes a highprecision camera and servo motors to ensure the proper needle orientation and position in real-time throughout
Needle bending expertise
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Our knowledgeable sales team work with our manufacturing technicians to engineer and construct each quality system to create the most costeffective, durable feeding systems to support assembly operations. Advancements in our design process using solid modeling and CAM software, CNC machinery, and 3D printed prototypes enable our team to create customized and repeatable solutions for a variety of industries.
the manufacturing process. Once at the desired angle, the machine bends both sides of the needle to create a specified shape without occluding it.
The standard needle bending module is capable of producing a uniquely shaped needle every six seconds.
However, needle bending is just one stage of the insulin pump product that Invio manufacturers, demonstrating the fact that a small, simple solution can lead to the production of an entire process and an all-encompassing solution.
BLOOD COLLECTION DEVICE
Invio recently developed an automation project that produces a blood culture collection device, which can be used by medical professionals to draw blood more efficiently and
INVIO’S CORE VALUES
• The company takes pride in the reliability of its team and the difficult problems it solves for customers.
• Invio delivers real customer value that positively impacts the lives of those around them.
• The business is dependable, as trustworthy relationships matter.
• Its ingenuity and desire to improve life complements its suite of solutions.
• Invio strives to demonstrate that its attention to detail does not start or end with the solutions it engineers and delivers.
• The company believes that exceptional service is better demonstrated than said.
avoid incorrect blood test results.
The machinery for the blood collection device produces 15 parts per minute, translating to 900 units an hour.
“We were able to design, develop, and deliver an incredible piece of equipment for our customer in approximately nine months on our first major MDLS project in our new Minnesota facility,” Wolter proudly tells us.
“This is thanks to our ability to leverage our incredible local engineering capabilities and the vast MDLS expertise available from the broader Invio team.”
In order to further its specialized offerings, the company is currently building an applications lab in Minnesota, which will showcase the key technologies and tools that it integrates into its machines every day. These include robots, ultrasonic
Medical vision
Blood collection device
and laser welders, laser markers, lead testers, and much more.
“The intention is for the facility to serve as an additional engineering resource for our customers as they continue to develop these incredible technologies. Additionally, the lab will be an effective marketing tool for our partners and suppliers who can bring their customers on-site as they work through their technical evaluations,” Wolter elaborates.
EXPERTS IN AUTOMATION
The extensive size of Invio’s workforce means that it can productively collaborate across a plethora of industries and applications to brainstorm the best solutions for its customers.
“The staff here are amazing – one year ago, I joined Invio and was fortunate to be part of a team of highly motivated professionals
who understand their role within a collective and take pride in getting the job done. I believe we have cultivated an organization that encourages individuals to speak up with recommendations for continuous improvement,” Wolter proudly comments.
The company recognizes staff that go beyond the call of duty with established reward programs and monthly newsletters that highlight hard-working employees, who also have the chance to win prizes.
“I also acknowledge individuals on a more personal level or in small group settings, as it presents an opportunity to further my relationships with the team in a meaningful way,” affirms Wolter.
As Invio continues to expand its business, both organically and through acquisitions, it remains focused on its core mission to be
committed to engineering advanced industrial solutions that enhance quality of life.
Another major priority for the business is the aggressive alignment of the company’s seven production sites across one common platform.
However, one of the most important things for Wolter is that the company and its employees continue to learn and have fun.
“Throughout my 12 months in the role, our team has been incredibly engaged and excited, and I learn more from them every day,” concludes Wolter.
Dr Sue Barnes, Chief Executive of the Wales Air Ambulance Charity, discusses the organisation’s leading status in advanced, timecritical care for the Welsh population and its focus on continuous improvement through evidence-based decision making
Writer: Lily Sawyer | Project Manager: Cameron Lawrence
In recent years across the UK, unprecedented pressures on primary care, an ageing population, and the legacy of the COVID-19 pandemic have converged to form a perfect storm for key healthcare services across much of the country.
“This is a challenging time for a healthcare system on which an entire population depends,” opens Dr Sue Barnes, Chief Executive of the Wales Air Ambulance Charity (WAA).
Wales’ demographic profile, which is comparatively more elderly and economically disadvantaged than other parts of the UK, faces its own unique difficulties, and rural communities are often challenged by their geographic isolation in terms of accessing healthcare.
“That being said, with regard to helicopter emergency medical
services (HEMS) provision, WAA is amongst the best in the world,” Barnes points out.
As the only air ambulance charity based in and dedicated to the people of Wales, WAA relies entirely on donations to raise the £11.2 million required each year to keep its helicopters in the air and vehicles on the road.
The charity’s mission is to deliver lifesaving, advanced medical care to people across the nation, whenever and wherever they need it. Its vision is to improve the lives of patients and their families by being a world leader in advanced, time-critical care.
A WELL-OILED MACHINE
Launched on St David’s Day in 2001, WAA delivers lifesaving, round-theclock medical care across Wales.
“We are on standby to attend those suffering life or limb-threatening injuries or illnesses with some of the most advanced air ambulances and rapid response vehicles in the UK at our disposal,” Barnes reveals.
With its services delivered via an exclusive partnership with NHS Wales, WAA raises the funds to maintain operation of its vehicles, whilst the Emergency Medical Retrieval and Transfer Service (EMRTS) supplies the highly skilled NHS consultants and critical care practitioners who work onboard.
In addition, Gama Aviation provides the charity its aviation service – employing pilots and engineers and maintaining a fleet of four primary H-145 helicopters as well as a back up service.
Of those aircraft, three are directly leased to the charity from Milestone Aviation. During a time of global uncertainty, it was felt that directly leasing several aircraft would offer additional resilience and protect its lifesaving service.
Established bases across Wales, including those in Caernarfon, Welshpool, Cardiff, and Llanelli, allow WAA’s highly skilled crew to carry out medical procedures that would usually only be available within a hospital setting.
“We deliver blood transfusions, administer anaesthesia, intubate patients to protect their airways and take control of their respiration to oxygenate appropriately and, in extreme situations, will undertake
emergency operations at the scene of an incident,” she informs.
For the patient, this can mean hours saved in receiving the appropriate treatment when compared to standard care.
As a valuable but scarce resource offering a specialised service, WAA serves the entire Welsh nation and attends the highest level emergency calls. These calls are received by the Welsh Ambulance Services University Trust clinical contact centre and monitored by the EMRTS Critical Care Hub, which dispatches the service if required.
“Our service does not replace the Welsh Ambulance Service; we work
in partnership with them,” Barnes clarifies.
In the chain of emergency care, the Welsh Ambulance Service’s medics typically offer initial immediate care, whilst WAA is the next link in the chain, delivering advanced, hospital-standard treatments at the scene.
A POWERFUL PARTNERSHIP
In 2015, WAA transitioned its service into a partnership with NHS Wales through the creation of EMRTS. This has resulted in the consultant-led air ambulance service that is now delivered across Wales.
“This unique and exclusive partnership between WAA and NHS Wales is truly greater than the sum of its parts. Neither organisation could deliver such advanced, world-leading services on its own,” Barnes affirms.
To demonstrate the value of the new consultant-led service, a five-year evaluation took place between 2015 and 2020 which was independently scrutinised by Swansea University. It made use of the SAIL Databank based at the university – the single largest anonymised data set of patient records in the world.
Amongst its key findings, the evaluation identified a 37 percent reduction in mortality after 30 days when critically ill patients suffering blunt trauma injuries are attended to by EMRTS. This improved survival rate compares to a standard ambulance response and local hospital treatment.
“WE ARE ON STANDBY TO ATTEND THOSE SUFFERING LIFE OR LIMBTHREATENING INJURIES OR ILLNESSES WITH SOME OF THE MOST ADVANCED AIR AMBULANCES AND RAPID RESPONSE VEHICLES IN THE UK AT OUR DISPOSAL”
– DR SUE BARNES, CHIEF EXECUTIVE, WALES AIR
AMBULANCE CHARITY
The study also identified an increase in access to timely emergency treatment for patients across Wales, an influx of national consultant recruitment, tangible development of critical and emergency care knowledge amongst NHS Wales employees, and a general relief of pressure on frontline services.
Similarly, the same research verified WAA’s ability to administer hospitalgrade critical care interventions, such as blood transfusions, general anaesthesia, and advanced pain relief, in 66 percent of missions, which otherwise would have been delayed until transfer to hospital.
“It was this conclusive proof of our impact that inspired us to go even further in ensuring that our services could be accessed by the maximum number of patients as equitably as possible,” Barnes enthuses.
MILESTONE SUPPORTS WALES AIR AMBULANCE CHARITY WITH THE LATEST HEMS TECHNOLOGY AIRCRAFT
Milestone Aviation Group (Milestone), the world’s leading helicopter leasing and financing company, is proud to support Wales Air Ambulance Charity in their mission-critical operations.
The Milestone team has collaborated closely with the Wales Air Ambulance Charity team to develop a customised solution that enables them to provide the most advanced, lifesaving critical response services to their local communities.
As part of the solution, Milestone leases three Airbus H145 helicopters, which are fitted with state-of-the-art helicopter emergency medical service (HEMS) technology. The specialist clinical interiors are equipped to transport clinical teams and critically ill patients to hospitals.
Sebastien Moulin, Chief Commercial Officer of Milestone, said, “We wish Dr Sue Barnes and the entire Wales Air Ambulance team every success and look forward to continuing to develop our partnership with them in the years to come.”
www.milestoneaviation.com
PATIENT AFTERCARE SERVICE
About Milestone Aviation Group
Milestone, an AerCap company, partners with helicopter operators worldwide, providing a wide array of financial and productivity solutions, including operating leases, purchase/ leasebacks, secured debt financing, engine leasing, and fleet advisory.
The company supports a variety of industries, including emergency medical services, search and rescue, offshore oil and gas, firefighting, and other utility missions.
Patients who have been attended to by WAA have likely suffered serious trauma, which can be difficult for both patient and family to come to terms with. As a service, WAA recognises the importance of establishing an ongoing relationship with patients following their initial contact with the charity.
A jointly funded, nurse-led aftercare service therefore aims to provide them with vital post-injury or post-illness support and guidance, assisting their recovery and transition back to independent living.
Frequently, patients wish to express gratitude and find out more about what happened to them; many were so critically unwell during treatment that they have no recollection of the care they received.
As such, a team of two full-time nurses and an administrator now review over 250 cases per month, directly contacting 70 relatives and patients which has resulted in around 20 aftercare appointments per month.
As such, WAA and NHS Wales were presented with the Social Impact Award by the Institute for Collaborative Working (ICW) at the House of Lords in 2019. The accolade recognised the effective partnership between the two organisations and commended their constant evaluation and evidence-based decision making.
Ultimately, this passion for continuous improvement to benefit the Welsh population is what led WAA to review its services and reconfigure its physical and operational footprint as a result.
WAA’S DAY-TO-DAY OPERATIONS AT A GLANCE
How is an air ambulance dispatched?
EMRTS monitors every emergency call made in Wales round the clock to identify which incidents would benefit from its input.
When required, a highly skilled medical team from anywhere in the country can be immediately dispatched via air or land. More than one team can be sent if needed, for example when attending a major incident.
What is the role of the top cover consultant?
An EMRTS consultant is on call 24/7 to provide remote advice to EMRTS crews where necessary. This includes when dealing with high-risk patients, children, and complex incidents.
The consultant also has a role in the coordination of major incidents.
SERVING A NATION
In June 2024, WAA reached a significant milestone, having attended its 50,000th mission since its inception. This achievement is testament to the charity’s dedication, highly trained staff, dedicated fleet, and ability to serve the entire Welsh nation.
The charity believes that it is in the best interests of Wales to have an air ambulance operation that works in medical partnership with the NHS but is independent in its income generation and decision-making. This independence, outside of the
pressures and constraints of public sector funding, allows the charity to focus on its core services, continually monitor and effectively adapt to the critical care needs of Wales in a timely manner, and maintain a consistently high standard of care.
Through its relationship with NHS Wales, WAA works with, and across, seven health board regions and with the Welsh Ambulance Service. Aligned with this is the political landscape relating to health.
“Politically, health is devolved so is run by the Welsh government and not the UK government in Westminster,”
Barnes explains.
As such, understanding the national picture is of utmost importance for WAA, as is the consideration of equity across the entire country.
Despite the various potential challenges faced when providing a national service, the charity’s strength lies in its ability to traverse the country at speed, with its H-145 aircraft able to travel from north to south in less than an hour.
“In this way, we have created a resilient national service which can see crews matched to patient needs and multiple aircraft activated in the event of a major incident,” she details. In addition, WAA’s robust partnership with NHS Wales has contributed to excellence across the organisation as it works closely with the Welsh Ambulance Service control room and 999 call handlers.
the Chief Ambulance Services Commissioner for Wales.
“Not only does this give our clinicians the unique opportunity to advise or intervene during a 999 call, but also gives us a detailed pan-Wales data set to assess the effectiveness of and demand for our service,” Barnes clarifies.
EVIDENCE-BASED DECISION MAKING
To maintain its status as a worldleader in advanced, time-critical care, WAA has assumed an evidencebased approach to continuous improvement.
“Our vision is underpinned by our continuous service evaluation and focus on evidence-based decision making,” Barnes emphasises.
The recent five-year service evaluation proved that the charity’s work is saving lives and improving chances of long-term recovery for patients across Wales.
To supplement this, several years of detailed analysis and two separate studies into WAA’s current service configuration have since been undertaken, the former conducted by EMRTS and the latter independently led by
The analysis revealed potential areas for improvement, such as teams being underused in Welshpool and Caernarfon, northern parts of Wales not having access to an overnight air ambulance service, and two to three patients per day on average not being reached across Wales.
As such, the commissioner made recommendations for improvement, which WAA and NHS Wales both agreed upon. These included the Caernarfon and Welshpool bases coming together in one unified location in the heart of North Wales and two response teams operating from this new base.
“By utilising the same resources but changing the way they operate, we hope to address disparities in our service and save more lives,” Barnes confirms.
By implementing these changes, it is hoped that WAA will be able to attend more patients, provide northern parts of Wales with an accessible overnight service, and make better use of its resources and generous public donations.
WAA believes that the two separate studies underpinning these changes
the use of Optima external modelling which allowed for the accurate analysis of around 200 different service configuration options.
OPTIMISING OPERATIONAL DATA
Since the earliest days of its collaboration with EMRTS, WAA has benefitted from excellent operational data, largely due to the two organisations’ shared commitment to evidence-based improvement.
This data has led to important discoveries and has underpinned
the continuous improvement of the service since 2015 which culminated in the business case for moving to a 24/7 operation in 2020.
However, due to increasing operational complexities encountered by air ambulance services, the charity identified a requirement for additional detail in its data and new ways of predicting how any changes might impact on the service offered to patients.
“To bolster our insight further and enhance operational efficiencies, we sought improvements to how we use our data,” Barnes informs.
“At one level it was easy to use our data analysis to show current performances and shortcomings, but we could not easily model and forecast the impact of any changes,” she elaborates.
Whilst WAA knew that conventional road ambulance services had developed algorithmbased models to do this sort of forecasting – simulating a live operational environment to test locations and shift patterns – these models would have to be significantly
adapted to cope with the complexity and variability of an air ambulance operation.
As such, EMRTS commissioned Optima to create a similar model for its air ambulance service that also utilised detailed historical data and incorporated additional elements such as weather patterns, traffic and road modelling, and circumstances specific to its location.
“EMRTS worked with Optima to create an initial draft model. This was first tested on multiple historical scenarios to ensure it performed accurately when compared with reallife circumstances.”
Eventually, the Optima data model utilised hundreds of different scenarios to generate a list of potential improvements that would significantly enhance WAA’s service levels.
These included introducing a day shift into WAA’s Cardiff operations to reduce unmet need in the area, and the combination of the Caernarfon and Welshpool bases as identified by the commissioner, due to be actioned in 2026.
“Both NHS Wales and WAA are now satisfied that the changes proposed will save a significant number of lives,” Barnes surmises.
ONWARDS AND UPWARDS
As a charitable organisation, WAA depends entirely on public funding. Going forward, to account for a 30 percent rise in its operating costs from £8.5 million to £11.2 million this year, the charity plans to undertake significant fundraising drives.
In addition, as an evidence-based service committed to constantly evaluating its initiatives, WAA is always looking to improve the medical aspects of its output.
“One of the reasons that I really love my job is that I am surrounded by people who want to make a difference, keep pushing the boundaries, and find out where we can improve patient benefits,” Barnes explains.
As such, EMRTS is involved in a number of projects to extend the medical scope of its services, such as the early identification of patients who may benefit from critical care transfers for thrombectomy procedures.
WAA also seeks to ensure that base moves and changes to staff operating hours in response to evidence-based recommendations are undertaken with the utmost care, so they continue to exceed current standards and avoid disruptions to ongoing service delivery.
“We are also interested in the use of artificial intelligence (AI) in terms of swiftly identifying patients who might be candidates for our service,” she reveals.
Currently, WAA sees less than one percent of emergency calls that currently come into the Welsh Ambulance Service control room and they are managed by human interrogation.
It is hoped that, eventually, the use of AI will be able to rapidly ascertain which patients are likely to be suffering from time-critical life of limb-threatening conditions and could therefore benefit from WAA’s services, which are underpinned by deep-rooted values.
“Of our values, the attribute that comes up time and time again is passion. That is the major characteristic that spans our employees, crews, volunteers, and supporters,” Barnes concludes.
