ARCHITECTING HEALTH SYSTEM TRANSFORMATION

When I accepted the responsibility of leading the Eastern Cape Department of Health (ECDH) in 2021, my ambition extended beyond improving annual performance indicators.

Lasting public value comes not from isolated projects, but from institutions that grow stronger and more resilient regardless of who occupies leadership positions.

The transformation agenda we built was therefore deliberately systemic: governance reform, financial sustainability, infrastructure renewal, workforce stabilisation, and digital innovation, integrated into one programme rather than pursued as disconnected initiatives.

Better governance would improve financial discipline; improved finances would fund people and infrastructure; modern infrastructure would support better clinical outcomes – each reinforcing the next.

That conviction was tested directly. Between October 2023 and August 2024, I was moved out of the Department for close to a year, seconded to a provincial support unit in the Office of the Premier, where I worked on cross-government interventions including the education turnaround and scholar transport reform.

Away from ECDH, the continuity we had spent two years building faltered, and accruals and payables grew significantly by an additional ZAR1.5 billion, putting pressure on the provision of basic supplies like surgical consumables and medicines. Additionally, from leaving in a position where we were able to employ staff, there was now a deficit of ZAR900 million to pay staff salaries and benefits.

I returned in August 2024 after the National Treasury, National Department of Health (NDH), and Office of the Premier convened to address the deterioration directly.

I raise this not to relitigate a difficult year, but because it makes the point of this article better than I can. It was never about any one person occupying this office; it was about whether the institutions we were building could hold without them. For 10 months, that question had a real, measurable answer.

What follows is not a catalogue of achievements, but a reflection on institutional transformation in one of South Africa’s largest, most fiscally constrained health systems.

But, before turning to what was built, it is worth pausing on who built it.

Institutions that Outlast Individuals

Every figure in this article – every rand recovered, every audit finding cleared, every appointment made – is a proxy for something else: thousands of people choosing, every day, to show up.

ECDH spans 777 clinics, more than 90 hospitals, 85 emergency medical services (EMS) bases, and nine districts across some of the most demanding terrain in the country.

No single leader runs a system that size. It is run by doctors and nurses treating patients through unreliable water and power; by pharmacists, therapists, community health workers, and emergency personnel reaching patients other systems cannot; by administrators, finance, and supply chain officials keeping a multi-billion-rand department moving; and by cleaners, security officers, and maintenance teams whose work never appears in an annual report but without which no hospital functions at all.

The results that follow are not a personal scorecard; they are what became possible when thousands of public servants, many working in extraordinarily difficult circumstances, stayed committed to a shared purpose for five straight years.

My role has been to build the governance and financial conditions in which that commitment could translate into outcomes. The credit for the outcomes belongs to the people who deliver the care.

BUILDING THE FOUNDATIONS OF A MODERN PUBLIC HEALTH SYSTEM

When I assumed office as Accounting Officer in 2021/22, the Department faced a defining moment. The COVID-19 pandemic had redirected infrastructure programmes towards emergency response, backlogs had accumulated, and fiscal pressure had intensified – just as demand for modern, equitable healthcare facilities had never been greater.

We repositioned infrastructure as a long-term investment rather than a collection of construction projects. Expenditure rose to approximately ZAR1.09 billion in 2021/22 alone, resuming hospital revitalisation, critical maintenance, equipment replacement, and stalled COVID-19 capital projects.

By 2022/23, ECDH had completed every statutory infrastructure planning instrument and prepared 111 Project Initiation Reports – well beyond target – building one of the most comprehensive infrastructure pipelines in ECDH’s history.

That planning translated into delivery. Six major hospital developments advanced, including Greenville and St Elizabeth, alongside new and replacement primary healthcare facilities across several districts.

Khutsong and Siphethu Hospitals achieved targeted upgrades; five further hospitals were refurbished, with parallel investment in water, sanitation, power, lifts, and mortuaries addressing years of deferred maintenance. By 2023/24, 10 major projects were under construction and eight had been completed, spanning seven districts at once.

Facilities matter beyond clinical function, too: a ZAR33 million clean-up programme reached 80 facilities, and a ZAR82.9 million security upgrade – fencing, guardhouses, lighting – reached 29 more.

The International Labour Organisation’s preliminary assessment has already found measurable improvements in workplace safety at participating sites.

Specialised care has grown alongside general infrastructure. A linear accelerator and dedicated radiotherapy bunker at Nelson Mandela Academic Hospital, one of the Department’s most significant single investments in this period, will open in October 2026.

As climate variability and ageing municipal systems raise the stakes, the infrastructure programme now builds in water security, energy resilience, and lifecycle asset planning as standard, not exception.

The most enduring achievement, though, isn’t any single building – it’s the transformation of infrastructure governance itself: stronger planning systems, deeper technical capability, and a genuine pipeline of future investment. The Health Facility Revitalisation Grant achieved 99.9 percent expenditure in 2022/23 and has sustained that discipline through to 2025/26.

None of this was about building more for its own sake; it was about a health system that’s more accessible and better able to meet the needs of the Eastern Cape. Infrastructure isn’t the goal here – it’s the foundation everything else depends on.

The Terrain ECDH Builds In

Four realities shape every infrastructure decision in the province:

Extreme terrain and roads – In deep-rural municipalities like Mbhashe, Alfred Nzo, Joe Gqabi, and O.R. Tambo, unpaved roads become unmotorable in heavy rain, cutting off villages and construction vehicles alike.

Utility backlogs – Rural facilities often need their own boreholes and septic systems simply to secure water, whilst cellular backlogs hamper the digital systems described later in this article.

Century-old buildings – Many rural health outposts still operate from missionary-era structures, forcing expensive rehabilitation of foundations that predate modern healthcare standards.

Staffing resistance – Even a fully built facility can sit chronically understaffed: clinical staff resist deep-rural postings without safe accommodation, security and schooling for their children.

Building Around the Constraints, Not Against Them

Rather than wait for roads or municipal grids to catch up, the Department began deploying self-contained health hubs. The ZAR64-million Cebe Clinic in Centane runs on off-grid solar, its own borehole, and septic systems – keeping vaccine cold chains uninterrupted, independent of municipal reliability.

The same logic applies to people. Modern project blueprints now standardise premium, secure on-site accommodation for nurses and doctors alongside the clinical facilities themselves, turning remote postings from a hardship into a viable career step.

Centralised electronic medical records, alongside our own HMS2 platform, are closing the information gap that isolation used to guarantee.

The lesson for leaders anywhere: resource constraints should never dictate the boundaries of innovation.

RESTORING GOVERNANCE AND PUBLIC CONFIDENCE

Institutional transformation begins with governance. Public confidence is earned when organisations demonstrate integrity and accountability consistently, not occasionally.

Strengthening governance, decision-making, and accountability was one of our earliest priorities. Internal controls were strengthened, governance structures reviewed, and executive oversight extended to strategic programmes, with particular attention to audit readiness, procurement, infrastructure, and contract management. Governance failures, after all, tend to show up eventually as poorer services for patients.

The results: an unqualified audit opinion in 2024/25, only ECDH’s fifth since 2000 – following 2002/03, 2015/16, 2016/17 and 2017/18 – and the end of six consecutive years without one. This one landed in the middle of the most fiscally constrained period in the Department’s recent history.

ECDH also recently received confirmation that it has obtained an unqualified audit opinion for 2025/26, with zero issues of non-compliance. This is the Department’s sixth unqualified audit opinion confirming credible annual financial statements.

Irregular expenditure tells a similar story from a different angle. The historic balance is down more than 95 percent – from ZAR279 million in 2021/22 to below ZAR13 million by 2024/25.

In-year irregular expenditure – new instances identified within the reporting year itself – is down 97 percent, from ZAR197 million in 2020/21 to below ZAR6 million a year for the past three years; of every ZAR100 once lost this way, ZAR97 no longer is.

Fruitless and wasteful expenditure dropped 81 percent in a single year from ZAR78.7 million to ZAR15.2 million; departmental debt growth slowed accordingly.

Accountability, in other words, has become an organisational value, not a box to tick.

Remaining Challenges and the Period Ahead

The focus now is supply chain management reform – procurement tracking, e-quotations, and e-tendering – and rebuilding HR capacity through training.

A clean audit within five years will require further digital investment; ECDH is working with the National Treasury, Provincial Treasury, and NDH on a reform and investment plan intended to position the Eastern Cape as a model of multi-level collaboration for national health sector reform.

Two developments show the work becoming institutional rather than project-based. The Provincial Occupational Health and Safety Forum was reactivated on 16th July 2026, with a multilateral structure for organised labour launching 28th July – a formal channel to resolve concerns and improve working conditions before they become industrial action.

From 8th-10th July, a joint workshop with both treasuries, the NDH, and the Department of Justice and Constitutional Development (DJCD) worked through ECDH’s two highest-priority reforms: debt restructuring and continued medico-legal reform.

STRENGTHENING FINANCIAL STEWARDSHIP

Leading a public health system under sustained fiscal constraint demands difficult choices. Sustainability isn’t just about spending less; it’s about protecting frontline services whilst making every rand go further.

Financial Discipline in Practice

The results are concrete: ZAR849 million saved on goods and services over two years, debt growth roughly halved from 31 percent to 16 percent, and a further ZAR200 million recovered from accruals and payables, redirected to frontline care rather than lost to inefficiency.

None of this was free. Strict controls on employee compensation kept that budget line on target, but at the cost of a net staff reduction in 2024/25 and 2025/26, the trade-off the recruitment drive later in this article exists to reverse.

Accruals and payables remain a structural risk, not an administrative footnote: unpaid bills in one year mean less for medicines, maintenance, and equipment the next, and can push the Department towards paying suppliers late. Resolving it, alongside medico-legal reform, is one of two priorities identified as central to long-term sustainability.

Medico-Legal Reform: Stopping the Financial Bleeding

Few reforms link governance, finance, and patient care as clearly. ECDH now spends roughly 40 cents for every rand it once spent settling medico-legal claims – annual payouts are down from more than ZAR900 million in 2020/21 to ZAR340–400 million a year, cumulatively saving more than ZAR2 billion.

Contingent liabilities have nearly halved from ZAR38 billion to below R20 billion since 2020/21. New claims are down 60 percent since their 2018 peak, supported by parallel investment in safer pregnancy and childbirth care and declining maternal mortality.

This is not only a financial reform. In March 2026, ECDH appealed to the Constitutional Court of South Africa to uphold the Griffiths judgment, which allows the public system to provide future medical care to successful claimants directly rather than through lump-sum settlements, protecting the services on which 6.5 million Eastern Cape residents depend whilst still honouring what claimants are owed.

The Department’s own e-liability system, built into HMS2, now makes that case management auditable rather than paper-based.

Financial sustainability remains a journey, not a destination, but disciplined management has protected infrastructure spending and investment through some of ECDH’s most constrained years.

INVESTING IN THE PEOPLE WHO DELIVER CARE

Health systems are ultimately built by people. Buildings, technology, and equipment create opportunity; healthcare professionals turn that opportunity into outcomes.

Workforce stability came under real pressure over the past two years: fiscal consolidation and reduced donor funding drove a net staff reduction in 2024/25 and 2025/26, the direct cost of the compensation controls described above.

Ministerial intervention followed, refocused on strengthening primary healthcare: eliminating clinics staffed by a single professional nurse and capacitating mobile outreach, community health centres, and hub hospitals.

With finances more stable, ZAR415 million has been allocated to appoint more than 1,700 employees, alongside replacing critical staff lost since February.

Block advertisements ran in June and again on 17th July 2026 prioritised one-nurse clinics, mobile outreach, and hub hospitals. 220+ doctors and 248 EMS practitioners were appointed in 2025/26 alone – enough to activate 31 additional EMS vehicles – before counting nurses and support staff still being appointed against the wider target.

Filling vacancies was never the real goal. The goal is an environment where dedicated public servants are equipped and supported to do the work only people can do.

DIGITAL TRANSFORMATION AS A CATALYST FOR BETTER HEALTHCARE

Digital transformation is one of the defining features of a modern health system – and, like infrastructure and people, far easier to buy than to build well. The Department chose to build.

HMS2, its electronic medical record and hospital management platform, was originally developed at Frere Hospital in 2013 and rolled out provincially within one month of my taking office in August 2021.

Five years on, HMS2 runs in 43 facilities, with 20 more in a second phase already under way. Because ECDH owns it outright, there are no third-party licence fees, no recurring costs scaling with every new site, and no vendor dictating the roadmap.

Its modules now cover medico-legal case management through e-liability, revenue collection, emergency services, adverse-event reporting, and theatre performance.

The platform’s relevance now extends past the province: the Free State has adopted it and, following a Council for Scientific and Industrial Research (CSIR) assessment, at least three more provinces are considering the same.

A system built to solve one province’s problem is becoming a candidate for solving the country’s. Electronic procurement is being extended across districts in parallel to strengthen transparency.

DELIVERING BETTER CARE THROUGH SYSTEM INTEGRATION

The purpose of every governance reform, infrastructure investment, and financial decision in this article is the same: a better experience for patients and communities.

Primary healthcare, oncology capacity, emergency care, and clinical technology have all advanced together over the past five years – supported by infrastructure, stronger district systems, and closer integration between planning and clinical governance.

Transformation in healthcare rarely comes from one intervention; it shows up in a patient triaged faster and treated closer to home by a system whose parts finally talk to one another.

PARTNERSHIPS AS MULTIPLIERS OF PUBLIC VALUE

No public institution succeeds in isolation. Partnerships with national government, the Provincial Treasury, implementing agents, academic and research institutions, the private sector, and development partners have extended capability, mobilised expertise, and accelerated delivery across every area of this transformation – infrastructure, digital innovation, workforce, and specialised care.

The July 2026 joint reform workshop with both treasuries, the NDH, and DJCD is a recent example: collaborative in design but ultimately answerable to one department for the outcomes it delivers.

Complex public challenges require leadership that crosses organisational boundaries whilst holding firmly to accountability for results.

LEADERSHIP AS STEWARDSHIP

Leadership in the public sector is an act of stewardship measured not by the number of projects initiated, but by the strength of the institutions left behind.

I do not regard infrastructure, governance, financial management, digital innovation, and workforce reform as separate achievements. Together, they are the architecture of a stronger institution – one better equipped to serve the Eastern Cape despite unprecedented fiscal pressure and persistent structural challenge.

The most enduring legacy of any public leader is never a single building, programme, or policy; it is an institution more resilient, accountable, and capable than the one that leader inherited.

That has been the purpose of this journey. I did not set out to manage a department; I set out to help build one capable of delivering quality healthcare for generations to come.

None of it was mine to build alone, and none of the credit is mine to keep alone. It was carried by the thousands of people this article opened with – the doctors, nurses, pharmacists, community health workers, finance officials, cleaners, and security officers – who chose, every day for five years, to show up.

Buildings, systems, and strategies do not deliver healthcare – people do. That has not changed and is the clearest measure of what the Department’s future still depends on.

The post Eastern Cape Department of Health : Architecting Health System Transformation appeared first on Healthcare Outlook.

AT THE HEART OF MITCHELLS PLAIN

South Africa (SA) utilises a two-tiered healthcare system designed to provide medical care to all citizens, with a well-resourced private sector serving between 15 and 20 percent of the population and a public framework catering to the vast majority.

Within this space, Mitchells Plain Hospital (MPH) is a large public district hospital located in Lentegeur, Cape Town, operating as one of the busiest in the region and functioning as a vital clinical training site for the University of Cape Town (UCT).

Having qualified as a pharmacist in 2000 before completing his MBA and postgraduate diploma, Evan Swart, CEO, has spent the majority of his career in healthcare leadership roles.

Hired by MPH in 2020, Swart brings a wealth of expertise to the hospital having spent six years working as a general manager in the private healthcare space prior to his appointment.

During this time, he witnessed the incredible sophistication of SA’s private healthcare space, alongside cost escalations, an ageing population, and the COVID-19 pandemic, which placed additional pressures on state-provided health services.

“This has since pushed the universal health coverage (UHC) discussion further into the country, stimulating conversations around how best to achieve a unified health ecosystem,” Swart opens.

There has been subsequent focus on moving from hospital-centric, illness-focused models towards embracing a community-oriented primary care approach integrated across communities and within the home.

“This will keep our communities healthy with a preventative approach, as opposed to a treatment-focused, reactive approach,” he adds.

AT THE CENTRE OF COMMUNITIES

With more than 415 beds, MPH is a major contributor to healthcare in SA, offering emergency, medical, surgical, orthopaedic, paediatric, obstetrics, gynaecology, and acute psychiatric services, as well as outpatient clinics in several disciplines.

Mitchells Plain, which has developed into a 900,000-strong catchment area, commemorates its 50th anniversary this year and is proud to have MPH at its centre.

Prior to the hospital being built in 2013, the community was serviced by the 24-hour Mitchells Plain Community Health Centre and Maternity Obstetric Unit.

Since its inception, MPH has heralded countless healthcare advantages for the local population.

“The hospital has evolved to meet more of the community’s needs closer to home, such as the introduction of hip and knee replacements,” Swart shares.

Today, MPH receives more than 5,000 emergency centre (EC) visits per month and accepts referrals from various primary healthcare clinics in the community, making it the busiest facility in the province. When tertiary services are required, the hospital refers to Groote Schuur Hospital (GSH) in Cape Town.

Linked with eight other clinics in the geographical area that work together to improve health outcomes, MPH does not function as a sole entity but as part of a comprehensive healthcare ecosystem, which helps when it comes to tackling the high levels of disease burden faced by the Western Cape.

“Our province and catchment area face amongst the highest incidences of tuberculosis (TB) cases in SA, and our medical wards are constantly fighting new or recurring TB outbreaks,” reflects Swart.

“Whilst we understand there are socioeconomic factors driving these infection rates, we are doing our utmost from a medical standpoint to work in unison with clinics and local non-governmental organisations (NGOs) to track and trace TB cases, with an aim of reducing loss and ensuring adherence to the highest standards of care.”

Naturally, this is one of MPH’s ongoing priorities as it seeks to play a crucial role in countering the major health issues facing SA today.

STEMMING THE TIDE

In addition to TB, HIV rates persist in local communities, further exacerbated by the withdrawal of international aid in 2025.

Despite this, MPH has worked hard to ensure patients continue to be treated; campaigns and education on prevention are ongoing, and morale amongst healthcare workers remains high in the battle against HIV and AIDS.

“There is significant coordination between primary healthcare (PHC) campaigns and the hospital to ensure TB and HIV are treated as integrated services rather than separate,” Swart observes.

“When combining TB, HIV, and the prevalence of other chronic diseases in our community, it’s no wonder our EC patient numbers are high.”

Indeed, MPH admits up to 40 patients a day who are experiencing chronic conditions, which is why a focused, linked care pathway is now in place to ensure patients are followed up with in the community by PHCs and NGOs.

“We must focus our efforts on prevention with our communities to stem this tide,” he asserts.

Another unfortunate occurrence in the region is violence against women and children, the consequences of which MPH treats at its EC.

As such, it has recently constructed a Thuthuzela Care Centre (TCC) – a dedicated centre for survivors of sexual assault, rape, and gender-based violence offering support and care – on the hospital grounds.

The TCC has been curated in partnership with the National Prosecuting Authority and MOSAIC – a local NGO funded by the Networking HIV and AIDS Community of Southern Africa (NACOSA) and The Global Fund to Fight AIDS, Tuberculosis, and Malaria.

“In order to give dignified care to victims and try to convict offenders, we have a good working relationship with the police services and law enforcement in this regard.”

To maintain high standards within the facility despite the high and continuous volume of patients, MPH’s senior clinicians and nurses drive quality care whilst holding both management and their colleagues to account.

“We also take our National Quality Standards seriously, complying with annual audits and recently receiving compliance status in the Office of Health Standards Compliance external audit,” he tells us.

The quality management system in the hospital is actively managed, recording incidents, complaints, and serious incidents, investigating and responding to authorities, and conducting quality improvement plans with the relevant monitoring and evaluation.

INNOVATION ACROSS THE BOARD

As a busy, patient-focused hospital, innovation is at the heart of MPH, whose staff are dedicated to improving conditions for themselves, their patients, and the system itself.

“As leaders, we embrace this spirit and endeavour to support ideas coming from our teams,” emphasises Swart.

Indeed, the hospital’s emergency medicine specialists have taken it upon themselves to develop the Hospital and Emergency Centre Triage and Information System (HECTIS) for MPH’s EC so they can track patients in real time.

“As HECTIS has developed, more information has been captured, meaning the system has now become akin to an electronic patient record, indicating triage status and enabling us to track a patient’s journey,” he details.

The HECTIS Implementation Team won the Gold Award for Best Digital Innovation at the Western Cape Government Service Excellence Awards for the innovative solution.

MPH’s Dr Moosa Parak is currently rolling out HECTIS to all public sector 24-hour ECs in the Western Cape province.

Elsewhere, an MPH specialist has developed an innovative electronic discharge programme to ensure patients are followed up by their local clinic post-discharge from the hospital.

“There has been a huge uptake of this programme; it has been extended to other departments and rolled out further to the rest of the province,” Swart prides.

The hospital is also trailing an advanced transitional care space due to the high numbers of medical patients and shortage of beds.

“This space is designed to allow lower-acuity patients to be moved and cared for in lower-cost wards whilst they await transfer to step-down facilities or TB hospitals, complete courses of parenteral antibiotics, or even receive palliative care,” he shares.

This system is designed to improve flow through MPH and alleviate pressure at its EC.

TRAINING THE FUTURE OF HEALTHCARE

As a hospital aligned with the UCT Medical School, MPH welcomes medical students, interns, registrars, nursing, and allied health workers in training.

It is proud to be a facility where interns and registrars request to be placed and one of the most sought-after destinations for junior doctors.

Medical students from UCT rotate through the hospital across various departments, with specialists often overseeing both student examinations and research work, bringing fulfilment to the work environment.

The Western Cape is lucky to be home to three universities in terms of local talent, namely UCT, the University of the Western Cape (UWC), and Stellenbosch University (SU).

“We also have students from UWC and SU rotating through our hospital and have a good relationship with these institutions, as well as the Western Cape Department of Health and Wellness,” Swart insights.

“Part of our duty is to cultivate good healthcare professionals for our country and health system, which is why we are proud to welcome medical interns and community service doctors from all over the country.”

MPH is likewise a choice destination for medical students from abroad due to the exposure to various conditions that interns can experience at the hospital.

“We currently have a waiting list of students from Europe to attend our hospital as part of their course,” he confirms.

Coordinated by the EC and UCT, interest from international students is also a source of revenue for the hospital board academic fund, which enables local doctors to embark on training courses and attend conferences.

There are also community colleges in the area offering courses in administrative and technical competencies which, when paired with the internships in people management, finance, and supply chain, and technical disciplines offered by MPH, provide a supported career pathway for young people in the province.

In addition, MPH’s nursing department has partnered with NGOs to train community healthcare workers, who can be placed within the hospital for practical training before being sent out into the community.

THE GREATER GOOD

Swart highlights how MPH’s greatest asset is its staff, who have an innate understanding of the pressures presented by a hospital setting and therefore support each other.

“This can be clearly witnessed in the strong working relationships our doctors and nurses have with one another, along with the senior clinicians from different departments working for the greater good rather than seeking personal comfort,” he observes.

“This stood us in great stead during the COVID-19 pandemic and is something I cherish amongst the top aspects of the daily functioning of the hospital.”

MPH’s doctors also go on courses and attend conferences and learning exchanges across the world in their field of study.

“We support our staff by granting time away from the workplace for continued professional development and subsidise a portion of their costs via our training budget or hospital board academic fund,” Swart shares.

In addition, MPH provides senior clinicians with the opportunity to work with UCT in forums around the province, adding an important dimension to their work-life balance.

The hospital’s largest contingent of staff are its nurses, many of whom have undertaken leadership courses in recent years.

“Our nurses also ensure their ward staff enjoy health and wellness events to keep them motivated,” he outlines.

An area of improvement for MPH is its allied health services, which have so far struggled to keep pace with the increase in bed numbers.

“Whilst this is an area we must work on, there is a positive collegiate relationship between the allied health service and the respective clinical teams, who often attend conferences and courses run by the allied health services,” shares Swart.

Elsewhere, MPH has been implementing policy frameworks around harassment in the workplace, which are focused on understanding human rights and the code of conduct.

“We are proud to have active union representatives who host a management and labour caucus every month where staff can discuss issues,” he expands.

MPH also has departmental employee health and wellness support systems in place, through which staff can disclose matters causing stress, alongside occupational health and wellness support nurses who attend to workplace injuries or incidents.

“Whilst we have our share of staff complaints, we attempt to address these fairly and equitably. For example, I host regular town hall meetings to update staff on new policies or systems, where they can ask questions to the management team,” Swart exemplifies.

MEETING FUTURE HEALTH NEEDS

In a world where sustainability is becoming increasingly important, another exciting development from MPH is its effort to be more environmentally conscious.

As such, it is completing an energy-saving initiative relating to the hospital’s lights and energy consumption and has recently installed a Newster NW50 eco-medical waste heat treatment sterilisation system to manage its clinical waste, reducing the environmental impact of typical incineration processes.

“As a result of our sustainability efforts, we are even seeing some financial savings. This will be a continual process and we will soon look to identify other areas of the facility that require improvement,” Swart sets out.

Looking ahead, MPH strives to continue meeting the health needs of the community it serves, which will include installing high-care beds at the facility.

Despite being designed as a district hospital service at the time of commissioning, MPH plans to work together with its tertiary service hospital, GSH, to install high-care beds to benefit the wider community.

As its service offering has grown, the hospital often has to take care of critical care patients post-EC, which requires a dedicated space, equipment, and staff.

MPH must find a solution for the increasing number of medical patients waiting to be admitted to hospital, overcrowding in the EC, and increasing patient waiting times.

“We will have to find space for these patients to be kept outside the EC whilst they wait to be admitted, which will also mean increasing the bed capacity of the hospital,” Swart firmly concludes.

The post Mitchells Plain Hospital : At the Heart of Mitchells Plain appeared first on Healthcare Outlook.

WORLD-CLASS HEALTHCARE FOR THE PEOPLE OF FIJI

Delivering world-class healthcare outcomes through investment in people, infrastructure, technology, and continuous improvement, Aspen Medical is a global healthcare solutions provider of safe, high-quality care dedicated to improving patient outcomes.

Established in 2003 and headquartered in Canberra, Australia, Aspen Medical provides healthcare and related services across multiple countries and regions. These services include hospital and health facility management, clinical services, occupational health, emergency and disaster response, health infrastructure, training and capacity building, and specialist medical services.

“We work with governments, healthcare institutions, defence, and private sector partners to deliver our services in complex and diverse environments,” introduces Gavin Whiteside, CEO of Aspen Medical in Fiji.

The organisation employs a large international workforce of healthcare professionals, allied health practitioners, and support staff across international operations, serving patients and communities in a range of settings. Specifically, in Fiji, Aspen Medical is working in partnership with the government through Health Care (Fiji) Pte Limited, managing the Lautoka and Ba Hospitals.

“Through these two facilities, we provide comprehensive hospital services to patients across the Western Division and other parts of the country, whilst supporting the development of clinical capabilities, healthcare infrastructure, technology, education, and quality improvement. Our services in Fiji span emergency medicine, surgery, maternity, paediatrics, oncology, cardiology, dialysis, intensive care, diagnostic imaging, pathology, rehabilitation, and a growing number of specialist services, ensuring Fijians have greater access to high-quality healthcare closer to home,” Whiteside continues.

Having started his professional journey in the Australian Army’s Infantry Corps, where he served for nearly 20 years, Whiteside’s transition into healthcare followed a conversation with a former military colleague who introduced him to an opportunity that would challenge him in a vastly different operational environment.

“My experience provided a strong foundation in leadership, teamwork, problem-solving, resilience, and building high-performing cultures. The prospect of applying my leadership experience in a sector focused on improving lives was incredibly appealing and set me on a new career path,” he details.

Over the past 13 years, Whiteside has led operations across the Pacific, with roles spanning healthcare, emergency management, and public services, and a consistent focus on delivering better outcomes for communities.

“What has kept me passionate about healthcare is the opportunity to help deliver services that make a genuine, lasting difference in people’s lives, whilst supporting teams that are driven by a shared purpose of improving community well-being,” he smiles.

MAKING A LASTING IMPACT

What truly sets Aspen Medical apart is its ability to combine international clinical standards with local expertise and partnerships. The organisation invests in its people, infrastructure, technology, and continued innovation to deliver sustainable healthcare outcomes.

In Fiji, rather than operating two hospitals, the organisation works alongside the Ministry of Health and Medical Services and the government to strengthen the country’s healthcare system for the long term.

“Our focus extends beyond delivering healthcare services. We aim to build capability, develop future healthcare leaders, introduce modern clinical practices, and continuously improve patient safety and quality,” insights Whiteside.

“Internal accreditation, investment in advanced medical technologies, and the recruitment of visiting specialist teams are all examples of our commitment to delivering healthcare that reflects best global practice whilst remaining responsive to local needs.”

For Aspen Medical, delivering world-class healthcare starts with maintaining high clinical standards and ensuring patients receive safe, evidence-based care. Since assuming management of the Lautoka and Ba Hospitals, the organisation has invested significantly in facilities, technology, workforce capability, and specialist services to improve access and outcomes for patients across Fiji.

It has also strengthened emergency care, enhanced diagnostic capability, introduced advanced cardiac interventions, improved cancer care, and modernised clinical processes across both hospitals.

“Equally important is our culture of continuous improvement. Every investment we make is guided by a single objective: improving patient outcomes and delivering safer, higher-quality care,” informs Whiteside.

INVESTING IN SUSTAINABLE OUTCOMES

One of the most significant initiatives Aspen Medical recently undertook was a major investment in and redevelopment of the Lautoka and Ba Hospitals in 2022.

At Lautoka Hospital, the organisation upgraded infrastructure, clinical equipment, and patient services. Specifically, these improvements included expanding specialist clinical services, upgrading operating theatres, improving critical care areas, enhancing diagnostic equipment, and modernising digital health technologies.

One of the most significant additions has been the establishment of Fiji’s first public cardiac catheterisation laboratory in the Western Division, enabling life-saving coronary interventions locally and reducing the need for patients to travel overseas,” informs Whiteside.

“Other investments include expanded dialysis capacity, advanced imaging technology, oncology services, improved neonatal equipment, new medical waste management infrastructure, digital clinical systems, and enhanced patient safety technologies.”

At Ba Hospital, Aspen Medical introduced the first CT scanner at a Fijian sub-divisional hospital, significantly improving diagnostic capability for communities across the Western Division. The organisation also introduced a modern nurse call system that enables patients to alert nursing staff instantly, improving response times, enhancing patient safety, and delivering a more responsive, patient-centred care experience.

These investments in Ba Hospital have been so monumental that the hospital recently received international accreditation.

“Achieving Joint Commission International (JCI) Gold Seal of Approval® is one of the most significant milestones in our journey in Fiji as JCI is recognised globally as the gold standard for healthcare quality and patient safety. Achieving accreditation demonstrates that Ba Hospital meets internationally recognised standards across every aspect of healthcare delivery, from clinical governance and infection prevention to medication management, patient safety, leadership, and quality improvement,” Whiteside prides.

This achievement reflects years of dedication from every member of the Aspen Medical team. It represents countless hours of training, auditing, collaboration, and commitment to continuous improvement. Most importantly, it provides patients and the community with confidence that care is delivered to internationally recognised standards.

DEVELOPING HEALTHCARE LEADERS

Aspen Medical recognises that continued success is only due to the hard work and dedication of its team members and celebrates that people are its greatest asset.

“We invest in professional development through structured education programmes, simulation-based training, leadership development, mentoring, clinical placements, and international partnerships,” expands Whiteside.

“Our teams regularly participate in emergency response training, specialist clinical workshops, patient safety programmes, and continued professional development initiatives. By investing in our people today, we are helping develop the healthcare leaders Fiji will rely on tomorrow.”

This is crucial because healthcare is ultimately about people. Whilst infrastructure, technology, and accreditation are important, it’s the people who make the greatest difference on a daily basis.

“I would like to acknowledge the dedication, professionalism, and compassion of every member of our team. Their commitment enables us to deliver exceptional care, strengthen Fiji’s health system, and improve outcomes for the communities we serve,” Whiteside recognises.

As Aspen Medical continues to look towards a successful, sustainable future, the organisation’s priorities remain focused on three areas: improving access, enhancing quality, and ensuring long-term sustainability. It will continue investing in modern healthcare infrastructure, digital transformation, workforce capacity, specialist services, and safety initiatives.

Strengthening partnerships with the Ministry of Health and Medical Services remains central to achieving these goals.

“We also aim to further expand specialist clinical services, improve operational efficiency, continue our quality improvement journey, and build on the international standards we have already achieved,” concludes Whiteside.

ASPEN MEDICAL PARTNER

The post Aspen Medical : World-Class Healthcare for the People of Fiji appeared first on Healthcare Outlook.

Pharmaceutical Industry Targets Digital Development Bottlenecks

A group of leading pharmaceutical and technology companies has launched the Digital CMC Consortium, a collaborative initiative designed to address longstanding inefficiencies in drug development and manufacturing.

The not-for-profit organisation brings together Novartis, Thermo Fisher Scientific, Takeda, Rockwell Automation, Flagship’s Pioneering Medicines, Stellix, ZS Associates and QbDVision.

The initiative focuses on the end-to-end digitalisation of Chemistry, Manufacturing and Controls (CMC), a critical stage of pharmaceutical development covering how medicines are developed, manufactured, tested and controlled.

Despite advances in drug discovery and clinical trials, CMC activities continue to depend heavily on manual processes, fragmented information systems and document-based workflows.

The Consortium aims to replace these approaches with interoperable digital infrastructure that allows pharmaceutical companies and their manufacturing partners to share and reuse information more efficiently.

Novartis Highlights Benefits of Industry Collaboration

The Consortium operates on a pre-competitive basis, allowing participating organisations to collaborate on common technical challenges rather than developing separate approaches to the same problems.

Its work includes integrating existing industry guidelines and establishing new standards where gaps remain.

The organisation is also developing tools and code to translate those standards into practical digital workflows.

Achim Frauenschuh, Co-Chair of the Digital CMC Consortium and Associate Director Science and Technology Drug Substance Development at Novartis, said: “We’ve come together to cooperatively build the future of CMC and to encourage implementable, end-to-end digital standards that are ready now.

“By sharing the cost of building pre-competitive digital foundations, as well as pooling the skills and knowledge that no single company has in-house, members gain immediate access to structured data models, standardized templates, and implementation guidance, helping them put standards into practice and directly achieve ROI.”

The collaboration is intended to reduce duplicated development work while giving participating companies access to common data models, standardised templates and implementation guidance.

Digital Technology Transfer Becomes Immediate Priority

Following its first year of collaboration and proof-of-concept work, the Consortium is moving towards broader industry adoption.

Its initial focus is improving technology transfer between pharmaceutical sponsors and contract development and manufacturing organisations (CDMOs).

Technology transfer involves exchanging the technical knowledge and manufacturing information required to move pharmaceutical processes between development and production environments or between manufacturing partners.

The Consortium aims to make this exchange more efficient by transforming static documentation into structured, reusable digital information.

Mike Stapleton, Chairman of the Digital CMC Consortium and Chief Business Officer at QbDVision, said: “The pharmaceutical industry has already been successful in digitizing discovery and clinical trial workflows. Now we have the opportunity to bring that same level of transformation to CMC.”

Stapleton also highlighted the growing complexity of global pharmaceutical supply chains and regulatory requirements, identifying interoperability as a central challenge for the industry.

The Consortium intends to develop the digital foundations needed to improve information exchange between companies, manufacturing sites and technology systems.

AI and Digital Twins Form Part of Long-Term Strategy

Beyond technology transfer, the Consortium plans to establish digital capabilities across the wider CMC lifecycle.

Its longer-term objectives include knowledge management, automated content authoring, digital twins and AI.

These technologies are expected to form part of a more connected approach to pharmaceutical development, enabling information generated during individual stages to be reused throughout the product lifecycle.

The Consortium also intends to act as a unified industry voice when engaging with health authorities.

Its objective is to develop standards that support both internal pharmaceutical operations and regulatory submissions, reducing the need for disconnected approaches to managing technical information.

Rockwell Automation Supports Pharmaceutical Manufacturing Transformation

Rockwell Automation is contributing its industrial automation and life sciences expertise to the initiative, alongside pharmaceutical manufacturers and other technology specialists.

Matt Weaver, Vice President, Global Industry – Life Sciences at Rockwell Automation, said: “Digital transformation in life sciences is not just about technology adoption, it is about building new ways of working that improve how therapies are developed and delivered.”

The Consortium’s immediate work on digital technology transfer and structured knowledge exchange is already underway.

By establishing common standards across the pharmaceutical development and manufacturing ecosystem, the organisation aims to reduce CMC-related delays, improve operational and regulatory confidence, and support faster delivery of new therapies to patients.

The post Novartis, Rockwell Automation and Industry Leaders Launch Digital CMC Consortium to Accelerate Drug Development appeared first on Healthcare Outlook.

A NEW CENTRE FOR DISCOVERY

AstraZeneca has opened its newest global strategic research and development (R&D) centre in Kendall Square, Cambridge, Massachusetts, strengthening its presence within one of the world’s leading life sciences ecosystems.

The 570,000-square-foot, 18-storey AstraZeneca R&D Center Kendall Square will bring together nearly 2,000 researchers and scientists alongside the Company’s existing genomic medicine site at 100 Binney Street.

The new centre is designed to accelerate AstraZeneca’s oncology, cell therapy, chronic disease, and rare disease pipeline, supporting the development of transformative medicines while exploring future innovation across areas including cell therapy and biologics.

Ten interconnected laboratory floors are designed to support collaboration and a seamless flow of science, incorporating technologies including robotics, continuous automation, and agentic AI.

Pascal Soriot, Chief Executive Officer of AstraZeneca, says: “Kendall Square is a leading innovation ecosystem, and it is one of the key locations where AstraZeneca will discover the next generation of scientific breakthroughs.”

The centre also reflects AstraZeneca’s commitment to sustainable design, with the 18-storey facility built to minimise its impact on the planet.

INVESTING IN MASSACHUSETTS

The opening marks a significant milestone in AstraZeneca’s more than 75-year history in Massachusetts and forms part of a broader $50 billion investment by the Company across the US.

More than $1 billion of that investment is directed to Massachusetts, and the expansion is expected to increase AstraZeneca’s workforce in the state by more than 50 per cent in the coming years.

The investment is also expected to add billions in economic value and jobs across the Commonwealth, reinforcing Massachusetts’ importance to AstraZeneca’s wider US operations.

Maura Healey, Governor of Massachusetts, says: “Massachusetts leads the world in life sciences because we bring together the best talent, institutions and ideas to solve hard problems and improve people’s lives.”

Healey also described AstraZeneca’s investment as a major vote of confidence in the state’s talent and life sciences ecosystem, highlighting the role Kendall Square could play in shaping the future of medicine.

CONNECTING SCIENCE AND COMMUNITY

AstraZeneca’s presence in Massachusetts extends beyond its research facilities. The Company plans to create lasting scientific and community value through academic research partnerships, STEM education investments, workforce development, and support for local organisations.

The state’s concentration of scientific talent, leading academic institutions, healthcare systems, and industry partners makes Massachusetts a critical hub for AstraZeneca’s research ambitions.

The Kendall Square centre also strengthens the Company’s global R&D network, which spans more than 40 countries and includes its other US-based global strategic research centre in Gaithersburg, Maryland.

Across the US, AstraZeneca now has 24 R&D, manufacturing, commercial, and corporate sites, with a workforce of more than 25,000 people supporting nearly 100,000 jobs overall.

With Kendall Square placing almost 2,000 researchers and scientists within a highly connected research environment, AstraZeneca is strengthening the infrastructure behind its next generation of medicines while investing in the scientific ecosystem that supports future innovation.

The post AstraZeneca Expands R&D in Massachusetts: “Kendall Square is a Leading Innovation Ecosystem” appeared first on Healthcare Outlook.

Digital transformation becomes business-critical

Rockwell Automation’s The New Operating Model for Life Sciences Manufacturing: Moving from Compliance to Continuous Readiness report examines how life sciences manufacturers are building the digital infrastructure needed to support increasingly connected operations.

According to the company’s State of Smart Manufacturing research, 90 per cent of life sciences manufacturers believe digital transformation is necessary, while 58 per cent have already deployed smart manufacturing technologies at scale or across parts of their operations.

Investment is increasingly being linked to specific business outcomes. AI and machine learning are expected to deliver the greatest impact by 46 per cent of respondents, followed by process automation at 44 per cent and cybersecurity at 39 per cent.

Improving quality is the leading investment priority, cited by 43 per cent of respondents, ahead of digitising operations at 36 per cent and reducing risk at 35 per cent.

AI adoption outpaces manufacturing data use

The findings point to a gap between manufacturers’ ambitions for AI and their ability to make full use of operational data.

Among life sciences manufacturers already using AI, 64 per cent plan to expand its use within the next year and 49 per cent expect to increase investment over the next five years.

However, just 32 per cent say they effectively use more than half of the data they collect.

Quality control is expected to be the leading application for AI and machine learning over the next 12 months, identified by 50 per cent of respondents. Cybersecurity follows at 45 per cent, with process optimisation at 44 per cent.

Rockwell Automation said connecting data, systems and workflows across production, quality, engineering and business functions can provide greater operational visibility and create a foundation for AI, predictive analytics and continuous improvement.

Cybersecurity moves into the manufacturing lifecycle

Cybersecurity is another significant concern, with 54 per cent of life sciences organisations reporting at least one cyberattack during the past year.

IT systems and enterprise networks were identified as the greatest source of exposure at 41 per cent, followed by remote access and connected equipment at 33 per cent and information technology/operational technology (IT/OT) integration points at 29 per cent.

The report positions cyber resilience alongside areas including evidence management, industrial data operations, defined AI use cases and AI governance as part of seven actions manufacturers can take to establish what Rockwell Automation describes as “continuous readiness”.

Matt Weaver, Vice President, Global Industry – Life Sciences at Rockwell Automation, said: “Manufacturers used to treat regulatory readiness as a project — something they ramped up for.

“Now, it has to be a daily discipline built into how the facility runs. The companies connecting their data, securing systems and validating AI deployments today are the ones that will be ready for what comes next from regulators or from the market.”

From compliance to continuous readiness

Rockwell Automation defines continuous readiness as maintaining real-time operational visibility, data integrity and validated control across connected systems, allowing manufacturers to adapt to regulatory changes while continuing their digital transformation.

The findings are based on responses from 104 managers and executives working for life sciences manufacturers, original equipment manufacturers (OEMs), system integrators and engineering procurement companies (EPCs) across 16 countries.

The research forms part of Rockwell Automation’s 11th annual State of Smart Manufacturing report, conducted in association with Sapio Research. The wider study surveyed 1,560 decision-makers across multiple industries.

The post Rockwell Automation: 90 Per Cent of Life Sciences Manufacturers Say Digital Transformation is Essential appeared first on Healthcare Outlook.

A NEW CONSERVATION WARNING

Ahead of World Mental Health Day, ASICS is issuing what it describes as the world’s first conservation warning for movement, following new global research into how modern life is changing the way people move.

The research, conducted among 34,000 people across 31 countries, reveals that people report spending 86% of their waking day not moving. More than half (53%) of adults surveyed are failing to meet recommended physical activity guidelines, while almost one in four (23%) have movement levels classified as ‘endangered’, completing fewer than 30 minutes of exercise each week.

To help illustrate the scale of the issue, ASICS worked with experts to develop the world’s first Movement Conservation Status. Inspired by nature conservation and based on internationally recognised physical activity guidelines, the framework classifies weekly movement levels as active, at risk, or endangered.

Under the classification, people undertaking 150 minutes or more of movement each week are considered active, while those completing 30–149 minutes are deemed at risk. Those completing fewer than 30 minutes are classified as endangered.

The research suggests the situation could worsen in the years ahead. By 2035, the proportion of adults classified as at risk or endangered is projected to rise from 53% to 56% – equivalent to an estimated 2.3 billion adults across the countries studied.

MOVEMENT AND MENTAL STATE

ASICS’ findings also explore the relationship between movement levels and reported mental state.

People whose movement is classified as endangered report significantly lower State of Mind scores, averaging 60/100 compared with 71/100 among those classified as active. Those in the endangered category also report feeling 23% less energised, 20% less composed, 17% less focused, and 16% more stressed than those whose movement is classified as active.

Young people appear particularly exposed to the issue. More than half (57%) of 18–24-year-olds report failing to meet recommended activity levels, with 92% saying they experience negative consequences, including low mood, increased stress, and poor sleep.

The research also connects reduced movement with time spent at home. People who very often go a full day without leaving home have average State of Mind scores of 62/100, compared with 71/100 for those who never do. They are also twice as likely to have movement levels classified as endangered, at 40% compared with 20%.

Professor David Raichlen, Professor of Biology and Anthropology at the University of Southern California, says:

“We’ve built a world that makes movement optional. We can work, shop, socialise and be entertained without ever really moving – and while that’s convenient, our bodies and minds still depend on regular movement to stay healthy.”

“The findings are a reminder that movement isn’t an added extra; it’s fundamental to how we feel, think and function. The encouraging thing is that it doesn’t take much to change; small, achievable moments of activity can make a real difference, and the challenge is to simply build them back into the world we live in now.”

WHEN CONVENIENCE REDUCES MOVEMENT

According to the research, modern convenience is quietly designing movement out of everyday life.

Today, people can eat, work, bank, shop, socialise, and entertain themselves without moving, and increasingly do so. Nearly two-thirds of those surveyed (64%) say modern life makes it easy to spend an entire day barely moving, while more than four in ten say they could comfortably avoid leaving their home for three or more days.

Technology is accelerating the trend. Forty-one per cent of people surveyed regularly complete errands online rather than in person, while 39% often socialise by phone or video instead of face-to-face.

The pattern is particularly evident among younger people. Among 18–24-year-olds, 41% now use AI to complete tasks they would previously have done themselves – the highest proportion of any age group.

Against this backdrop, ASICS is highlighting movement not simply as exercise, but as an everyday behaviour that can be gradually reintroduced into increasingly sedentary routines.

15 MINUTES TO THRIVE

Despite the findings, ASICS’ research points towards an accessible way to make a difference, showing that just 15 minutes of movement can help deliver a measurable uplift in mental state.

The company is therefore encouraging people to take part in its ‘15 Minutes to Thrive’ initiative this World Mental Health Day, moving for just 15 minutes to help support body and mind.

The campaign is accompanied by Human Nature, a new nature documentary from ASICS narrated by award-winning actor Sigourney Weaver.

Turning the lens onto humans, the short film takes a playful approach to nature documentary storytelling, exploring how people are living in increasingly comfortable and convenient modern-day habitats.

Sofas, screens, and convenience are presented as quietly replacing everyday movement, while the film’s conservation framing highlights how modern environments are changing the way humans move. Ultimately, Human Nature offers a reminder that movement is part of our nature.

MOVEMENT IS IN OUR NATURE

For ASICS, the campaign connects directly with the company’s longstanding philosophy and purpose.

The brand’s name comes from the Latin phrase Anima Sana In Corpore Sano, meaning ‘a Sound Mind in a Sound Body’. Since its founding in 1949, ASICS says its purpose has been to help people achieve a Sound Mind in a Sound Body.

Gary Raucher, Global Head of Marketing at ASICS, says:

“For more than 75 years, ASICS has been guided by the belief that movement transforms not just the body, but also the mind.”

“It’s why we’re called ASICS. Our name comes from the Latin phrase Anima Sana In Corpore Sano – a Sound Mind in a Sound Body. Today, as modern life quietly designs movement out of everyday life, we believe it’s more important than ever to remind people of the power of movement.”

“We hope to inspire people everywhere to move for just 15 minutes, because even small amounts of movement can make a meaningful difference to both body and mind.”

Alongside 15 Minutes to Thrive, people can become an ASICS Movement Conservationist, joining a global community intended to inspire more people to move for body and mind.

With its Movement Conservation Project and Human Nature documentary, ASICS is reframing the issue of inactivity through the language of conservation – highlighting what its research identifies as a growing gap between increasingly convenient lifestyles and the movement the human body and mind still need.

The post ASICS: “We Hope to Inspire People Everywhere to Move for Just 15 Minutes” appeared first on Healthcare Outlook.

PERSONALISED, PROACTIVE, AND PREVENTATIVE

One of the biggest misconceptions about Type 2 diabetes care is that it primarily happens in the clinic. In reality, people spend almost all of their lives managing their condition away from healthcare professionals (HCPs), making countless decisions every day that influence their health outcomes.”

Across Europe, the Middle East, and Africa (EMEA), healthcare systems are facing growing pressure from the increasing prevalence of Type 2 diabetes and the long-term complications associated with the condition.

Clinicians are managing rising caseloads whilst healthcare budgets remain stretched; at the same time, millions of people spend the majority of their diabetes journey with only periodic clinical intervention.

“To improve outcomes and reduce pressure on healthcare systems, we need to find ways to better engage and support people between appointments,” asserts Alex Moussa, Senior Vice President and Managing Director EMEA at Dexcom.

“That means not only giving them access to data about their glucose levels and health, but also providing personalised guidance about what that data means and how to act on it.”

Indeed, when people can understand what their data is telling them and how different choices may influence their health, they are better equipped to make informed decisions and take a more active role in managing their condition every day.

“I believe we are approaching a tipping point where the moments between appointments represent some of the greatest opportunities to improve both health outcomes and quality of life,” affirms Moussa.

SHIFTING MODEL

Historically, Type 2 diabetes management, particularly for those not managing their condition with intensive insulin, has often been reactive, relying on periodic clinical reviews and retrospective data.

Today, it’s moving towards a model that is much more personalised, preventative, and behaviour-led, with successful diabetes management not simply about what happens during a clinical appointment.

Rather, it’s about helping people understand how their everyday choices influence their health and giving them the tools to act on those insights in real time.

“Advances in technology are making that possible. By providing a clearer understanding of the relationship between glucose levels and behaviours, we’re moving beyond retrospective assessment towards more informed, proactive decision-making,” Moussa explains.

“Ultimately, the focus is increasingly on helping people better understand their own health patterns and take meaningful action based on that knowledge.”

Healthcare has progressively moved away from the idea that the same intervention works equally well for everyone.

People increasingly expect healthcare to be as personalised as other aspects of their lives, which is driving demand for tools and technologies that can adapt to individual circumstances rather than expecting individuals to adapt to a standardised approach.

“As a result, there is growing demand for approaches that provide meaningful, actionable insights, rather than generic recommendations,” insights Moussa.

“People want to better understand how their own behaviours affect their glucose levels and receive information that is relevant to them as an individual, supporting more informed decision-making in everyday life.”

CUSTOMISABLE APPROACH

Dexcom believes personalised care is fundamental to helping people achieve the best possible outcomes from both their treatment and glucose monitoring technology.

The reality is no two people experience Type 2 diabetes in exactly the same way. Glucose levels are influenced by a wide range of factors including diet, physical activity, sleep, stress, medication, and daily routines, which means each diabetes journey is unique.

“That’s why we don’t believe a one-size-fits-all approach is the future of diabetes care. To get the greatest value from continuous glucose monitors (CGMs) and treatment, people need an approach that is customisable to their lifestyle and health goals,” Moussa tells us.

“When people can see how their own choices and experiences influence glucose levels, they’re better equipped to make informed decisions that work for them. Our focus is therefore not simply on providing more data, but delivering a customisable experience with personalised insights that are relevant, meaningful, and actionable.”

By helping people understand the relationship between their everyday behaviours and glucose levels, Dexcom supports greater confidence, stronger engagement, and more informed self-management.

For example, Dexcom Flex combines real-time glucose monitoring with optional food and activity logging, personalised glucose insights, and customisable glucose alerts.

Together, these features can help people and their healthcare providers see how food, exercise, daily routines, and medication decisions are linked to glucose patterns, making the information more practical and relevant to the individual.

“That’s the true promise of personalisation: turning information into understanding and understanding into better health decisions,” states Moussa.

PERSONALISED EXPERIENCE

A truly personalised CGM experience can play an important role in improving engagement, supporting stronger self-management, and helping people make more informed decisions every day.

The reason is simple: when people can see what is happening with their glucose in real time and understand how daily choices influence those patterns, diabetes management becomes more visible, practical, and actionable.

For example, findings from Dexcom’s CONNECT study, one of the largest randomised controlled CGM trials in adults with Type 2 diabetes not using insulin, demonstrated a 0.9 percent reduction in HbA1c alongside approximately five additional hours per day spent in target glucose range.

Importantly, when people understand what’s happening and why, they’re often more motivated to stay engaged with their care journey.

“Our LIFE-ONE real-world study showed that even with no significant time spent on education, Dexcom CGM use was associated with improvements in glucose management, as well as increased confidence, greater satisfaction, and a stronger ability to anticipate fluctuations in glucose levels,” outlines Moussa.

Other research has also associated CGM use with reductions in both diabetes-related hospitalisations and long-term complications such as cardiovascular risk.

“What we’re beginning to see is that when people understand how their everyday choices influence their health, they are better equipped to manage their condition effectively. Over time, that has the potential to improve outcomes, reduce the risk of complications, and help ease pressure on healthcare systems,” he notes.

THE FUTURE OF TYPE 2

Moussa believes the future of Type 2 diabetes care will be increasingly personalised, proactive, and preventative.

As evidence continues to build, there is growing recognition that technology can play a central role in helping people better understand and manage their health.

The greatest opportunity lies not simply in collecting more health data, but translating that data into meaningful insights that empower people to take a more active role in their care – supporting earlier intervention and helping prevent health crises, rather than simply diagnosing or managing them once they occur.

In fact, this perspective is increasingly shared by HCPs themselves. The 2026 Dexcom State of Type 2 Report found that surveyed HCPs continue to see access to CGM amongst the top three factors that have the greatest potential for helping people manage Type 2 diabetes over the next 10 years, ranking above better, more effective diabetes medications.

“89 percent of HCPs believe CGM helps them assess whether patients are following their treatment plan between visits and, amongst current users, more than half say they have followed their treatment plan more closely since starting CGM.

“To me, that reflects a broader shift in thinking. Whilst medications will continue to play an important role, the future of Type 2 care will increasingly focus on helping people understand their health, engage with their condition daily, and make informed decisions based on real-time, personalised insights.

“Ultimately, I think the future of Type 2 care will be defined not by how much data we can collect, but how effectively we can help people understand and act on it,” Moussa closes.

The post Dexcom : Personalised, Proactive, and Preventative appeared first on Healthcare Outlook.

DEEPER, MORE GOVERNED AI

Amazon Web Services (AWS) has published new data showing Europe’s healthcare sector is among the continent’s most sophisticated AI adopters, even as adoption rates remain below the European average.

According to AWS’ Unlocking Europe’s AI Potential research, which surveyed 17,000 business leaders across 17 European markets, 41% of healthcare organisations have adopted AI, compared with 54% across European industries.

However, those that have adopted AI are using it more extensively. Some 55% consistently use multiple AI tools, compared with 45% across other industries, while only 13% remain at the experimentation stage.

Healthcare also leads on AI governance, with 36% of organisations operating a formal AI strategy, compared with 31% across other industries. Meanwhile, 18% have formal data governance frameworks, versus 10% on average, supporting AI integration into core clinical workflows.

Dr. Myriam Fernández, Head of Health Innovation, EMEA, AWS, says healthcare demonstrates a responsible approach to European AI, but warns that skills shortages and regulatory complexity risk limiting progress.

“Healthcare is a shining example of responsible European AI: deliberate, well-governed and measured by outcomes that matter. The returns are among the strongest on the continent, and our 2026 Pioneers prove it. But right now we’re driving with the brakes on,” she outlines.

FROM PATIENT CARE TO COMMERCIAL RETURNS

AI’s impact is extending beyond clinical transformation, with healthcare organisations reporting significant commercial and productivity benefits.

Some 28% say the return on investment from AI has significantly or massively surpassed their investment, while 60% report that AI has increased revenue. Productivity gains are also substantial, with 55% reporting major improvements, compared with 42% across other industries, potentially freeing clinicians to focus on work where their expertise matters most.

Current priorities include diagnostics, operational efficiency, and clinical decision support, reflecting the practical applications healthcare organisations are pursuing today.

Expectations for AI’s future impact are similarly strong. Some 39% of healthcare organisations believe AI will completely transform their industry, compared with 30% across sectors, while just 4% expect slight or no impact.

THE PIONEERS TURNING POTENTIAL INTO IMPACT

The 2026 AWS Pioneers Project showcases European health-tech companies applying advanced AI to real-world challenges.

MLL Munich Leukaemia Laboratory combines medical expertise with AI and cloud-scale genomics to diagnose rare leukaemia subtypes in hours and days rather than weeks. Iktos combines AI with automated laboratory robotics to accelerate molecule design and testing, helping identify promising drug candidates.

Elsewhere, Callyope is using AI to detect early signs of relapse in mental health care, while ETERNO’s LENI AI assistant helps clinicians make better use of consultation time. Proximie connects people, data, and devices in operating rooms through a software layer that addresses a global shortage of access to safe surgery.

SKILLS AND REGULATION REMAIN BARRIERS

Despite the sector’s progress, healthcare faces significant obstacles to further AI adoption.

Only 24% of healthcare organisations rate their workforce’s digital skills as good or excellent, compared with 36% across other industries. For 54%, a skills shortage is the single biggest barrier to AI adoption, above the 45% European average.

Regulation is another pressure point, with 56% of healthcare organisations reporting significantly increased compliance spending, compared with 48% across other industries.

“We must close the skills gap and build rules clear and proportionate enough to let these innovators move at the speed their patients need,” Dr Fernández urges.

Closing those gaps will require collaboration between industry and government, alongside proportionate rules and targeted support that enable healthcare innovators to translate AI investment into better patient outcomes.

The post AWS: “Healthcare is a shining example of responsible European AI” appeared first on Healthcare Outlook.

Pharmaceutical Groups Target Industrial Heat

Sanofi, UCB and Opella have joined the Clean Heat Programme, an initiative designed to accelerate the replacement of fossil fuel-based industrial heating with lower-carbon alternatives.

The three pharmaceutical companies join AstraZeneca, which became a founding member in December 2025.

Developed by supply chain intelligence network Secaro and sustainability consultancy ERM, the programme addresses barriers to industrial heat decarbonisation including limited technical expertise, supplier engagement, funding constraints and the complexity of upgrading heating systems.

Industrial heat can represent a significant source of operational emissions, while pharmaceutical manufacturers must also maintain production quality, safety and reliability as they introduce alternative technologies.

“Heat has been one of the most challenging areas across the pharmaceutical value chain on the road to net zero, with high technical barrier, diverse supplier maturity and complex business cases”, said Giannis Kourousias, Sanofi Global Procurement Head – Environmental Responsibility.

“By partnering with our peers, we can jointly develop solutions that will unblock suppliers in this critical area by providing deep technical expertise, support focusing on the right things and facilitate funding options.”

Clean Heat Programme Targets Supplier Decarbonisation

The initiative comes as pharmaceutical companies establish emissions reduction targets covering both their operations and wider value chains.

Sanofi has committed to reducing its Scope 1, 2 and 3 emissions by 90 per cent between 2019 and 2045. UCB has committed to a 90 per cent reduction in absolute Scope 1, 2 and 3 emissions by 2045 from a 2019 baseline, while Opella is targeting a 58.8 per cent reduction by 2034 and 90 per cent by 2050 from a 2023 baseline.

The companies’ near and long-term emissions targets have been validated by the Science Based Targets initiative (SBTi).

Marissa Saretsky, Chief Sustainability Officer at Opella, said: “Decarbonising industrial heat is an important challenge to tackle as part of our net zero ambition, and working on this with key partners is a must for developing lasting low-carbon solutions.”

“At Opella, our Health³ strategy recognises the interconnected health of planet, people, and businesses. By partnering with Secaro, ERM and our fellow founding members, we are seizing all available opportunities to accelerate progress and help build a more sustainable, resilient healthcare system.”

Schneider Electric and 3Degrees Join Partner Network

Secaro has also expanded the programme’s partner network through new agreements with Schneider Electric and 3Degrees.

Schneider Electric’s SE Advisory Services will provide suppliers with services including energy studies, investment-grade audits, metering gap analysis and energy management systems.

3Degrees will contribute expertise in the short and long-term procurement of renewable natural gas and biomethane across US and European markets.

Dave Rimkus, Head of Global Supply Chain Decarbonisation at SE Advisory Services, said: “Accelerating supply chain decarbonisation requires streamlining pathways to implementation to the lower carbon alternatives.”

“Through initiatives like Energize, we have seen how collaboration can create these pathways to increase the uptake on renewable electricity adoption across value chains. We are excited to partner with Secaro and support the Clean Heat Programme in bringing the same collaborative, action-oriented approach to one of the next frontiers of decarbonisation: industrial heat.”

Collaboration Targets Cost and Technical Barriers

Secaro said the programme is designed to help participating companies and their suppliers overcome the financial and technical challenges associated with changing industrial heating systems.

Emily Prior, Chief Growth Officer at Secaro, said: “By decarbonising heat in their supply chains, our members are also driving operational efficiencies, reducing reliance on volatile fossil fuel prices and preparing for future regulation.”

Jon Hughes, Partner, Sustainable Products and Supply Chain at ERM, added: “For many manufacturers, decarbonising industrial heat represents one of the largest and most technically complex opportunities to reduce emissions.”

“By bringing together leading companies, experienced technical specialists, funding options and proven clean heat solutions, the Clean Heat Programme helps organisations overcome barriers to adoption and deliver measurable emissions reductions throughout their supply chains.”

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REVOLUTIONIZING HEALTHCARE

Researchers at Columbia University Irving Medical Center (CUIMC) will now have access to the advanced cloud computing services and artificial intelligence (AI) technologies offered by Amazon Web Services (AWS).

The newly established agreement is set to significantly enhance scientific discovery, innovation, and the commercialization of research findings.

This collaboration will empower researchers to analyze vast, complex datasets efficiently, enabling the rapid development of predictive models that forecast health outcomes.

As a result, this will not only improve the quality of patient care but also streamline the research process, ultimately leading to groundbreaking advancements in medical science.

The collaboration will support research from its initial stages through to commercial activities. Specifically, AWS will provide cloud computing resources to:

• Early-career faculty investigating new disease markers
• Faculty engaged in sponsored research
• Faculty developing start-up companies based on their discoveries

ENHANCING BIOMEDICAL RESEARCH

AWS is poised to help develop a robust, secure online research portal, meticulously crafted to meet the rigorous security standards and compliance requirements of CUIMC’s sensitive biomedical research initiatives.

It will protect critical data while enabling seamless research collaboration and access to necessary resources.

AWS will bolster initiatives such as the Center for Innovation in Imaging Biomarkers and Integrated Diagnostics, as well as the AWS Junior Scholars program.

These programs are designed to empower early-career scholars by accelerating their technical skill development in vital areas like cloud computing and data science.

Participants will gain invaluable hands-on experience with AWS cloud technologies, enabling them to enhance their expertise and apply their knowledge in real-world scenarios, ultimately fostering innovation and growth in these fields.

EFFECTIVELY EMPOWERING EXPERTS

AWS experts will collaborate closely with the CUIMC community to deliver comprehensive training sessions.

These sessions will focus on the latest advancements in AWS AI technologies, ML techniques, and high-performance computing services, equipping participants with the knowledge and skills to leverage these cutting-edge innovations effectively.

The post Columbia University Irving Medical Center and Amazon Web Services Join Forces to Develop AI-Driven Disease Detection and Diagnosis appeared first on Healthcare Outlook.

Deloitte Targets Four-to-Six-Month CRM Rollouts

Deloitte has introduced a preconfigured CRM offering for mid-sized life sciences organisations as it looks to reduce the time and complexity involved in front-office digital transformation.

FastForward™ for Life Sciences is between 70 and 90 per cent preconfigured and combines services, accelerators and a preconfigured Converge™ by Deloitte solution with Salesforce technology.

According to Deloitte, organisations can implement transformations within four to six months – twice as fast as traditional, heavily customised approaches.

The offering covers areas including field and healthcare professional engagement, territories, sampling, medical science liaison workflows, compliance controls and data-driven customer insights. A managed services model is also designed to support continued development following implementation.

Pete Lyons, Vice Chair and US Life Sciences Leader at Deloitte Consulting LLP, said: “We continually hear the same frustration from clients, mainly centering around the time they are devoting to updating their CRM systems.

This offering provides tested, pre-configured workflows and setups across the commercial capability set that match how life sciences team’s work. Instead of debating field layouts for months, they’re launching pilots in weeks and spending time on what matters; getting therapies to patients faster.”

Compliance Built into Life Sciences Transformation

The offering draws on Deloitte’s IndustryAdvantage™ approach and its experience in life sciences transformation, while incorporating AI and data capabilities.

Deloitte said FastForward for Life Sciences has been designed to address the regulatory requirements facing pharmaceutical and life sciences businesses alongside the need to accelerate digital transformation.

Nico Kleyn, Life Sciences Leader at Deloitte EMEA, said: “The life sciences industry faces a challenge: accelerating digital innovation while navigating an increasingly complex global regulatory landscape across the US, Europe, Asia and other key markets.

 Deloitte’s FastForward™ for Life Sciences embeds compliance and privacy by design from day one, reducing rework and delays.”

Agentforce Provides AI Foundation

The accelerator builds on Salesforce’s life sciences infrastructure and Agentforce technology, with Deloitte providing preconfigured workflows alongside implementation, guidance and change management support.

Cahba Kingwood, Senior Vice President, Global Life Sciences Acceleration Hub at Salesforce, said: “Salesforce sets the governance framework and quality bar that every certified partner utilizes with our accelerated life sciences program. That consistency is what makes implementations catch risk early, no matter who’s leading delivery.”

“Deloitte has built deep experience following that structure, and FastForward™ reflects that investment. It gives small and mid-sized life sciences organizations a collaborator with a proven, repeatable playbook, built on Salesforce’s standard for success. We look forward to working with Deloitte as they bring this program to our shared customers through active collaboration from the Global Life Sciences Acceleration Hub.”

‘A Faster Route to Enterprise’

Joe Ferraro, Senior Vice President and General Manager, Agentforce Life Sciences at Salesforce, added: “Life sciences organisations are operating in an increasingly complex regulatory environment where even out-of-the-box solutions can require additional configuration to get right.”

“Our industry-specific infrastructure provides the secure, agentic foundation that handles the heavy lifting by design, while Deloitte brings the blueprint that mid-sized organisations need to scale. Together, we’re removing the start-from-scratch barrier and giving these organizations an enterprise-grade operating system from day one.”

FastForward™ for Life Sciences is intended to give mid-sized organisations a faster route to enterprise CRM and agentic AI capabilities while supporting the compliance, data and operational requirements of the life sciences sector.

The post Deloitte and Salesforce Accelerate AI Transformation for Life Sciences appeared first on Healthcare Outlook.

EVERY PATIENT MATTERS. EVERY STAFF MEMBER COUNTS

“I left school at 16 and joined the Royal Air Force (RAF), with no career plan beyond wanting to make something of myself. The 12 years that followed taught me the fundamentals I have relied on ever since: discipline, planning, and leadership.”

This passionate start to a career is what led Neil Clark, CEO of Queen Elizabeth Hospital (QEH), to work within the healthcare industry – a sector that is not only in a state of constant development and innovation, but also directly impacts the lives of everyday individuals across the world.

After leaving the military and joining the UK’s National Health Service (NHS), Clark assumed the skills he had previously learned would transfer easily; however, he quickly discovered that this new industry would ask more of him.

“Hospitals are among the most complex organizations in society – running 24 hours a day, seven days a week, with thousands of professionals making hundreds of decisions every hour, often under immense pressure. The challenge for leaders is not simply managing that complexity; it is creating systems that allow talented people to deliver consistently excellent care,” he details.

Much of Clark’s early leadership career in the NHS was spent progressing through operational leadership roles at challenging healthcare facilities. It was through this work that he learned the most important lesson of his career so far – a plan, however well designed, is worthless without the people to deliver it. This was where he developed crucial skills, such as the ability to listen properly, build trust, and translate a technical plan into something frontline staff could believe in and own.

“It was also where I first noticed something that has shaped the rest of my career: the teams that improved fastest were almost always the ones with the best information about their own performance. You cannot fix what you cannot see – and you cannot expect people to change something they cannot measure,” he reveals.

LEARNING LEADERSHIP

By the time Clark left the NHS, his team had delivered measurable improvements in performance, finance, and culture at every hospital he had led – proof that the model of leadership he had developed since his days in the RAF was working; combining people skills with a growing belief in the value of good information.

“If the NHS taught me how to lead hospitals, my work in Abu Dhabi taught me how to lead healthcare systems. I was subsequently recruited to the Abu Dhabi Department of Health where I was no longer working for a single provider, but helping develop an entire health system,” Clark describes.

“For the first time in my career, I was looking at healthcare as an interconnected system rather than a single organization, and, to this day, it has fundamentally changed the way I think.”

Abu Dhabi’s combination of information and technology as core infrastructure and access to the people skills to attract providers taught Clark that healthcare should never be managed in isolation. The interdependencies of departments and the economics of preventative medicine highlighted that the chosen model of care shapes the performance of the whole system far more than the volume of any single service.

One of the greatest lessons Clark learned, however, was that patients do not experience separate hospitals, clinics, and government departments; they experience one healthcare journey. If organizations fail to work together, patients experience delays and duplication rather than seamless care. This is the exact perspective he brought to Barbados when he became CEO of QEH in April 2024.

“QEH is far more than a hospital – it is one of Barbados’ most important public institutions, and thousands of people pass through its doors every day at some of the most vulnerable moments of their lives,” he explains.

“I found an organization with highly committed and talented staff, proud of the care they provided despite real operational challenges, such as rising demand, workforce shortages, aging infrastructure, financial pressure, and a lack of coordinated information across paper records, spreadsheets, and systems. None of that was unique to Barbados. What was unique was the opportunity.”

BUILDING SYSTEMS

With all the challenges modern healthcare is currently facing, Clark decided that rather than treating those hurdles separately, QEH would look at the organization as a whole and build a strategic framework around modernizing infrastructure, financial sustainability, and digital transformation.

The centerpiece of this transformation is the roll-out of a new health information system within the hospital – to give every clinician a single, accurate, real-time view of a patient’s history, and provide QEH’s leadership with reliable data on what is happening across the organization.

“ A hospital does not sit in isolation, and one of the questions we are having to answer now is how that data needs to interoperate with the rest of Barbados’ healthcare providers,” expands Clark.

“We are extending that same discipline well beyond clinical care, digitizing our human resources (HR), finance, and procurement records by moving that information off paper and into systems that let us plan properly.”

Ultimately, none of these developments would be possible without the belief that Clark first learned in the NHS: buildings and systems do not care for patients; people do. His philosophy – every patient matters; every staff member counts – is what connects the two.

It is why the hospital is expanding recruitment and training, investing in technology, and why Clark always reminds colleagues that equipment and information systems alone do not transform healthcare; transformation happens when investment in data is matched by investment in people, leadership, and culture.

Small island nations often possess advantages that larger healthcare systems struggle to replicate. Decision-making can be faster, partnerships closer, and innovation implemented more rapidly because people know one another and share a common commitment to their communities.

“I believe QEH has the potential to not only remain Barbados’ national referral hospital, but also become one of the Caribbean’s leading centers of excellence – a hospital where good data and leadership reinforce one another,” impassions Clark.

“That will not happen overnight, but every day I see colleagues, better informed and genuinely empowered, moving us another step closer.”

THE FUTURE, LEADERSHIP, AND LEGACY

Having worked across myriad healthcare systems, Clark has seen how rapidly healthcare continues to evolve, from paper records to integrated systems, and now to artificial intelligence (AI), predictive analytics, and genomics.

“I believe the future will be shaped just as much by leadership and culture as technology, because data on its own changes nothing. It is only useful once it changes a decision, and healthcare remains, above all else, a human profession,” he asserts.

The role of technology is to enable healthcare professionals to deliver better care, not to replace them – a philosophy that underpins everything being built at QEH. The future lies in organizing healthcare around the patient rather than around departments and professional boundaries, with information following the patient across hospitals, primary care, and community services, and in organizing leadership around empowered people rather than command-and-control.

In looking towards the future of the industry, Clark views his role, and leadership in general, as a temporary custodian for an organization.

“Rather than asking what I can achieve during my tenure, I try to ask what I will leave behind. Some of what we are building at QEH will be visible while some will be less so – but it will matter just as much, because they will be shaping how the hospital cares for patients and empowers staff, long after I have moved on,” Clark notes.

As he reflects on his own journey, Clark recognizes how fortunate he has been to work alongside extraordinary people, and how much the tools available to healthcare leaders have changed along the way. No meaningful achievement in healthcare is ever the work of one individual, but the result of teams united by a common purpose and the shared information that lets them act together.

“Technology may transform how we deliver care, and data may transform how we plan it, but compassion, professionalism, teamwork, and trust will always define whether we succeed. That is why every decision at QEH is guided by one simple belief: every patient matters. Every staff member counts,” Clark proudly concludes.

“Those six words have become more than a motto; they have become my philosophy of leadership. If the systems, information, and empowered people we are building today continue to guide this hospital long after my time here has ended, I will consider that my greatest achievement.”

The post Queen Elizabeth Hospital : Every Patient Matters, Every Staff Member Counts appeared first on Healthcare Outlook.

RESHAPING THE HYGIENE CATEGORY

Announcing its proprietary alternative natural fiber innovation program, Kimberly-Clark Corporation (Kimberly-Clark) is building the foundation for a next-generation, high-performance, sustainable materials platform.

With the potential to power the company’s future hygiene products with enhanced performance, quality, and sustainability, Kimberly-Clark’s team of researchers and scientists developed its newest initiative. They achieved this breakthrough by creating a patented technology platform via the transformation of fibers from a rapidly renewable succulent plant into sustainable material.

Craig Slavtcheff, Chief Research and Development Officer at Kimberly-Clark, states: “This represents an exciting moonshot for Kimberly-Clark and the culmination of more than two decades of materials and plant science expertise. We have developed a highly proprietary technology platform rooted in alternative fiber research and believe that these novel natural fibers will form our next great materials platform – an innovation with the potential to reshape the hygiene category. While testing continues, we are optimistic by early results and believe these materials will provide curve-bending performance in our products while strengthening our long-term growth and supply chain resilience and accelerating our journey toward a future less dependent on traditional fiber sources.”

The company is confident that its alternative natural fiber has the potential to be integrated across its myriad hygiene products, boosting its efforts to deliver consumer-inspired, science-driven innovation, strengthening its long-term fiber supply resilience, and, ultimately, advancing responsible stewardship of natural resources for the future.

LONG-TERM FIBER SUPPLY RESILIENCE

Kimberly-Clark’s alternative natural fiber program showcases its consumer-led innovation model, which highlights making strategic investments in disruptive technologies. The goal of this initiative is to deliver the best product at the lowest cost, while upholding responsible stewardship of the resources essential to Kimberly-Clark’s offerings.

The company anticipates that the products developed using this technology will support its strategy of focusing on higher-value, differentiated spaces where it has the right to win.

“Kimberly-Clark is at its best when we harness the power of science to solve real human needs and deliver Better Care for a Better World. Our alternative natural fiber program is an example of our Powering Care strategy in motion and how we are pushing the boundaries of what we can deliver to consumers to meaningfully enhance how they experience products they rely on every day. We are energized by all the ways this promising innovation can reset the standards in our product categories, while delivering the care consumers seek from us and ongoing value to our shareholders,” states Jeff Melucci, Chief Strategy, Business Development, and Administrative Officer at Kimberly-Clark.

Specifically, the company’s research scientists identified a promising solution in hesperaloe – a native, low-water plant that thrives in the arid climate of the Southwest US – after evaluating over 70 different fiber candidates across performance, sustainability, and cost criteria.

Based in Yuma, Arizona, Kimberly-Clark’s innovation program has demonstrated that hesperaloe and its proprietary technologies result in a rapidly renewable natural fiber source that carries the performance and quality standards that consumers have come to expect from the company and its trusted brands. This foundation for a high-performance, sustainable materials platform highlights the company’s commitment to its ‘Better Care for a Better World’.

The post Kimberly-Clark Announces Natural Fiber Innovation appeared first on Healthcare Outlook.

In healthcare settings such as hospitals and nursing homes, effective communication is essential to enable staff to deliver the right care to patients and respond rapidly in emergencies.  

Communication devices need to work reliably and enable staff to move around freely without losing connection. But for IT teams, providing connectivity across a large healthcare facility is not simply about giving every member of staff a phone. Devices that can handle the size and layout of the building, support different uses, and ensure reliability for staff are also required.  

This is where Digital Enhanced Cordless Telecommunications (DECT) can play an important role. Rather than having voice communication compete with other applications on an existing wireless network, healthcare providers can use DECT to provide scalable cordless communication across their facility.  

TAKING VOICE OFF THE WI-FI NETWORK  

Many healthcare organisations now depend on Wi-Fi to support their day-to-day operations. Laptops, tablets, medical equipment, patient systems, and other connected devices often all rely on one wireless network. 

This means when setting up a communications system, IT teams need to think about how much network capacity they have, how far the network reaches, and how reliable it is. But they don’t need to put voice communication on the same wireless network as everything else. 

DECT operates independently of Wi-Fi and Bluetooth, using a dedicated frequency band for cordless voice communication. It allows organisations to keep voice separate from wireless traffic – meaning healthcare staff benefit from a dedicated communication channel with no interference and clearer call quality. 

SCALING COMMUNICATIONS AROUND THE BUILDING  

DECT’s flexibility is also useful as it can be tailored to the size and complexity of a healthcare organisation.  

In a small GP practice, a single or dual cell system may be enough to keep doctors, reception, and other teams connected. In a hospital or larger care facility, a multi-cell network can extend coverage across multiple wards, floors, and buildings.  

When multiple base stations are set up around a building, staff can carry a DECT handset as they move around while maintaining connectivity. Consider a nurse moving between wards during a shift. They need to remain reachable, contact colleagues quickly, and respond to changing patient needs.  

A well-designed DECT deployment will provide consistent voice connectivity across all areas. For IT teams, this scalability is one of DECT’s biggest advantages. The technology can support communication needs in small practices as well as across big multi-building environments.  

KNOWING WHERE THINGS ARE  

Once this connectivity has been established, technology such as beacons and gateways can also be added to enable location and asset-tracking capabilities. 

On a hospital ward, for instance, staff members often need to find patient transfer trolleys, a piece of equipment, or even simply a colleague. Without location technology, the process can mean calling or messaging colleagues or losing time because of physically searching different areas of the building. 

With asset tracking capabilities in place, this becomes much more efficient. Equipment can be located quickly, meaning staff can spend less time searching and more time caring for patients.  

UPHOLDING HYGIENE STANDARDS  

Hygiene is equally important in healthcare environments. When staff are sharing communication devices, they can quickly become a breeding ground for bacteria and viruses if they are not manufactured with hygienic materials. 

To uphold hygiene requirements, organisations can use DECT devices with protective casings certified to the JIS Z 2801 industrial standard. These casings are made to withstand regular cleaning with ethanol-based disinfectants. 

This makes them well-suited for use in intensive care units, neonatal units, and operating theatres, where strict infection control matters. 

KEEPING DEVICES READY  

Of course, a communications system is only useful if staff have devices that are ready to use. Healthcare workers can spend an entire shift moving between different areas of a facility, so handset availability and battery life are important practical considerations. 

Long battery life helps ensure that cordless phones remain available throughout the working day. And when a handset does need charging, staff do not necessarily have to wait for it to become available again. A simple exchange system allows a nurse to swap a depleted handset for a fully charged device. 

Multichargers can support this approach by charging multiple phones simultaneously, helping healthcare organisations maintain a ready supply of handsets for different shifts. It also takes the pressure off staff to find a working device. 

SUPPORTING CONNECTED HEALTHCARE  

The role of communications technology in healthcare is changing. Where fixed desk phones at nursing stations were typically used to reach others, healthcare organisations now need to create an environment in which staff can communicate reliably, locate equipment efficiently, and move around the facility without losing connection.  

DECT can form an important part of that infrastructure. Its ability to provide dedicated voice connectivity across larger areas and multiple buildings, while also integrating with beacons and gateways, means it can support a broader connected healthcare strategy. 

The post DECT in Healthcare: Building a Smarter, More Connected Environment appeared first on Healthcare Outlook.