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The Biggest Trends for 2016
TOP 10 Healthcare Companies to Follow
on Social Media
LEADERSHIPProven Facility & Real Estate
approaches that Cut Costs
HealthcareTECH
www.heal thcareglobal .com • January 2016
A S W E S E T F O R T H on our journey into the
New Year, the January issue of Healthcare Global
looks ahead to what we can expect to see in the
next 12 months.
Although I don’t listen to much country music,
I came across an interesting quote from country
musician Brad Paisley: “Tomorrow is the first blank
page of a 365-page book. Write a good one.”
As you begin writing your story for 2016, our
top feature revolves around leadership strategies.
Michelle Mader, the director of strategy at healthcare
consulting and design firm FreemanWhite, describes
how to plan and design strategies to optimize the
space allocation/revenue stream relationship, ways
to standardize design and layout, as well as how to
adapt existing space for new users.
Next, we’ll look at the top technology trends for
the upcoming year, and the growing role of IoT in the
healthcare sector. We wrap up the first issue of the
New Year with the top 10 companies to follow on
social media, as well as intriguing company reports
on Jewish General Hospital and Antibióticos do
Brazil (ABL).
So what’s your New Year’s resolution?
Eric HardingHealthcare Global Editor
E D I T O R ’ S C O M M E N T
3
LEADERSHIPProven Facility & Real Estate Strategies that Cut Costs 12
6
TOP 10Healthcare Companies on Social Media 20
TECHNOLOGY IoT Trends for 2016
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CONTENTS
20
524030
Stryker LATAM
Antibióticos do Brasil Ltda.
The Jewish General Hospital
Company Profiles
AMERICA LATINA
BRAZILCANADA
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With new healthcare innovations coming to fruition left and right,
we can thank the Internet of Things
W r i t t e n b y : E r i c H a r d i n g
IoT Trends for 2016
TECHNOLOGY
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SENSORS, mobile devices and
related technologies are presenting
new opportunities and risks for
businesses in all sectors. Collectively
known as the Internet of Things
(IoT), this broad terms covers all
non-computer and non-phone
Internet connected devices.
Many in the business community
view IoT devices as interesting
consumer gadgets, like the Fitbit
or the Apple Watch. However, IoT
devices are coming into their own
for business and industrial use,
and in the process are reinventing
industries such as healthcare.
These trends suggest that the first
wave of IoT technology has arrived
in the form of consumer adoption.
Here are some other healthcare
trends to watch out for in 2016:
WearablesAs several million Americans have
already begun carrying IoT devices
in their daily life, it’s an exciting trend
with much potential for firms that
produce IoT products and services.
The future of health gadgets
seems pretty stable, with 20
percent of Americans owning at least
one wearable device. Will wireless
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medical devices and cloud
solutions change the landscape of
the industry, improving the quality
of life for patients with diabetes,
asthma and heart diseases, or will
the trend eventually die out?
2016 will also mark a new inflection
point in the pace with which healthcare
organizations move to value-based
reimbursement models. CMS,
the largest buyer of healthcare
services, has set a goal of tying
30 percent of traditional Medicare
payments to quality or value through
alternative payment models, such
as Accountable Care Organizations
(ACOs) or bundled payment
arrangements by the end of 2016,
and tying 50 percent of payments to
these models by the end of 2018.
Bundled payments require
providers across the care settings to
coordinate more effectively. Instead
of a payer separately reimbursing for
each healthcare service, a bundled
payment makes one payment that
includes the initial hospitalization and
all related services within 90 days
following the hospital discharge.
CMS got everyone’s attention when
they recently announced starting in
January, they will require hospitals
in 75 Medicare Service Areas
(MSA) to accept a single bundled
payment for Comprehensive Care
for Joint Replacements (CCJR).
Others are quickly following suit.
Health systems are proactively
engaging with payers to design new
bundled payment reimbursement
models across a broad range of
procedures and conditions, including
chronic conditions, such as Heart
Failure, COPD, and procedures,
such as Labor & Delivery. In 2016,
bundled payments will move
from pilots to mainstream.
Cloud-based Electronic Health RecordsExpect to see a continued trend of
cloud-based EHR adoption because
they are more agile, adaptable,
and flexible for both consumers
‘IoT devices are coming into their own for business and industrial use, and in the process are reinventing industries such as healthcare.’
TECHNOLOGY
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and providers of healthcare.
Traditional software
implementations are just not capable
of pushing seamless updates in near
real-time like cloud-based EHRs
can. Further, some cloud-based
EHR providers also wrap ancillary
business- and information-services
around the software, enabling doctors
to concentrate more on what they do
best: practice medicine and improve
the quality of life for patients.
Patient-Centric DevicesAlong with wearables, biosensors
are advancing to the point at which,
within the next five years, they will
not only become incorporated into
clothing but actually inside our
bodies. Imagine a diabetic’s biochip
detecting blood glucose levels within
personalized parameters, and then
initiating appropriate, immediate,
remedial and automatic action such
as insulin-dosing. Soon, sensors will
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TECHNOLOGY
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provide doctors valuable feedback
for a range of chronic conditions: a
pacemakers’ use in heart arrhythmias,
efficacy (or side effects) of prescribed
medications, and dosing compliance,
including chemotherapy.
Imagine a diabetic’s biochip
detecting blood glucose levels
within personalized parameters,
and then initiating appropriate,
immediate, remedial and automatic
action such as insulin-dosing.
Big Data Analytics and Patient AccessAnalytics will provide valuable insights
in operations and, more importantly,
at the point of care. But analytics
alone won’t be the solution unless
organizations and providers must also
have more robust patient access tools.
Instead, analytics become
important when organizations
act on those insights.
Currently, many of the big data
analytics and insights revolve just
around operations. It is there that
administrators revise, improve, and
streamline workflows to reduce costs,
deliver higher quality care, and reduce
30-day readmissions, garnering
higher levels of patient satisfaction.
For providers, the end result of
big data analytics will be at the point
of care through data-enrichment,
whereby algorithms and other
powerful digital technologies become
an essential tool in the doctor’s
toolkit. Operationally, leveraging
health insights and pivoting this
knowledge into targeted patient
outreach and access is what
makes analytics so powerful.
There is no doubt companies and
startups in the healthcare analytics
space will change the way healthcare
is delivered and practiced. It’s an
exciting time be in the industry and
we should look forward to seeing how
these technology trends continue
to impact the goal of reducing
costs and increasing quality.
‘Along with wearables, biosensors are advancing to the point at which within the next five years, they will not only become incorporated into clothing, but actually inside our bodies.’
LEADERSHIP
Planning and design strategies that optimize the space allocation and revenue stream relationship,
adapt existing space as well as standardize design and layout
W r i t t e n B y : M I C H E LLE M A D E R
Proven Facility &
Real Estate Strategies that
Cut Costs
1 31 3
THE HEALTHCARE INDUSTRY is
learning how increased pressure from
payers, smaller healthcare networks
and the Affordable Care Act (ACA)
has combined to force a redesign
of the nation’s healthcare system.
The industry must figure out how
to provide value-based services
at lower costs. This redesign must
be undertaken quickly because
revenues are expected to go
downward to the tune of about $230
million from current revenues.
The bottom line? The healthcare
industry must implement effective
cost-cutting initiatives while
developing policies and procedures
for managing the future costs of
the emerging healthcare system.
Healthcare organizations are
expected to invest in the provision
of new services and increasingly
advanced technologies. To make
the most cost-effective decisions
about these investments, providers
must remain flexible enough to adapt
quickly to a changing market.
Optimizing Space Allocation and Revenue Stream: Making Every Square Foot Count Planning and design strategies that
LEADERSHIP
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optimize the space allocation and
revenue stream relationship of existing
space can be applied to decrease
costs and increase revenue.
An adaptive re-use of an existing
non-revenue-generating space
for a different function generates
revenue and lowers operating
costs faster because it takes less
time — and often less money —
than building a new space.
When one finds inefficient space
in healthcare facilities, the challenge
is to make it more efficient — not
by curtailing services or reducing
the size of the space, but by
changing operations or reallocating
the space to serve a function
that generates more revenue.
Otherwise it remains a cost center.
By necessity, critical access
hospitals (CAH) have optimized the
space allocation/revenue relationship.
Typically located in rural communities
with no other healthcare facility for
30 miles in any direction, a CAH not
only provides scarce services, but
also experiences difficulty recruiting
and retaining physicians and staff.
The bottom line? Identifying ways
to use facility space and real estate to
cut costs requires a 180-degree turn
in perspective — it takes the mindset
of real estate developers, who do not
build a property unless they can do it
cost-effectively and generate revenue
from virtually every square foot of it.
Designing for Adaptation: Avoiding Present and Future CostsPlanning and design strategies that
are used to adapt existing space
over time rather than building new
space also decrease costs.
These strategies enable an
organization to use existing space
more efficiently to deliver existing
or new services while avoiding the
additional present and future costs of
new construction, which entails costly
site work, shell-and-core construction,
and a long timeline. Time is of the
essence based on “speed to market”
— the longer it takes to build, the
greater the market opportunity cost.
A caveat is that the project
logistics must be favorable to
creating an open chair that enables
the contractor to renovate a space
with a more cost-effective, flexible
solution on a short timeline — not
a multi-phase project, which can
actually be more time-consuming
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nutrition counseling and other
health education presentations.
Shared ambulatory spaces require
a flexible scheduling approach, so
multi-use spaces must be large
enough to accommodate several
different functions. While the initial
cost of such spaces might be
higher, it will still be less costly to
build fewer multi-use spaces than
to build more single-use spaces.
Another reason to build larger multi-
purpose rooms is the greater ease
and costly than new construction.
Over time, additions can
incrementally be added to this facility
in order to provide higher acuity
services, like outpatient surgery,
avoiding the need to build a separate
outpatient surgery facility. Space
can still be shared; for example,
the primary care exam room can
also be used as a pre-op or PACU
overflow for the surgical suites. During
off-peak hours, the waiting room
can be used for group meetings,
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with which they can be adapted for
different uses as healthcare trends
change over time. Nurse stations and
bathrooms can be shared among
functions. Individual offices can and
should be eliminated, with providers,
including physicians, sharing a desk
area designed like an airport lounge.
The bottom line? Understand
where the revenue is generated.
Build a business case in the planning
phase. Identify opportunities
for shared spaces and multiple
revenue-generating uses.
Standardization: Avoiding Costly Variations Facilities and real estate also
decrease costs when leaders adopt
planning and design strategies
that standardize the design and
layout of similar spaces. This
approach reduces the costs of
planning, design and construction,
enhances the physicians’ and staffs’
willingness to share space, and
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everyone is unique in his or her
preferences, including providers.
When leaders standardize the
universal components and create
protocols around providers’
preferences, then it is a win-win.
The most advantageous way to
encourage behavioral and preference
modification is to relate it to cost:
Show the space, infrastructure
and cost savings that accrue from
standardization. When the physicians
own the surgical center, they directly
realize the benefits as increased
revenue. At the hospital, the case
enables cost-effective “plug-and-
play” modifications in the future.
A standardized medical office
building is a prime example. If the
size, layout, and stationary equipment
and furnishings of the exam rooms
are standardized, then each exam
room can be used for a variety of
providers from a family practitioner
to an Ob/Gyn. With every room at
105 square feet, providers are more
willing to share — rather than vying
for a few larger exam rooms.
Because healthcare is by
the people and for the people,
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for standardization is more difficult
to make because the incentive is
often intangible and non-personal.
The bottom line? Healthcare
is a service industry; it does not
make products. The conversation
around standardization is different
for healthcare than it is for other
industries, largely because hospitals
are dependent upon providers whom
they may or may not employ.
Healthcare relies upon relationships
— physicians’ relationships with
patients, the hospital’s relationship
with payers, and so forth. The way
standardization is approached
is unique, but there are always
opportunities to get the low-hanging
fruit, such as standardized exam
rooms. And the more that end users
and leaders work at it together, the
more cost savings they will achieve.
TOP10Healthcare Companies on Social Media
Written by: Eric Harding
With social networking taking over today’s digital age, these are the best companies to follow
TOP 10
Since it is such a regulated industry, the majority of healthcare organizations have avoided the realm of social media.
However, some healthcare providers are now starting to realize the opportunities to build awareness and promote their brand all while still serving the public, patients and physicians.
Many consumers in today’s digital age use social media platforms to make important health decisions, such as selecting their doctor, hospital and different types of treatment available.
Although social media helps healthcare professionals to communicate and improve health outcomes, the legal and risks of non-compliance with rules and regulations have skyrocketed as the industry begins to embrace it.
So for Healthcare Global’s first Top-10 feature of 2016, let’s take a look at the top healthcare companies on social media.
TOP 10
10 MERCK & CO.
Since launching its social media accounts on Twitter and Facebook in 2011, Merck has used social media as a way to reshape its image. In addition, the company’s segment-targeted “Merck for Mothers” Facebook and Twitter pages have sparked much more conversation in recent years.
09 JOHNSON & JOHNSON
With a corporate site that has over 650,000 Facebook fans focusing heavily on mothers and children, as well as areas it has prescription drug therapies such as asthma and teenage depression. In addition, J&J has used social media well during crisis management situations during its product recalls.
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TOP 10
08 HIMSS
A cause-based non-profit, Healthcare Information and Management Systems Society (HIMSS) provides thought leadership, community building, professional development, public policy and events to it social media followers. It also keeps industry analysts informed of the best uses of health IT to improve global health.
07 BAYER HEALTHCARE
With over 75,000 Twitter followers, Bayer Healthcare has generated interest through adopting a fresh strategic approach. Many of its tweets revolve around promotion and awareness days, which Bayer also markets its annual Grants4Apps healthcare incubator program on both Twitter and Vine.
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TOP 10
06 CLEVELAND CLINIC
The Clinic’s content-driven social media strategy has proven to be successful across the full spectrum of online platforms. With over 553,000 Twitter followers, the company strives to find a way to become a meaningful part of people’s everyday lives even when they aren’t sick or need healthcare service. Cleveland Clinic approaches it as if it’s a part of consumer’s lives when healthy, people will consider going to it when they need care.
05 AMERICAN MEDICAL ASSOCIATION
The AMA promotes the art and science of medicine and the betterment of public health. It’s goal is to improve the health of the nation, enhance the delivery of care and enable physicians and health teams to partner with patients to achieve better health for all. With over 560,000 Twitter followers, the AMA regularly promotes events and links to inform citizens of the latest healthcare news.
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TOP 10
04 NOVARTIS
With very active accounts on Twitter, Facebook and YouTube, Novartis is among the fastest-growing companies on social media. The pharma company uses different Twitter tactics to engage consumers, such as interviews conducted on Twitter dubbed “twitterviews,” as well as “tweetchats.”
03 BOEHRINGER INGELHEIM
Despite having a smaller-than-average community, pharmaceutical company Boehringer Ingelheim excels on social media behind a small group of loyal retweeters. With a social media strategy that is broad and engaged, Boehringer is exceptionally active on Pintrest, Vine and Instagram. Its social networks are also featured on the company’s home page and are cross-linked with one another. In addition, Boehringer is the first pharma company to fully engage with social media and the concept of digital health.
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TOP 10
02 PHILIPS HEALTHCARE
After facing concerns that it wasn’t being seen by its peers as a leader in healthcare innovation, Philips Healthcare set out to increase the credibility of its products through a series of LinkedIn groups. Through high-quality debates as well as polls and other engagement features, Philips attracted over 73,000 followers to its group. Also, by actively managing and promoting its LinkedIn company page, Philips has lured over 250,000 company subscribers. With new status updates every few days, this has caused a constant flow of engagement and new subscribers.
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01 MAYO CLINIC
The Mayo Clinic has been able to leverage and enhance its reputation as a trusted source of information through its large online presence and expansive social media platforms. The company created the Mayo Clinic Center for Social Media in 2010 to coordinate and focus the clinic’s several social media programs and initiatives. The company uses social media to get patients to become better advocates for their own care.Mayo Clinic’s social media philosophy is individuals have the right and responsibility to advocate for their own health, and it is the company’s responsibility to help them use social media tools to get the best information, connect with providers and with each other, and inspire healthy choices.Behind strong brand recognition, putting social media at the forefront of its mission, understanding the importance of social media engagement, support from its leadership as well as a love for innovation, the Mayo Clinic is the top healthcare company on social media.
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TOP 10
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The Jewish General HospitalAdvancing innovationDr. Lawrence Rosenberg, President and CEO of West Central Montreal Health, discusses challenges and innovations at the Jewish General Hospital in MontrealWritten by: Sasha Orman Produced by: Andy Turner
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THE JEWISH GENERAL HOSPITAL
Established in 1934, the Jewish General Hospital was built by Montreal’s Jewish
community and stands today as a leading healthcare provider within its region. Since its inception, the hospital has held fast to values of integrity and accountability.
“The hospital has always strived to deliver world-class care and to be a magnet for talent,” says Dr. Lawrence Rosenberg, President and CEO of West-Central Montreal Health. “It has a legacy and heritage of entrepreneurship, which persists to this day. The hospital has always set impossible goals for itself, which
have always been met.” As a magnet hospital and a centre
of innovation, the Jewish General Hospital continues its legacy through today’s innovations and modern challenges.
Responding to the changing shape of Quebec healthcare In early 2015, the National Assembly passed Bill 10, a health care law aimed at transforming the organization and delivery of health care and social services by eliminating regional health authorities (i.e. The Agencies), while unifying individual institutions
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THE JEWISH GENERAL HOSPITAL
into new territory-based networks of integrated care. Towards the end of the year, Quebec saw further healthcare legislation with the passage of Bill 20, which aims to increase access to family physicians for Quebec residents and to improve productivity of specialists. The Jewish General Hospital is one of many that are working to streamline and restructure in response to these new laws.
“With the implementation of Bill 10, the hospital has become part of an integrated healthcare and social services university network,” says Rosenberg, noting that the restructuring has presented the hospital with opportunities to work with partners to find ways to improve patient access and quality of care, and to find efficiencies and better control hospital costs.
“We will have to compete on being the best—the highest quality and lowest cost provider. We are more than up to the challenge”
– Dr. Lawrence Rosenberg, President and CEO
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COMPANY NAME
It is too soon to really know what the consequences will be for the hospital, but needless to say, anything that promotes better use of resources and improved access will certainly benefit the population,” he adds. “I do not believe that either legislation will negatively impact our plans for future growth. The hospital has been preparing for this for the
past two years, and we are ready to play a formative role.” Corporate responsibility and patient-centric care Above all, a hospital is judged by the level of care it is able to provide to its patients. The Jewish General Hospital understands this, and works to increase its level of care
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COMPANY NAME
through higher accountability to the public.
“Corporate responsibility is extremely important to us—we take our stewardship role of the system very seriously,” says Rosenberg. “With the current pace of change, one of our challenges is actually accountability as we redefine roles and responsibilities within the new
corporate structures.” Efficiencies and cost savings are
vital in any sector, and healthcare is no different. But at the Jewish General Hospital, a critical part its corporate accountability strategy has been a shift of priorities from its professionals to its patients, ensuring that high quality care comes before all other
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considerations. “We are stewards of the public
healthcare system and our primary stakeholders are our patients,” Rosenberg adds. “Accordingly, we are rethinking how we organize by putting the patient at the centre of all our decision-making. As I say to my colleagues, everything should pass the ‘if this were your mother...’ test.”
Building in an era of accelerated change Technology is always advancing,
and the Jewish General Hospital stays on the vanguard as the industry and its capabilities rapidly evolve. “Given our culture of innovation and entrepreneurship, we are always looking for opportunities to partner with industry to prove the benefit of new technologies,” says Rosenberg, explaining that the hospital boasts a rich clinical research program as well as a commitment to acquiring cutting edge equipment like the Da Vinci robotic surgical system to improve
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THE JEWISH GENERAL HOSPITAL
the patient experience. “The hospital’s surgical program is largely
predicated on minimally invasive techniques, including selective use of the Da Vinci. This has permitted us to drastically reduce length of stay and complications,” says Rosenberg. Another recent acquisition, the first equipment of its kind in North America, utilizes high intensity focused ultrasound (HIFU) to target and treat prostate cancer. Rosenberg estimates that the machine should reduce surgical prostatectomies by as much as 20 per cent.
The hospital is anticipating a more widespread evolution of the healthcare industry. “I believe we are in an era of accelerated change, in part driven by technology,” says Rosenberg. “Interventions that could previously only have been conducted in a medical centre are moving out to community hospitals, clinics, physician offices, and into the home as well. Moreover, as the standards for credentialing of nurses and other allied healthcare professionals have risen, care previously provided by specialists and general practitioners will be provided by these other professionals.”
While these advances will improve access and reduce cost for patients, they also require a rethinking of the best way to administer care in a hospital setting. Once again, the solution comes back to the idea of patient-centered treatment.
“Given this rapidly unfolding environment, the hospital will have to become more focused on
“We put the patient at the centre of all our decision-making. As I say to my colleagues, everything should pass the ‘if this were your mother...’ test.” – Dr. Lawrence Rosenberg, President and CEO
What motivates me is the sense of adventure that I feel at the prospect of accomplishing something new in the medical field. Each day offers fresh opportunities to strive towards new horizons, to innovate, to improve, to inspire.
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THE JEWISH GENERAL HOSPITAL
what its redefined mission will be,” says Rosenberg. “We must move from a volume-based to a value-based organization that is patient-centered, as opposed to being physician-centered. We cannot do everything and we will have to compete on being the best—the highest quality and lowest cost provider. We are more than up to the challenge.”
Meeting current challenges In the spirit of innovation, the Jewish General Hospital currently
has several projects underway to expand and increase its abilities. In January 2016 the hospital plans to launch its new critical care pavilion (Pavilion K), which will henceforth house 60 per cent of hospital activity. “It is a magnificent structure,” says Rosenberg. “This will definitely be a defining moment with respect to the future of the hospital.”
The hospital is in the process of helping to put in place a new management team as part of its integration into Quebec’s new health
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care and social services university network. Additionally, the hospital team and its new network partners are developing a framework to establish a “continuum of care” for citizens that will focus on preventative care and aftercare for a healthier region, plus a Patient/Client Experience Program for better service overall.
“As our healthcare and social services network takes form, we will play a critical role in establishing trajectories of care that will follow a continuum from the hospital,” says Rosenberg. “We hope to contribute to the creation of a more robust system of home care that will keep patients away from the hospital.”
Making a difference with innovation and entrepreneurship From government mandates to growing populations, the Jewish General Hospital has plenty of challenges ahead. But with advanced resources and a spirit of progress, the hospital is dedicated to meeting and exceeding those challenges as they come.
“I believe what sets us apart is our culture of entrepreneurship and innovation, our history of caring for all, aspiring to provide the highest quality care, and our dogged persistence and resilience,” says Rosenberg. “The hospital has historically been a survivor—we have always discovered a creative way through the challenges that have been put before us.”
Company Information
I N D U S T RY
Hospital
H E A D Q U A RT E R S
3755 Côte-Sainte-
Catherine Road
Montréal, Quebec
Canada
H3T 1E2
F O U N D E D
1934
E M P L O Y E E S
5142
R E V E N U E
$350,000,000
TECHNOLOGY SERVING HEALTHCARE
Accredited by the most demanding markets in the world, the
company stands out as one of the leaders in the hospital segment
Written by: Flávia Brancato | Produced by: Karla Sohn
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TECHNOLOGY SERVING HEALTHCARE
Accredited by the most demanding markets in the world, the
company stands out as one of the leaders in the hospital segment
Written by: Flávia Brancato | Produced by: Karla Sohn
W ith a mission to manufacture and sell pharmaceuticals and
raw materials for the domestic and export market, Antibiotics do Brazil Ltda. (ABL) uses world-class manufacturing practices to ensure the highest standards of quality and safety within the pharmaceutical industry.
ABL was founded in 2003, the same year it became part of the Italian group ACS Dobfar, which specializes in raw - material as well as finished product antibiotics manufacturing and marketing.
Complementing its line of products, in 2011 the company acquired the Beker, a producer of parenteral solutions operating in Brazil for more than 30 years. A third pharmacy unit, MEQ Corporation, completes the union, specializing in custom parenteral nutrition and chemotherapeutic drugs.
With products in 34 countries worldwide, ABL is the only company in Latin America to have international authorization to produce cephalosporanic for the U.S., Europe and Japan. With offices in the city of São Paulo, the
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ANTIB IÓTICOS DO BRASIL
Industrial complex
B R A Z I L
pharmaceutical production plant is located in the Cosmopolis, São Paulo state.
ProductionWith a diversified line of dozens of reference and generic medications, including renowned products such as Keflin, Kefazol, Dobutrex, Vancocina and Tobramina, the company stands out as a major player in the hospital segment, combining products and services
of high quality standards and competitive prices.
“We started in 2003, 12 years after we reached a profit of more than 10 times of that obtained in our first year. We started with a factory focused on the Brazilian market, and a few years later we are in different countries, with three plants operating in Brazil,” says the commercial director of ABL, Antonio Ianchello.
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ABL products
ANTIB IÓTICOS DO BRASIL B R A Z I L
well-being. In addition to medical and dental care, transportation and educational training programs, employees also have agreements with shops and pharmacies to assist in purchasing prescription medications.
The director also emphasizes the importance of the production cycle by focusing on a specific market segment, antibiotics. “We dominate the cycles from the production of raw materials to the final finished product, becoming experts in what we do.”
Management strategyThe development of professionals in the company is achieved through periodical training, required by national and international regulatory standards, as well as through external courses on subjects of interest in each area. “ABL believes that the company’s success depends directly on the training of professional, so it works on attracting young talent and on the development and retention of its employees,” explains Ianchello.
The company offers various benefits aimed at its employees
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B R A Z I L
Industry: Logistics
Employees: 1360
Established: 1975
Services: Transport and storage
Management: Telma Santoro, Commercial director Pedro Pierini, General Manager
Website: www.luft.com.br
SUPPLIER PROFILE
ANTIB IÓTICOS DO BRASIL
Quality and SafetyFollowing the most strict quality standards, ABL has FDA certification as well as two certificates of Good Manufacturing Practices issued by ANVISA (the Brazilian National Health Surveillance Agency), both for medicines and for pharmaceutical chemicals. Accredited in the most demanding markets, U.S. and Europe, the company is qualified with the Certificate of Suitability - Certificate of Compliance with the European Pharmacopoeia (for ceftazidime buffered input).
“We are producing sterile drugs using procedures developed under sterile practices in clean rooms. We
work in controlled environments from beginning to end during production in order to maintain sterilization,” adds Ianchello. The area of sterile crystallization, in addition to producing raw materials for domestic consumption, enables ABL to export active input ingredients, such as cefepime and cefalotin to the U.S. and other places in the world.
When it comes to environmental policy, the company has one of the few plants with computerized incinerator that can meet its own demands and also provide services to third parties. Constantly committed to the current and future well-being of the people, ABL
“If we can speed up the process of product registration, we can contribute greatly to the development of pharmaceutical manufacturing in Brazil.”– Commercial director of ABL, Antonio Ianchello
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ANTIB IÓTICOS DO BRASIL
Quality control
considers aspects related to health, safety, environment, quality and specially regarding to correct social ethics.
To implement this principle, the
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company is committed to meet the international standard SA 8000 as follows:. Promote education and safety of workers
Laboratory
. Do not practice, accepting or condoning any type of forced labor, including child labor . Maintain a safe and healthy working environment
. Respect the rights of employees and collaborators to associations and collective negotiations. Do not practice or tolerate discrimination of any kind
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. Continuously improve the Social Responsibility Management System, involving other stakeholders where applicable
Growth and expansionExpanding the reach of raw materials and finished products exports to all of Latin America is one of the main objectives of the ABL. “For this, the company is constantly seeking to expand the production
. Do not practice or tolerate abusive disciplinary actions, coercion, threat or exploitation among employees and associates. Comply with legislation and collective agreements on working hours and pay, ensuring adequate conditions of employees and collaborators. Abide by all national legislation, related regulations and international labor conventions
Production line
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ANTIB IÓTICOS DO BRASIL B R A Z I L
capacity and is opening a new plant, located in Sumaré, São Paulo state,” says the director.
In 2015, investments of around 2 million targeted development and new product registration and professional training. As for revenue, the director says there was an increase of over 20 percent compared to last year and concludes, “If we can speed up the process of product registration, we can contribute greatly to the development of pharmaceutical manufacturing in Brazil.”
Company Information
N A M E
Antibióticos do
Brasil Ltda
I N D U S T RY
Pharmaceutical
H E A D Q U A RT E R S
Cosmópolis, SP - Brazil
E S TA B L I S H E D
2003
E M P L O Y E E S
400
P R O D U C T S /
S E R V I C E S
Specialized in
manufacturing and
marketing of antibiotics
(raw material and
finished products)
Production line
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B R A Z I L
Written by: Mateo Rafael Tablado
Produced by: Lucy Verde
Interviewee: Fabrizio Signorin, President for Stryker LATAM
STRYKER: LATAM’s access to innovative medical equipment & instrumentsHealthcare in Latin America counts Stryker as a reliable ally, able to bring first-rate healthcare technology to the region
Written by: Mateo Rafael Tablado
Produced by: Lucy Verde
Interviewee: Fabrizio Signorin, President for Stryker LATAM
STRYKER: LATAM’s access to innovative medical equipment & instruments
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STRYKER LATAM
In 1941, Dr. Homer Stryker, an orthopedic surgeon in Kalamazoo, Mich., created his own brand for medical instruments and equipment
to better meet his patients’ wellness needs. With more than 70 years of medical innovation, the Stryker corporation holds multiple patents, ranging from the turning frame, the cast walking heel and the cast cutter to sophisticated equipment and software for monitoring and imaging, as well as cameras for endoscopies and other instruments used in complex surgical procedures. Stryker products and services benefit orthopedics, surgical, and neurological specialties.
The company’s international ventures began in 1972 when exports to Canada and overseas first took place. Afterwards, offices in Germany and Australia – among many other countries – were opened. Stryker Latin America, headquartered in Miami, opened in 1992. Currently, Stryker products are used in more than 100 countries. Its LATAM division has established affiliates in Argentina, Brazil, Colombia, Chile and Mexico, with its management organization reporting directly to Fabrizio Signorin, President of Stryker LATAM.
Signorin was named to this position in May 2015. His previous experience in the sector includes his tenure at Philips Healthcare. He also worked for different companies belonging to the FIAT group. He graduated as an engineer from the Milan Polytechnic and took postgraduate studies
LATAM’s private and
public healthcare
providers rely on a
first-class ally: Stryker
Workshops, special
trainings and
conferences... Standard
activitiesorganized by
Stryker for both its own
staff and its clients’
STRYKER LATAM L AT I N A M E R I C A
5 5
at HEC Paris and at the Kellogg School of Management of the Northwestern University (Chicago).
STRYKER globally:
• 18 sales offices
• 38 R&D / manufacturing facilities
• 26,000-plus employees
• Almost 60,000 products
• Available in more than 100 countries
Solid presence around the region through sales and interaction
The Stryker brand is a recognized as one of the major players in orthopedics and healthcare, with its presence in Latin America supporting its global status as a premier supplier.
Both private and public hospitals benefit from Stryker, whose success results from locating key areas that the company’s products and overall presence are able to improve the value of healthcare services.
Key Peole Fabrizio SignorinPresident for Stryker LATAM
Signorin graduated from the Milan Polytechnic in Management Engineering, with a specialty in logistics and production. He also earned an MBA in HEC Paris business school, among other postgraduate studies. Signorin has also worked for IVECO and CNH industrial vehicle manufacturers, both companies of the FIAT group. In healthcare, Signorin has worked for Philips Electronic as global product manager and for Philips Healthcare as market development manager, and as director for patient’s care in Latin America. He was appointed as president for Stryker LATAM in May 2015.
“Solid relationships with our clients allow us to find out what regional necessity must
be addressed”– Fabrizio Signorin, President for Stryker LATAM
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STRYKER LATAM
“Solid relationships with our clients allow us to find out what regional necessity must
be addressed”– Fabrizio Signorin, President for Stryker LATAM
L AT I N A M E R I C ASTRYKER LATAM
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Cutting-edge technology ambassadors
Stryker LATAM’s network provides the entire region with innovative medical products and devices, developed with the most advanced technology for use in surgery, rehabilitation, monitoring and hospitalization.
One of Stryker LATAM’s most efficient strategies consists of having dedicated local employees closely involved in day-to-
day activities in each market, helping customers deliver optimal care for
their patients. Each regional representative’s role is crucial
to new strategy evaluation at the company’s
Stryker LATAM offers
complete systems for
cardiac monitoring
Endoscopies become a less
complicated procedure
with help from Stryker’s cameras
and other instruments
STRYKER LATAM
5 8 J a n u a r y 2 0 1 6
w w w. s t r y k e r. c o m 5 9
headquarters in the U.S.“The diversity of these operations allows us
to better understand local needs and to build strong working relationships with our customers,” Signorin explained.
Providing the goods and the knowledge to use them
Stryker’s presence in the region is far from being only a business venture. Aside from producing products and instruments, the company also provides workshops for healthcare professionals on subjects such as proper use for new products and new surgical procedure techniques. Stryker also works also with colleges and other medical institutions.
Strict control of the supply chain
In order to manufacture its great products, Stryker counts on suppliers that can provide the best materials and components. Most of the company’s R&D facilities and plants are located in the U.S. and Europe and subsequently distributed to their destination regions.
iSuite: a complete
monitoring system for
surgery rooms
Humerus inner cover
L AT I N A M E R I C ASTRYKER LATAM
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In order to have inventory close to its customers, Stryker has a few large central distribution centers and warehouses in countries where the brand has a presence.
The company builds strong relationships with local and regional suppliers, especially third party logistics providers, for product transportation and warehousing.
STRYKER LATAM
Triathlon System for knee, Stryker CEO Kevin Lobo is seen in the background
L AT I N A M E R I C A
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“Reliability is the key. Our suppliers must be reliable. They must operate with the highest quality standards and must be willing to collaborate with our company and our customers,” the executive said.
Tech and innovation-driven endeavors
Stryker LATAM is driven to make healthcare better. At the end of the supply chain there is always a patient; therefore, avoiding disruptions and being able to adapt to changing client needs is extremely important. Every new development is directed to assist patients into leading a more active and satisfactory lifestyle through orthopedics, surgery, and neurology.
Already a “Great Place to Work”
The staff at Stryker LATAM delivers based on core values such as integrity, reliability, and performance. In response, the company acknowledges the importance of attracting, retaining and developing great employees. Stryker Mexico and Brazil have been certified by the Great Place to Work global survey.
“These values are part of our DNA and are fundamental to how we execute our mission,” Signorin said.
Stryker Brazil receives
a Great Place to Work
award
STRYKER LATAM
KnowledgeExperience
CommitmentA R G E N T I N A
www.alfarolaw.com
STRYKER LATAM L AT I N A M E R I C A
6 3
Short term projections
In 2016, Stryker hopes to introdu ce a series of new products in the region in expanded clinical segments such as joint care and endoscopy.
The region’s historical macroeconomic and political scenarios are challenging for a company that has recorded 35 straight years of positive figures, with total sales of more than $9.7 billion. Stryker is able to sustain this 18 percent growth rate by developing high quality innovative products and operational excellence.
Company Information N A M E
Stryker LATAM
I N D U S T RY
Medical equipment and
instruments for surgery,
rehabilitation and
hospitalization
H E A D Q U A RT E R S
Davie, Florida,
United States of America
F O U N D E D
1992, parent company
in 1940
E M P L O Y E E S
250
R E V E N U E
US $200 million
W E B S I T E
www.stryker.com/latm/index.htm
