TECH-ENABLED SUCCESS

In the UK right now, nearly 650,000 people are currently out of work due to musculoskeletal (MSK) problems.

That’s 650,000 people who can’t do the jobs they want to do, support their families, or live the lives they planned. This isn’t just a healthcare crisis, but an economic one.

The NHS is tackling this with a preventative approach to care, starting with the rollout of the WorkWell scheme and, more recently, a tech-enabled programme designed to help patients manage their conditions remotely and get back to work sooner. 

The success of the programme demonstrates the importance of preventative care, with a 20 percent reduction in 18-week-plus community MSK waiting lists across the UK.

However, with an existing waiting list of 350,000, the NHS can’t address this crisis alone. To get Britain back to work, the government must also look to the private MSK sector – which already delivers a third of all physiotherapy – to accelerate efforts with tech-led interventions.

THE AGILITY ADVANTAGE

Technology plays a core role in scaling different types of MSK support across the country. Whether it’s connecting a patient to the right expert for treatment or facilitating remote care, digital solutions are needed to streamline patient pathways so a patient waiting three weeks can be seen in one.

When it comes to trialing and scaling solutions, the private sector has the advantage of being able to move faster than the public sector.

Private clinics can adopt new technology without the lengthy procurement cycles the NHS has to work through. That means they can integrate AI-driven triaging and automated workflows in weeks rather than years.

By working in tandem with the NHS, private providers can act as a fast-moving extension of national efforts to get people back to work.

Many clinics are adopting clinic management platforms to manage appointments, connect patients with the right specialists for their needs, and automate patient communications.

These features cut down on admin, free up clinicians’ time, and mean more patients can be seen – without increasing headcount costs. These are essential capabilities to help work through long NHS waiting lists.

PERSONALISED CARE

As well as helping practitioners to treat more patients, digital solutions can help MSK clinics provide more tailored care. Modern integrated platforms make specialist care more scalable – particularly with hybrid care models that combine remote and in-person treatment options.

For example, for a patient with limited mobility who would prefer to receive treatment at home, an integrated platform can give them greater control over their treatment plan with personalised exercise data and remote monitoring.

That means treatment that fits around the patient’s lifestyle, which contributes to faster progress and a return to work.

Beyond hybrid care models, digital tools also help clinics personalise care based on preferences such as language, gender and practitioner specialism, ensuring that patients receive the best care for their needs.

SCALING IMPACT

By adopting the right tools to manage admin, clinics can focus more on patient care and scale their operations to help more people.

A great example of this is a Belfast-based MSK clinic we work with that achieved a 100 percent year-on-year increase in new patient bookings by adopting automation features.

The clinic implemented TM3’s online booking portal, empowering patients to manage and change appointments themselves. That gave significant time back to clinics, which was reinvested into reaching new patients.

Paired with marketing integrations, it enabled the clinic to significantly grow its operations and see more patients.

This example is just one clinic. Scale that across every private MSK clinic in the country, and the numbers add up quickly.

GIVING MORE PEOPLE THE CHANCE TO GET BACK TO WORK

Solving the MSK crisis is essential to the UK’s general and economic health, and addressing workforce inactivity requires making use of every available resource.

Beyond NHS initiatives, the private sector has proven, practical technology that’s already helping MSK practitioners treat more patients faster and more effectively.

By empowering private clinics with technology, we can accelerate the successes we’ve already seen from government-led policies, help alleviate the strain on NHS waiting lists and make staying and returning to work a reality for hundreds of thousands of people.

The question for every private MSK clinic isn’t whether to adopt digital tools – it’s how quickly they can.

The post The Digital Backbone: Why private MSK clinics are the secret weapon in Britain’s ‘Back to Work’ strategy appeared first on Healthcare Outlook.

Building on Packaging and Circular Economy Progress

The strategy centers on integrating sustainability into core operations, with an emphasis on value creation for the business, communities, and the environment.

The new roadmap builds on progress achieved under the company’s 2025 strategy, particularly in packaging innovation.

Since introducing a recyclable toothpaste tube in 2019, Colgate-Palmolive has transitioned approximately 97% of toothpaste SKUs in North America and 98% globally to recyclable formats. These tubes are now sold in more than 70 countries worldwide.

Across its broader portfolio, around 96% of packaging is currently designed for recycling, with a target of reaching 100% by 2030.

Embedding Sustainability into Business Strategy

Colgate-Palmolive emphasized that sustainability is being integrated directly into its business model to drive innovation and long-term value.

Ann Tracy, Chief Sustainability Officer at Colgate-Palmolive, said:

“Our 2030 Strategy targets the areas where we can make the greatest difference, fostering growth for our business and our communities.”

“This work involves Colgate-Palmolive People around the world and supports our purpose to reimagine a healthier future for all.”

Expanding Social Impact Through Global Health Programs

Colgate-Palmolive continues to scale its social impact initiatives as part of its sustainability agenda.

The Colgate Bright Smiles, Bright Futures program has reached approximately 2 billion children and their families in over 100 countries since 1991, providing oral health education and support. The company aims to expand this to 2.7 billion people by 2030.

In parallel, its Hill’s Food, Shelter & Love program in the United States has delivered over $300 million in pet food donations, supporting more than 1,000 shelters and helping over 16 million pets find homes since 2002.

Advancing Renewable Energy and Climate Targets

Colgate-Palmolive is also progressing its climate transition plan. As of the end of 2025, approximately 83% of its global electricity use comes from renewable energy sources, with a target of reaching 100% by 2030.

These efforts form part of a broader push to build a climate-resilient value chain and improve operational sustainability.

Three Strategic Pillars Drive 2030 Roadmap

The company’s 2030 strategy is structured around three core ambitions:

•             Driving Social Impact through inclusion, wellbeing, and healthier habits

•             Helping Millions of Homes by delivering sustainable product innovation and improving lives for people and pets

•             Preserving the Environment by addressing plastic waste, climate resilience, water security, operational efficiency, and biodiversity

Together, these pillars are designed to align sustainability goals with business performance.

Committing to Impact

“I continue to be inspired and optimistic about our future, especially as CP People around the world are committing to impact and innovating to support a healthier planet,” adds Ann Tracy.

“As we look toward 2030, we will focus on how our actions drive value creation, fostering long-term growth and resilience for people, pets and the planet – we call this our win-win-win principle. We Make more Smiles when we create this positive fly-wheel.”

Focus on Value Creation and Operational Resilience

The company highlighted that its approach prioritizes high-impact initiatives designed to deliver benefits across consumers, the business, and the planet.

By embedding sustainability into operations, Colgate-Palmolive aims to strengthen resilience, support innovation, and meet evolving expectations from stakeholders, including customers, employees, partners, and investors.

Next Steps and 2030 Outlook

The 2030 Sustainability & Social Impact Strategy is fully integrated into the company’s broader strategic plan.

Colgate-Palmolive plans to report progress and introduce additional 2030 targets in its upcoming Sustainability and Social Impact Report later this year.

The post Colgate-Palmolive Unveils 2030 Sustainability Strategy to Drive Growth and Impact appeared first on Healthcare Outlook.

AT THE FOREFRONT OF AI HEALTH TRANSFORMATION  

Novo Nordisk has announced a strategic partnership with OpenAI, positioning the company at the forefront of artificial intelligence (AI) transformation in healthcare and accelerating the delivery of new treatments to patients. 

The collaboration will see advanced AI capabilities applied to analyse complex datasets, identify promising drug candidates, and reduce the time taken to progress from research to patient. The partnership has been established with strict data protection, governance, and human oversight to ensure ethical and compliant use. 

“This partnership is one important step in positioning Novo Nordisk to lead in the next era of healthcare. There are millions of people living with obesity and diabetes who need treatment options, and we know there are therapies still waiting to be discovered that could change their lives,” says Mazier Mike Doustdar, President and CEO of Novo Nordisk.   

“Integrating AI in our everyday work gives us the ability to analyse datasets at a scale that was previously impossible, identify patterns we could not see, and test hypotheses faster than ever. This means discovering new therapies and bringing them to market faster than ever before.” 

FORGING BUSINESS DEVELOPMENT  

OpenAI will also support Novo Nordisk in upskilling its global workforce and strengthening AI literacy. In addition, the partnership will apply AI capabilities to enhance efficiency across manufacturing, supply chain and distribution, and corporate operations. Pilot programmes will also be launched across R&D, manufacturing, and commercial operations, with full integration targeted by the end of 2026. 

“AI is reshaping industries, and in life sciences, it can help people live better, longer lives,” adds Sam Altman, CEO of OpenAI.  

“This collaboration with Novo Nordisk will help them accelerate scientific discovery, run smarter global operations, and redefine the future of patient care.” 

The agreement builds on Novo Nordisk’s existing AI initiatives, including collaborations with technology partners and research organisations to develop best-in-class capabilities. 

ABOUT NOVO NORDISK  

Headquartered in Denmark, Novo Nordisk is a leading global healthcare organisation. Since its inception in 1923, the company has delivered on its purpose to drive change, defeat serious chronic illness, and build upon its heritage in diabetes. 

Novo Nordisk achieves this by pioneering scientific breakthroughs, expanding access to cutting-edge medicines, and working to prevent and ultimately cure disease across its global footprint of 170+ countries.  

The post Novo Nordisk and OpenAI Partnership Transforms Medicine Discovery appeared first on Healthcare Outlook.

Agentic AI designed to simplify drug discovery workflows

The platform is aimed at helping scientists design and test drug candidates faster during the early stages of development, with AWS positioning the application as a way to reduce complexity in AI-powered pharmaceutical research and make advanced computational tools more accessible to scientists without coding expertise.

According to AWS, Amazon Bio Discovery provides researchers with direct access to a catalog of specialised biological foundation models (bioFMs) trained on biological datasets to generate and evaluate potential drug candidates.

A core feature of the platform is an AI agent that enables scientists to use natural language to guide research workflows, helping users select the right AI models, optimise inputs and evaluate candidates for experimentation.

AWS said the application also allows scientists to train models using prior experimental data from their own organisations, improving prediction accuracy and reducing the number of experimental iterations needed.

“AI agents make powerful scientific capabilities accessible to all drug researchers, not just those with computational expertise,” said Rajiv Chopra, vice president of AWS Healthcare AI and Life Sciences.

“These AI systems can help scientists design drug molecules, coordinate testing, learn from results, and get smarter with each experiment. This combination of cutting-edge AI and the robust, secure infrastructure AWS has built for regulated industries allows scientists to accelerate antibody discovery in ways that weren’t possible before.”

Integrated lab testing closes the experimentation loop

Amazon Bio Discovery includes integrated laboratory partners that allow researchers to send top-performing antibody candidates directly for synthesis and testing.

Partners currently include Twist Bioscience and Ginkgo Bioworks, with A-Alpha Bio expected to join soon.

AWS said test results are then routed back into the platform to create a “lab-in-the-loop experimentation cycle,” allowing each experiment to improve subsequent rounds of design.

The company said the platform is intended to replace fragmented workflows where researchers currently manage disconnected systems, multiple lab partners and manual coordination.

Memorial Sloan Kettering used platform to accelerate antibody design

Memorial Sloan Kettering Cancer Center (MSK) used Amazon Bio Discovery to accelerate antibody design for potential paediatric cancer therapies.

Working with MSK, AWS said the platform designed nearly 300,000 novel antibody molecules, with the 100,000 top candidates sent to Twist Bioscience for testing.

According to AWS, a process that can take up to a year using traditional design methods was reduced to weeks from candidate design through lab testing.

“We’re glad to be able to join forces with Amazon Bio Discovery to develop the next generation of antibodies that will potentially speed up the process to help patients worldwide,” said Nai-Kong Cheung M.D., Ph.D., Enid A. Haupt Chair in Pediatric Oncology at Memorial Sloan Kettering Cancer Center.

“As researchers, we spent 20 years just to prove that the first generation of antibody worked, and then we spent another 13 years getting it into the human form before getting FDA approval. This path has been very inefficient. Patients come here with a clock. We need results sooner.”

Built for enterprise life sciences adoption

AWS said Amazon Bio Discovery is built on infrastructure already used by the pharmaceutical industry, noting that 19 of the top 20 global pharmaceutical companies use AWS for research workloads.

The company said the platform offers enterprise-grade scale, performance, privacy and security, with complete data isolation and customer ownership over proprietary data and intellectual property.

Early adopters include Bayer, the Broad Institute, Fred Hutch Cancer Center and Voyager Therapeutics.

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CONSUMER PRODUCTS SHAPED BY ECODESIGN  

Sustainability is increasingly shaping the consumer health market. Products marketed as sustainable recorded an eight percent increase in value between 2020 and 2023, outperforming the broader category, according to Euromonitor International. 

At the same time, global demand for renewable and sustainable energy sources and materials continues to grow, supported by the expansion of bio-based products. 

This interest is also evident in personal health, where three in four consumers report strong interest in bio-based personal care products. 

For Philips, this shift correlates with its position as an established sustainability leader. For instance, in 2020, the company reached its target of carbon neutrality in its operations and began sourcing 100 percent of its electricity from renewable sources.  

Philip’s fundamental principle of improving people’s health and well-being through meaningful innovation extends across the entire value chain, from the supply chain to the materials and packaging used.  

The company develops new products and services in line with its EcoDesign principles, which guide efforts to improve energy efficiency, reduce reliance on virgin materials, increase recycled content, and phase out hazardous substances.  

Teams also prioritise circular design, making products easier to repair and recycle, whilst simplifying packaging so it can be reused or more efficiently processed at end of life. 

Driven by growing consumer preference for more eco-friendly products, alongside its commitment to more sustainable operations, Philips Personal Health is investing in the use of bio-based materials, whilst continuing to support healthier, longer lives.  

The full portfolio of Philips Sonicare toothbrush heads is now made from 70 percent bio-based plastic, and the company has expanded its use of paper-based packaging. These developments represent two examples of improvements across product design and packaging. 

FORGING A BETTER FUTURE FOR BABY PRODUCTS  

Today, more parents are being influenced to purchase sustainably sourced products. With eco-friendly materials emerging as a key area of innovation, the brand has taken significant steps to capitalise on this bio-based opportunity. 

One example is the upcoming launch of Philips Avent’s Ultra Pacifiers. Trusted by parents worldwide, the new pacifiers are made from 80 percent plant-based material. This is derived entirely from vegetable oil, contains no animal fats, and does not compete with the food chain. As a renewable resource, it also generates lower carbon dioxide emissions. 

While research shows that bio-based materials and processes can deliver environmental, social, and economic benefits, Philips Avent needed to ensure the pacifiers met the highest standards of sustainability, safety, and comfort for babies, explains Mirko Cartei, R&D Leader, Mother & Child Care: 

“As part of our commitment to making all new and redesigned Philips Avent products more sustainable, the biggest challenge was ensuring we selected the right material and its traceable supply chain.  

“This process involved lengthy discussions with different suppliers, followed by thorough testing to ensure the materials met health and safety standards. We also had to review and study suppliers’ sustainability reports (Life Cycle Analysis) and coordinate the certification of the material supply chain traceability.  

“This process involved us obtaining a lot of data that we then had to examine and process,” adds Mirko. 

RECONDITIONING AND REFURBISHING 

Growing demand for more sustainable and affordable options is also shaping consumer interest in refurbished goods. Surveys indicate that more than 70 percent of millennials and Gen Z consumers are open to purchasing refurbished electronics, in particular.  

Through its Refurb Editions programme, Philips restores a selection of Personal Health products, including Philips Lumea IPL hair removal devices, Sonicare toothbrushes, and selected shavers. Many of these products were previously sold online and returned within 30 days.  

Philips replaces hygiene-related components, such as shaver blades, and thoroughly cleans each item. Products are then tested to ensure they meet strict quality standards before being repackaged in original or recycled materials and sold with a two-year warranty.  

In 2024, more than 30,000 refurbished Philips-branded products were resold, with an estimated nine kilotonnes of products and packaging recycled in the EU alone. 

PILOTING 3D PRINTING PARTS FOR DIY CONSUMERS  

With 77 percent of Europeans indicating they would prefer to repair a product rather than replace it, Philips Personal Health has partnered with Prusa Research, a leader in 3D printing, to launch a pilot programme in Czechia called Fixables.  

The initiative provides free access to 3D-printable files for selected Philips accessory parts. Using these open-access files, consumers can repair components that are lost, worn, or out of warranty, rather than replacing the entire product.  

The pilot aims to strengthen the brand’s circular model, enabling consumers to extend product lifecycles without compromising on quality. 

FROM PLASTIC TO PAPER  

Consumers increasingly expect brands to innovate across both products and packaging to reduce environmental impact.  

This includes adopting more sustainable materials and developing solutions that minimise waste. Philips Personal Health continues to expand its use of more environmentally driven packaging across its portfolio.  

This commitment is evident in several areas: all Sonicare brush heads are now packaged in recyclable materials, whilst products such as the Philips OneBlade and Philips i9000 shavers feature paper-based packaging. In addition, the newly redesigned Ultra Pacifiers are sold in sustainable or recyclable packaging. 

DEDICATED TO PLANET AND PEOPLE 

Each step towards a healthier planet matters, and consumers expect brands to clearly demonstrate both their commitment to sustainability and the progress they are making.  

This shift towards more sustainable materials and design approaches reflects a broader evolution that will continue to reshape how products are made, used, and reused in the years ahead. 

Philips is progressing on this journey alongside consumers. Having achieved its goal of becoming 100 percent carbon neutral in its own operations in 2020, the company is now advancing its environmental ambitions for 2030.  

These include reducing the use of virgin non-renewable materials and increasing the availability of materials for reuse. By rethinking product design and packaging, and extending product lifecycles through refurbishment, Philips is making sustainability more tangible for consumers. 

The post Philips Drives a Circular Economy Through Sustainable Design appeared first on Healthcare Outlook.

Haleon selects SAP to strengthen digital infrastructure

SAP SE and global consumer health company Haleon have announced a new technology agreement that will see Haleon adopt SAP Business Suite to enhance its enterprise digital infrastructure and advance artificial intelligence capabilities across its operations.

The move is intended to help Haleon operate, scale and serve consumers more effectively by building stronger digital foundations for delivering its everyday health products.

“Delivering a better consumer experience starts with strong foundations, and leading digital technology and infrastructure are at the heart of this,” said Claire Dickson, Haleon’s chief digital and technology officer. “Our latest partnership with SAP is another important step in our journey to becoming a world-class consumer company. It will revolutionize how we operate, with AI-enabled systems driving faster, simpler, more integrated ways of working. This will allow our people to focus on what matters most—serving consumers and unlocking growth.”

Standardising processes across global operations

SAP Business Suite will enable Haleon to simplify and standardise critical processes across its global operations, supporting more integrated and automated end-to-end processes across the organisation.

The technology will provide clearer visibility across markets and replace fragmented workflows with more intuitive systems, allowing the company to operate with greater speed, consistency and resilience.

These improvements are expected to strengthen supply chain responsiveness, support innovation and help Haleon respond more effectively to changing consumer needs.

Building an AI-ready enterprise platform

Through the new platform, Haleon will integrate core business processes across finance, supply chain, human resources and sales into a connected system supported by real-time data.

Embedding AI capabilities within the company’s digital infrastructure will allow teams to make more data-driven decisions and respond more quickly to changing consumer demand. Automation of routine tasks across multiple functions will also free employees to focus on higher-value strategic work.

“AI outcomes depend on connected processes and trusted data,” said Peter Maier, SAP’s senior vice president for strategic customer engagements. “With SAP Business Suite, Haleon is building an AI-ready foundation that embeds intelligence across the enterprise, helping simplify operations, improve resilience and scale innovation.”

Supporting future AI-assisted innovation

As part of the transformation programme, Haleon plans to adopt SAP Cloud ERP applications with embedded AI capabilities and deploy the SAP Business Data Cloud solution.

The platform will help harmonise SAP software and third-party data into a governed single source of truth, enabling AI-assisted innovation and supporting agentic AI systems that can identify issues earlier and recommend actions across key business processes.

The digital transformation builds on a long-standing relationship between the companies, with Haleon expected to begin transitioning from its current SAP ERP Central Component platform later this year.

The post Haleon : Adopting SAP Business Suite to Accelerate AI-Driven Growth appeared first on Healthcare Outlook.

Partnership aims to simplify medical data sharing for patients and providers

The initiative aims to modernise healthcare by reducing repetitive paperwork and enabling American patients to control and share their health data across providers.

Under the partnership, Samsung Galaxy smartphone users can securely access their health records through the Health Records feature in the Samsung Health app. The system allows users to view their medical history, interpret information in plain language and share verified records with participating healthcare providers.

Turning smartphones into the “front door” of healthcare

According to the companies, the collaboration moves healthcare interoperability from policy into real-world use, helping address a long-standing challenge for patients who often need to complete the same forms at every appointment or manage multiple disconnected patient portals.

“This is the moment interoperability becomes real for people,” said Kristen Valdes, CEO and Founder of b.well. “For years, patients were promised access to their health data but still faced friction at every appointment. Now the experience matches the policy, your health information moves with you.”

The platform allows patients to share verified medical information instantly with healthcare providers, removing the need to repeatedly provide medication lists or wait for records to be transferred between healthcare systems.

What can patients do?

• Ask questions about diagnoses or medications
• Receive plain-language explanations
• Share accurate information with clinicians instantly
• Receive visit summaries after appointments
• Prepare for doctor visits with comprehensive summaries of what’s changed since their last appointment, including suggested topics and questions to discuss
• Receive ongoing nudges aligned to their physician’s care plan, helping them stay on track between visits

Conversational AI helps patients understand medical records

Beyond simple access to records, the system uses conversational AI to translate clinical data into plain language explanations based on a patient’s verified medical history.

Patients can use the technology to ask questions about diagnoses or medications, prepare for appointments with summaries of changes in their health history, receive visit summaries after consultations and track care plan recommendations.

The companies say this approach helps patients better understand their health information while also improving communication between patients and clinicians.

Key Capabilities

• Kill the Clipboard: Secure digital sharing of verified medical history
• Conversational AI: Access clinical records and insights via b.well’s conversational AI and health assistant ‘bailey’
• Nationwide Connectivity: Integration across major healthcare systems
• Trusted Identity: Secure patient verification through CLEAR1
• Instant Visit Summaries: Real-time updates after care

Open ecosystem connects consumer health data with clinical systems

Samsung said the initiative reflects a different approach to digital health integration by connecting consumer devices directly into clinical workflows using national interoperability standards.

“This is about making healthcare simple by reducing friction for consumers to easily access, manage, and share their medical records,” said Dr. Hon Pak, Senior Vice President and Head of Digital Health Team, Mobile Experience Business, Samsung Electronics.

“Samsung will combine lifelog data, including health metrics (sleep, exercise, nutrition, and mindfulness) with medical records, and then make it easily sharable to their doctors. Our partnership with b.well shows how mobile technology can connect people, providers, and health records at a national scale.”

Secure identity verification enables safe data exchange

Behind the platform, b.well connects users to their health data through a nationwide network of healthcare systems and data sources. Identity verification and secure data exchange are enabled through the CLEAR platform CLEAR1.

“With CLEAR1’s safe and easy technology now available at Samsung Galaxy users’ fingertips, they can expect a more seamless healthcare experience while simultaneously addressing the growing challenges of identity risk, ultimately improving access to care,” said David Bardan,  SVP, General Manager of Healthcare and GovTech at CLEAR.

The post Samsung and b.well Support ‘Kill the Clipboard’ Initiative With Smartphone-Based Health Records appeared first on Healthcare Outlook.

AT THE HEART OF HIGH-QUALITY CARE

Whether locating an on-call doctor, coordinating a patient transfer, or responding to an emergency alarm, the ability of staff to communicate quickly and reliably directly impacts patient safety.  

Within a system as large as the UK’s healthcare sector, this is a considerable challenge. The NHS alone employs more than 1.3 million people in England, whilst the wider health and social care ecosystem supports several million roles across the country.  

Healthcare providers such as hospitals, clinics, and nursing homes are focused on delivering high-quality patient care, and digital tools are becoming an essential part of making that possible. Technology is helping to streamline workflows, improve coordination between teams, and ensure staff can access information quickly.  

Effective communication systems are central to this, helping staff work together more efficiently and respond more rapidly in emergencies. Any communication solution must be able to meet multiple requirements, however. With healthcare often being a busy and high-pressure environment, devices need to work reliably and comply with strict safety and hygiene standards. 

TECHNOLOGY DESIGNED FOR IMMEDIACY  

One of the biggest challenges for healthcare IT teams in hospitals is that communication needs vary. What works in one building, floor, or unit may not work in another. Mobility will always remain essential, though, as individuals are frequently on the move between wards, patient rooms, and departments during their shifts. 

The use of Digital Enhanced Cordless Telecommunications (DECT) over IP technology is proving to be an effective solution. By combining the reliability of DECT – which operates on a dedicated frequency band separate from Wi-Fi and Bluetooth – with an IP-based system, healthcare providers can deploy secure wireless communications whilst maintaining stable voice connectivity across large buildings.  

For healthcare professionals, a DECT IP cordless handset does far more than make calls. For example, if a patient’s condition suddenly deteriorates, staff can instantly alert colleagues with the press of a dedicated alarm button.  

Additionally, rolling out a beacon solution and placing tags on other handsets means staff can locate other team members within seconds. When these tags are placed on medical equipment, this can also speed up the time to locate the nearest ultrasound scanner or blood pressure monitor. 

These wireless handsets are also very useful for everyday care management. Function keys on handsets can be configured to trigger specific actions, such as activating alarms or updating digital records via the IT system. When one of these keys is pressed, a signal is sent over the provider’s wireless network back to the central server that manages patient records. A member of staff might press a ‘medication given’ key to immediately log when medication has been administered. 

RESPECTING HOSPITAL HYGIENE STANDARDS  

Whilst reliability and mobility are essential, hygiene is another critical consideration.  

Infection control and prevention don’t just apply to operating theatres or surfaces, but also to devices that are handled by several members of staff. These shared communication tools can contribute to the spread of bacteria and viruses if they are not designed with suitable materials.  

To address this, manufacturers such as Snom Technology have created devices equipped with special protective covers certified according to the industrial standard JIS Z 2801, which can withstand frequent cleaning with ethanol-based disinfectants.   

This special casing ensures the phones don’t become a breeding ground for bacteria and remain compliant with the strictest health protocols. These design considerations are especially important in intensive care units, neonatal units, or operating theatres, where even a minor lapse in infection control can have serious consequences.  

In addition, DECT IP phones offer specific features to support cleaning in patient rooms and operating theatres. For example, nurses can send a notification when a room is ready for cleaning with a single button push. This alert is immediately sent to the cleaning team, who in turn can update the status of the room after completing their work – ensuring a quick turnaround and improving coordination between different departments. 

ADAPTING TO COMPLEX HEALTHCARE ENVIRONMENTS  

Another persistent challenge when setting up communication systems is the physical complexity of buildings. Many hospitals operate from ageing buildings, with thick walls and multiple floors that complicate wireless coverage.  

Devices that rely on Wi-Fi networks may struggle with dead zones or signal congestion. But DECT multi-cell solutions are designed to provide consistent coverage – no matter how large or architecturally complicated the building.  

Multiple base stations can be deployed across a single building to ensure coverage is maintained across different wards and departments – and staff remain connected wherever they are.  

Automatic provisioning and centralised management also help reduce the burden on IT teams by simplifying deployment and maintenance of these devices. 

IMPROVING EFFICIENCY AND PATIENT EXPERIENCE  

In an environment where speed is so often of the essence, seamless communication can impact both operational efficiency and the quality of patient care.  

Optimising processes such as locating staff, managing emergency situations, and finding free bed space has a direct influence on staff and patient experience, as well as the sustainability of the healthcare system. 

DECT IP technology represents an intelligent, scalable solution that is aligned with the current challenges facing healthcare providers.  

Its ability to integrate into critical environments, guarantee hygiene, facilitate mobility, and improve internal communication makes it a key support for hospitals and social healthcare centres that are undergoing digital transformation. 

The post Snom Technology : Why Safe and Reliable Communications Must Be a Healthcare Priority appeared first on Healthcare Outlook.

MEETING TOMORROW’S FIRE SERVICE NEEDS TODAY

Since speaking to London Fire Brigade (LFB) in March last year, the fire service operating environment across the city has changed at a pace the Brigade is working hard to tackle. 

Some of the most serious risks LFB is grappling with – including summer wildfires and 200+ e-bike and e-scooter fires in 2025 – have only recently emerged as pressing issues. 

“We have to adapt in response to these risks to ensure we are ready and prepared to protect Londoners,” attests Jonathan Smith, Commissioner. 

In response to this evolving threat profile, the Brigade has made significant changes, including improved training and new equipment.  

Yet, Smith anticipates this high-risk environment will remain for the next five to 10 years, emphasising how LFB must be relentless in how it continues to adapt and improve the provision of fire services across London.   

NAVIGATING AN UNPRECEDENTED ENVIRONMENT 

In the last 18 months, LFB’s firefighters have come up against an unprecedented variety of hazards, including issues in the built environment, impacts of climate change, threats from terrorism and hostile state actors, or even the pace of technological change. 

These factors all point to the fact firefighting has evolved to become a highly complex and multifaceted role. 

This is compounded by the fact LFB operates in a national context with pressures on public finances, causing the Brigade to think carefully about how it can operate as efficiently as possible when responding to risk. 

Promoted to the role of Commissioner in July last year, Smith is hoping to overcome such unparallelled and extensive challenges by first looking inwards. 

“As Commissioner, my focus is on continuing to develop a culture of high professional standards across every part of the organisation, which will underpin how we respond to the challenges we face,” he states.

Indeed, LFB strives to tackle these obstacles head on in a number of ways. 

Firstly, the Brigade is being more intelligent about how it delivers fire services and improving how it deploys its resources towards areas of higher risk. 

On top of this, the organisation is continuing to refine its training offerings to better reflect the scale of risk its staff face. 

“We are also further developing our professional infrastructure to ensure we have modern systems that are effective and support staff who are delivering our service across communities. 

“This has to be the priority as it is the only way we can keep pace with the complex and changing environment our firefighters operate in,” Smith urges.

KEEPING LONDONERS SAFE 

LFB has worked diligently over the last two years to deliver significant, urgent change. 

For instance, in March 2024, the organisation completed the last of the recommendations from Phase 1 of the Grenfell Tower Inquiry (GTI), which transformed how the fire service sector nationwide responds to incidents in high-rise buildings.  

This included changes to firefighter training, improved processes for managing major incidents, and the introduction of innovative technology. 

More broadly, LFB’s progress has also been recognised by His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS), which found the Brigade had improved in 10 out of 11 required areas in a report published in November 2024. 

“As well as identifying that we are outstanding in how we respond to major incidents, HMICFRS also acknowledged improvements across areas like our operational response and how we understand risk, prevent fires, and make best use of our resources,” Smith says. 

“We are committed to being a learning organisation and must maintain our focus on continuing to drive positive improvement.” 

This will include completing recommendations directed towards LFB in Phase 2 of the GTI, which is expected to conclude later this year. 

TRUST AND TRANSPARENCY  

Maintaining the trust of local communities across London is central to LFB’s ability to carry out its role in serving and protecting the public. 

“A huge part of what we do is trying to prevent fires and other incidents from occurring in the first place,” says Smith. 

“The only way to do this is by meeting our communities where they are, understanding their concerns, and providing them with the information they need to help keep themselves safe in an accessible way.”   

In recent years, LFB has made real strides in the way it achieves this. 

For example, it created a central team equipped with specialist community engagement experience that supports the delivery of outreach initiatives across boroughs. 

LFB is likewise supported by its Community Forum, which comprises local volunteers with a diverse range of backgrounds, some of which have lived experience of fires. 

“They provide us with critical scrutiny and support to improve the work we do,” Smith states. 

The Brigade also measures its performance through trust gained from local communities, which it tracks using polling methods. 

“I am pleased to say that public trust in LFB is in a good place. However, we cannot be complacent; we must continue to improve the way in which we engage and deliver our services,” Smith acknowledges.

SMARTER PUBLIC SERVICE  

LFB stands at a pivotal moment as it considers how best to take advantage of technology to make its service more effective and efficient. 

“Our use of artificial intelligence (AI) is part of this, and we have tracked productivity improvements in some areas where it is being used. 

“There is still a huge amount of technological potential we are exploring, and we want to work collaboratively with colleagues across the public sector to understand how we can safely make use of AI to deliver the greatest outcomes,” Smith states. 

However, improvements in technology go far beyond the realms of AI as LFB also considers what kind of kit and equipment it can introduce to best support its firefighters. 

For instance, it recently rolled out a frontline drone capability which provides measurable benefits in situational awareness for incident commanders. 

“That is just the start of what we might be able to use drones for in the future, and we’re continuing to explore what is currently in use by public services both in the UK and internationally.” 

The Brigade is likewise reviewing the personal protective equipment (PPE) it provides to firefighters, as it strives to take advantage of the developments in protection from contaminants – a hazard which firefighters regularly face. 

“The pace of technological change presents huge opportunities, and we must continuously assess what we can adopt to best equip our people to do their jobs, which will ultimately result in improved outcomes for the people of London,” Smith closes.

The post London Fire Brigade : Meeting Tomorrow’s Fire Service Needs Today appeared first on Healthcare Outlook.

DEFINING THE FUTURE, TRANSCENDING THE ORDINARY

Since its inception in 1980, Hardy Diagnostics has transcended the ordinary, growing from a two-room motel suite into a respected, global force in microbiology. 

Initially, Founders Jay Hardy and Rob Shibata, worked tirelessly to develop the business by night while working as microbiologists and medical technologists by day, before eventually dedicating themselves full-time to their exciting new endeavor. 

“We believe in the power of partnership, with our dedicated team and valued customers uniting to make a positive impact, one test at a time,” introduces CEO, Chris Catani. 

Hardy’s story is one of resilience, partnership, and a relentless pursuit of a healthier future for all. 

“As we reflect on our journey, we stand at the forefront of microbiology, with a rich history shaping our commitment to quality, innovation, and social responsibility,” he sets out. 

Over the last ten years, the US healthcare industry has made a strong push toward automation, but so far, adoption has proven a slow and expensive process for hospitals and pharmaceutical manufacturers.  

Following the direction of these trends, Hardy is evolving to establish itself as both a supplier of traditional microbiology solutions as well as automation. 

“Right now, the healthcare industry is a fast-moving, dynamic business with a plethora of opportunities,” Catani excites.   

RISING THROUGH THE RANKS 

After moving from Chicago to Solvang, California, in 1996, Catani was searching for employment when a friend recommended working for Hardy. 

He was swiftly hired as a salesperson, beginning his 30-year association and journey with the company. 

Before relocating, he was a licensed medical technologist, managing a medical laboratory associated with Northwestern University’s hospital. 

 “In high school, I remember always being interested in biology,” he recalls fondly. 

Beginning a sales role was a different landscape at first, but Catani soon learned that being versed in the language of the lab gave him credibility with the customers. 

“Back then, there were only four salespeople – me being one of them – and we have now grown to a current sales force of 25.” 

During his years at Hardy, Catani has furthered his skillset and earned further certifications, such as becoming a registered microbiologist at the American College of Microbiology, specializing in pharmaceutical, medical device, and personal care microbiology. 

“There has been plenty of on-the-job training throughout my career, where I’ve learned about customer care, enterprise resource planning (ERP) systems, websites, sales techniques, project management, accounting, income statements, balance sheets, and cash flow. 

“Overall, I don’t attribute my success to being the smartest person in the room; I was always a very hard worker who got satisfaction through getting things done,” Catani passions. 

CULTIVATED EXPANSION 

Today, Hardy manufactures over 2,700 different products for use in the microbiology laboratory. 

Alongside this, the company has grown to accommodate 420 employees, with two manufacturing sites – one in Santa Maria, California, and another in Springboro, Ohio, as well as eight further distribution warehouses.  

“Our main manufactured product is prepared culture media for the cultivation of microorganisms,” Catani explains. 

“We manufacture around 2,000 different prepared culture media and reagents for manual microbiology, as well as being a distributor for approximately 30 other microbiology supply companies to fill gaps in our product offering portfolio,” he illustrates. 

Some of the automated platforms Hardy offers include automated blood staining instruments, matrix-assisted laser desorption/ionization (MALDI) for rapid bacterial and fungal identification, rapid antimicrobial susceptibility testing (AST) platforms, and viable air samplers.  

“We are committed to producing and distributing the finest products for the detection of microorganisms as we partner with our laboratory customers to diagnose and prevent disease.” 

In terms of distributing its products, Hardy has access to a network of 10 distribution warehouses across the US – a distribution network that took 15 years to build. 

As such, the company’s growing logistics network now includes facilities in Arizona, Washington, California, Utah, Texas, Iowa, Florida, North Carolina, Ohio, and New York.   

“This provides 90 percent of the country with next-day ground service of our products, lowering shipping costs for the end user, and increasing speed of delivery,” Catani continues. 

“It is a logistical challenge as our products are temperature sensitive, fragile, Food and Drug Administration (FDA)-regulated, and with a short shelf life, but somehow, we get the products where they are needed at the right time,” he prides. 

POWER IN THE PEOPLE 

For Hardy, integrity always comes first when consulting with laboratory customers and distribution partners. 

“We strive to grow business by providing superior service in the industry, and building lasting, fruitful partnerships,” expresses Catani. 

“With an organization of Hardy’s size and complexity, you must also internally empower your managers to make decisions that help propel the business forward,” he adds. 

As such, the company’s leadership comprises a team of individual experts, each bringing a unique set of skills and deep expertise in their respective fields. 

“Our executive leadership team has approximately 200 years of combined experience in our market.” 

In this way, Hardy knows the value of its trusted team members and seeks to both reward and empower them. 

The company is 100 percent employee-owned by the people who work at the business, and shares are distributed annually to each employee. 

Additionally, if the company does well, employees’ share value increases, thus proving a substantial nest egg for retirement.  

“We also offer quarterly profit sharing and a wonderful benefits package including medical assistance, vision care, a company gym, and numerous opportunities for recreation and exercise.” 

“At Hardy, we’re dedicated to fostering an outstanding work environment that extends globally to diagnose and prevent disease, making a meaningful impact worldwide,” Catani acclaims. 

EXECUTING THE VISION 

Looking to the future, Hardy has set some ambitious sales targets for 2026 and is investing millions in expanding its manufacturing footprint in California by building more cleanrooms for culture media manufacturing and other projects requiring cleanrooms. 

“This exciting expansion is needed in our California manufacturing campus as we have grown out of our existing manufacturing space,” Catani confirms. 

In 2025, the company ended the year with $108,000,000 in sales revenue, and in 2026, the new goal is to eclipse this by reaching $116,000,000 in sales. 

“That is a lot of petri plates to sell, and we plan on capturing more sales revenue by increasing our market penetration, adding more sales specialists, and leveraging our distribution partners such as VWR, ThermoFisher, Medline, Thomas Scientific, and Cardinal Health,” he elaborates. 

Elsewhere, Hardy also plans to introduce new products across its three main markets: clinical, pharmaceutical, and food microbiology. 

“It is truly an honor for me to lead Hardy and fill the shoes left by our Founder, Jay Hardy. My job is to set the vision and make sure we stay on track throughout the next stages of our strategic plan,” he finishes boldly.

HARDY DIAGNOSTICS PARTNER

The post Hardy Diagnostics : Defining the Future, Transcending the Ordinary appeared first on Healthcare Outlook.

COMMITTED TO HOPE, UNDERSTANDING, AND TREATMENT

Jeff Pettey, MD, MBA says his path to a career in medicine started with an unexpected discovery. 

“At the age of 19, I was living in Southern Russia, a place I’d only heard about through the lens of Cold War narratives,” he says. 

“What I discovered was the people I’d been taught to see as different from me weren’t different at all. They had the same hopes, insecurities, and capacity for joy and love that I experienced in my own life.”   

The experience of shared humanity proved formative for Pettey, now CEO of the John A. Moran Eye Center (Moran Eye Center) and Chair of the Department of Ophthalmology and Visual Sciences at the University of Utah. While studying Russian literature, he found himself increasingly drawn to medicine. The field combined two things inspiring him: scientific discovery and people.  

In medicine, Pettey gained an opportunity to care for his patients and empower others in the field through teaching and mentoring. Throughout his career, he has recognized opportunities to make a difference and stepped through doors to see where they lead. 

“Medicine is the perfect synthesis – a way to understand how the world works at a biological level while remaining deeply connected to the human experience,” he says. 

This ethos is crucial as healthcare is at a pivotal moment. With unprecedented advances in technology, data, and connectivity, the potential exists to deliver high-quality care more broadly than ever before. 

However, significant challenges remain as systems haven’t kept pace. The US, specifically, still faces fragmented access, complex insurance systems, and a heavy administrative burden for physicians. 

“If we don’t tackle these structural issues, disparities in health outcomes will only increase, but what gives me hope is that we know the problems and can redesign the system to be better for both patients and caregivers,” details Pettey. 

One of the biggest opportunities he sees is removing non-care-related burdens from physicians’ daily work. When doctors can focus on what they were trained to do, they become more engaged, fulfilled, and effective. 

“Thoughtful leadership that emphasizes purpose, trust, and empowerment instead of pressure or financial incentives can fundamentally change how care is delivered. We have the chance to build something better, and that’s what drives me every day,” he says.

SIGHT-SAVING SERVICES 

The Moran Eye Center is a premier US academic vision center and the largest ophthalmology clinical care, education, and research facility in the Mountain West. 

It is guided by a clear goal: that no person with a blinding condition, eye disease, or visual impairment should be without hope, understanding, or treatment. Its work falls into four pillars, namely clinical care, research, education, and outreach. 

“Our vision statement guides everything we do, including how we care for our patients, design research programs, train future ophthalmologists, and extend sight-saving services to communities in need,” says Pettey. 

Specifically, the center operates 11 satellite locations, employs more than 500 faculty and staff, and in the last fiscal year provided 188,582 patient visits and performed 10,786 surgeries. Additionally, it supports 20 research laboratories and centers, with its robust research enterprises boasting $9.8 million in research grants, 90 clinical trials, and over 175 scientific publications in 2025. 

What distinguishes the Moran Eye Center is the integration of clinical care excellence and research, supported by internationally recognized physicians and a unique research infrastructure that enables innovation on a rare scale. 

These unique resources include its four key centers driving discoveries – the Sharon Eccles Steele Center for Translational Medicine (SCTM), Intermountain Ocular Research Center (IORC), Utah Retinal Reading Center (UREAD), and Alan S. Crandall Center for Glaucoma Innovation (CCGI). 

“Beyond these four centers, the Moran Eye Center itself is an ideal environment for discovery: two towers connected by bridges house both clinical care and research labs in one building,” explains Pettey. 

INNOVATION AT SCALE 

Three initiatives exemplify the Moran Eye Center’s commitment to translating innovation into meaningful improvements in patients’ lives.   

The first such effort is underway at the SCTM, which has developed a gene therapy for the most prevalent form of age-related macular degeneration (AMD). The disease is a leading cause of blindness for adults 60 and over worldwide. 

The therapy is now in clinical trials. If successful, it stands to change the treatment landscape for millions of people worldwide at risk of blindness from AMD.  

A second initiative to change how another major blinding disease is diagnosed, monitored, and treated is underway at the CCGI, led by Iqbal Ike K. Ahmed, MD, FRCSC. 

“This work is critically important since people often permanently lose vision to glaucoma before it is even diagnosed,” says Pettey. 

The third effort is what Pettey calls the Polaris project, or the center’s commitment to ensuring everyone, regardless of where they live or their ability to pay, can experience life at its fullest through the highest possible level of eye health. 

The initiative was inspired by the work of Moran Eye Center outreach teams conducting pediatric vision screenings for students in schools on the Navajo Nation. During the screenings, teams discovered children had high rates of vision issues but no access to eyeglasses. This had impacted crucial years for childhood learning and development. 

“Polaris aims to change that by making a shift from existing care models into a population-based approach focusing on quality, value, and access,” says Pettey. 

The center is deploying pediatric vision screening devices throughout Utah, alongside building a tele-ophthalmology network. It is also integrating artificial intelligence (AI)-assisted diagnosis and risk stratification to identify who needs care and provide it faster. 

“The only way to meaningfully improve eye health at scale is through integrated public health networks supported by new technologies. Polaris enables us to extend our clinical excellence beyond our clinics while upholding the highest standards of care,” says Pettey. 

This reflects the Moran Eye Center’s broader responsibility not just to treat disease when people make it to their door, but to systematically improve eye health outcomes for entire populations.

SHAPING THE FUTURE OF VISION AND CARE 

The Moran Eye Center has long been committed to helping underserved communities and extending access to high-quality eye care. 

In 2012, Pettey co-founded the Operation Sight program, which provides free, sight-restoring cataract surgery to uninsured and underinsured Utahns. Today, the Moran Eye Center’s Global Outreach Division serves underserved patients in Utah and works to teach and train new physicians to expand access to care in more than 20 low-resource countries. 

In Utah, Moran Eye Center volunteer physicians and medical personnel make regular visits to provide care on the Navajo Nation. At community clinics in Salt Lake City and Park City, they provide care and charitable, no-cost surgeries for the unhoused and new Americans through Project Homeless Connect and the Hope in Sight Clinic. 

In low-resource countries, volunteers conduct eye care missions in places such as Tanzania to train ophthalmologists and nurses. At the Moran Eye Center, international observers can spend six months training. The center also provides a free, online ophthalmology education resource (morancore.utah.edu).

As the center looks ahead to a continued future of research excellence, world-class care, and community service, the stakes have never been higher. 

“We are in a period of extraordinary change for eye care, and the Moran Eye Center is uniquely positioned to shape the future of vision research and care,” says Pettey. 

With global visual impairments projected to reach 1.8 billion by 2050, researchers need to develop new ways to fight increasing rates of sight loss, and the Moran Eye Center is rising to this international challenge. 

The center is expanding access to care, accelerating research that changes the course of eye diseases, and reimagining what it means to deliver hope and healing on a global scale. Specifically, it is working to enhance early disease detection and diagnosis; personalized treatment plans; remote screening and teleophthalmology; continuous monitoring and home-based care; drug development and clinical trials; accessibility and affordability; and education and training. 

Pettey is confident he has the right team for the job. 

“Our greatest strength is our people – faculty, staff, trainees, donors, and partners. Together, we are shaping a better future with hope, understanding, and treatment for all,” he concludes.

The post John A. Moran Eye Center : Committed to Hope, Understanding, and Treatment appeared first on Healthcare Outlook.

PATHWAYS TO PATIENT-CENTERED PROGRESS

New Brunswick, often referred to as the ‘Picture Province’ due to its stunning coastline and aesthetically pleasing landscapes, stands out not only for its natural beauty but also for its unique status as Canada’s only officially bilingual province. 

With a population of approximately 868,000, Horizon Health Network (Horizon), one of the province’s two regional health authorities, manages two-thirds of New Brunswick’s healthcare services. 

 With a collaborative team approach to offering services in English and French, Horizon delivers sustainable, safe, and quality healthcare services to residents of New Brunswick, as well as nearby provinces such as Prince Edward Island and the northern part of Nova Scotia. 

“As the second-largest regional health authority in Atlantic Canada, Horizon employs over 15,000 staff and around 1,500 physicians, providing diverse services to about half a million people,” opens Margaret Melanson, President and CEO. 

“We also offer tertiary care services, including cardiac surgery for the entire province.” 

Horizon operates 12 hospitals, including the province’s two largest, along with 95 small health centers, public health offices, and mental health and addiction facilities spread across larger cities and small communities. 

“We provide a full range of care, including primary and community health services, mental health and addiction support, and public health for mothers, newborns, and the general public regarding infectious diseases,” Melanson explains. 

“Our hospitals offer both acute and specialized services, such as cancer care, emergency services, and chronic disease management, with larger facilities handling more specialized cases.” 

A COMMITMENT TO QUALITY  

Horizon ensures the highest quality, patient-centered care tailored to the diverse health needs of its residents, which Melanson is extremely dedicated to.  

“In 2014, during my time as Vice President, I launched an initiative to promote patient-centered care throughout our organization. This approach is now integrated into everything we do. 

“We established the Horizon Patient and Family Advisory Council that participates with many of our project teams, which helps us design our care around patients’ values, preferences, and individual circumstances.”  

The organization has adopted various technologies to improve patient care, quality, and team education.  

“Our complex quality and safety strategy establishes teams within clinical and non-clinical service areas that report to vice presidents, highlighting the significance of quality and safety.  

“I chair Horizon’s Quality and Safety Committee, overseeing all initiatives and addressing incidents,” Melanson expands.  

Medication safety is essential across all services, and Horizon prioritizes transparency and accountability in every interaction. Its commitment to SeamlessMD – a digital patient engagement platform that gives patients access to a variety of helpful resources from their mobile device, improving their treatment experience.  

“Patients scheduled for cardiac surgery receive tailored information on their mobile devices in the days leading up to the procedure through the SeamlessMD platform. This includes guidance on stopping anticoagulants and what to expect on surgery day,” she outlines.  

“They can also share this information with family and reach out with questions, reducing the need for unnecessary calls or emergency visits. This is an example of the patient-centered technology we are eager to leverage and implement widely. It is very reassuring for patients to know exactly what will happen in advance and what to expect postoperatively.” 

REVOLUTIONIZING THROUGH INNOVATION 

By transitioning to a digital care model, Horizon is enhancing care and improving the overall patient experience. 

“We are currently implementing six artificial intelligence (AI) initiatives this fiscal year, including accelerating stroke diagnosis through automated medical imaging and reducing administrative burdens on our physicians by providing hundreds of licenses for an AI scribe program,” Melanson discloses.  

During a physician visit, the patient discusses their symptoms while the doctor inquires about the duration of those symptoms, prior treatments, medications, and tests. 

A computer system listens to this exchange, capturing key information such as demographics, symptoms, and potential diagnoses.  

Much of this information is pre-documented, allowing the doctor to quickly review and edit clinical notes, thereby enhancing efficiency and enabling more face-to-face time with the patient. 

Additionally, AI technologies are being used for early cancer detection through passive screening of routine scans. 

“We’ve introduced passive screening for lung cancer; anyone who’s getting a chest X-ray will automatically undergo a scan for precancerous cells or other concerns – allowing for early detection of potential issues,” Melanson optimistically tells us. 

“With a strategic approach, we aim to ensure our investments have the desired impact. We are collaborating closely with technology partners such as Google and Microsoft, as well as other major organizations, to explore potential innovations and incorporate their recommendations.” 

TRANSFORMING CANCER CARE 

Horizon is placing a strong emphasis on research and its expected impact on innovation, particularly in areas such as injectable chemotherapy.  

“In November, we launched our new institute dedicated to research, innovation, and better health,” Melanson sets out. 

“This initiative highlights our commitment to accelerating research that directly improves health outcomes and helps us provide advanced medical knowledge and treatment options for New Brunswick residents.” 

The institute has already established major partnerships that will directly benefit patients, including a strategic partnership with the University of New Brunswick. 

Furthermore, a partnership with biopharmaceutical company AbbVie is showing great promise by collaborating on treating inflammatory bowel disease, ovarian cancer and post-stroke spasticity. 

“The institute is focused on improving patient care. For instance, healthcare company Roche Canada has introduced a new injectable medication for a specific type of lung cancer, replacing the previous chemotherapy infusions that required lengthy visits to treatment centers,” she specifies. 

“To expedite access to this, we partnered with the New Brunswick Extra-Mural Program through which nurses visit patients’ homes to administer medication, ensuring they receive advanced care while minimizing travel.” 

This approach alleviates the challenges of attending chemotherapy treatments, such as arranging childcare and managing work commitments. 

“We are utilizing the institute for more than academic purposes. While affiliated with our universities and involved in numerous applied research studies, our main goal is to turn innovation into practical improvements in patient care. 

“We are examining the evidence to determine how we can leverage our findings and advance our initiatives and other ongoing projects,” Melanson says.

EMPOWERING EDUCATION 

To enhance healthcare education, Horizon is using social media channels as a means of engaging the public. 

“Our partnership with YouTube is a great example of bringing evidence-based health content directly to our patients, helping us to become a trusted resource. It provides a credible and reliable source for healthcare-related education in a world where there’s both a lot of good and bad out there on the internet,” Melanson establishes. 

“We started with general health topics, then expanded to mental health, teen mental health, and first aid content, creating over 246 videos and totaling around 11 million views – our channel has nearly 11,000 subscribers!” 

This is the modern approach for Horizon to reach people outside traditional healthcare settings, ensuring education and support occur before people get sick. 

“This initiative promotes well-being by offering education and tools for better health. The way we deliver information is rapidly evolving; newspapers are no longer the main source, while platforms like YouTube are gaining trust. 

“We’re excited about how this partnership went and are open to exploring similar opportunities as we move forward, given the success and positive response from patients and their families.” 

BETTER PATIENT OUTCOMES 

One of Horizon’s major projects is expanding collaborative care clinics – also known as family health teams – in its communities. 

“In addition to our existing primary care locations, we have introduced seven new clinics and are planning to add more within the next 12 to 15 months. Having timely access to primary care is exceptionally important for our citizens, making this an extremely significant and high-priority project,” impassions Melanson. 

“It’s exciting to create new spaces and teams that leverage our physician resources and nurse practitioners. By surrounding people with allied health teams, physiotherapists, dieticians, and social workers, we can provide care close to home.”  

A significant transformation project underway for Horizon is to ensure that when individuals move to a community, their children can attend a local school, and the community health clinic is available to the entire family. 

“We’re also working at relocating services currently in a hospital that would work better at another location. Traditionally, blood collection services and ambulatory clinics have been located in hospitals due to space constraints,” Melanson notes. 

“Focusing on provider needs can be convenient for clinicians; however, patients benefit more from community-based care. Hospitals often represent illness, but we aim to promote wellness. We’re looking at leasing space for various services off-site to improve accessibility and parking.” 

Horizon is transforming surgical care by significantly reducing wait times. Since 2023, the organization has reduced them by approximately 35 percent which means that today, almost 92 percent of patients receive surgery within one year or sooner. 

“Urgent surgeries are now more efficient, often performed on an ambulatory basis or requiring only an overnight stay. Many hip and knee replacement patients go home the next day, showcasing advancements in patient care technology,” Melanson states.

PRESCRIBING A NEW COURSE 

Horizon recently launched its new five-year strategic plan in the spring of 2025, centered on four main pillars. 

Firstly, advancing community care by ensuring that mental health services are more readily available in communities. This includes building on existing recruitment efforts, maintaining momentum, and continuing to capitalize on staff retention initiatives. 

Additionally, Horizon has introduced a new culture commitment through the Our Promise initiative, which aims to foster a safe workplace that recognizes the value of its people and offers educational opportunities. 

“We have several initiatives aimed at achieving excellence in hospital care, involving ongoing transformation, introducing new technologies, and a robust research and innovation portfolio. 

“We are very focused on our initiatives across all four priority areas, and we’re moving quickly into the future.” 

New Brunswick has a significant senior population and is facing patient flow challenges. 

“The dedication of our staff and the work of our leaders is evident in the high retention rates we continue to achieve.  

“While we have numerous patient flow challenges, people are happy and keen to collaborate. That’s a testament to what we have achieved as leaders within our organization,” Melanson concludes earnestly. 

The post Horizon Health Network : Pathways to Patient-Centered Progress appeared first on Healthcare Outlook.

PROJECT HARMONY

“Work is currently underway to implement a shared integrated health information system, an essential component of our digital transformation.” 

Project Harmony reflects how Joseph Brant Hospital (JBH) is blending its proud history of compassionate care with the power of modern technology. 

Located along the picturesque banks of Lake Ontario, JBH is a full-service academic community teaching hospital in Burlington, Canada that also serves the surrounding communities of Halton Region, Hamilton, Waterdown, Flamborough, and Stoney Creek – a referral population of around 250,000. 

The modern, state-of-the-art facility proudly provides comprehensive care across a wide range of clinical programs and services, including emergency and critical care, mental health, oncology, diagnostic imaging, maternal, and childcare. 

To digitize and modernize care across the entire hospital, JBH is working on Project Harmony in partnership with St. Joseph’s Healthcare Hamilton (St. Joe’s), a premier academic and research healthcare organization and leader in innovative technology implementation, to adopt their award-winning version of Epic, called Dovetale. 

It represents a huge step forward in JBH’s digital journey, according to Eric Vandewall, President and CEO of JBH. 

“This is a large-scale transformation that will connect our patients to the care they need, when they need it, and where they need it,” he adds. 

“Work is underway, and we’re planning to go live with the new system in November this year.”

SEAMLESS CARE 

The partnership between JBH and St. Joe’s on a shared Epic platform will enable more seamless care for patients. 

The implementation of Dovetale will provide patients with access to more of their health information through an online patient portal called MyDovetale. 

“We mostly rely on paper patient records right now, so with Dovetale, we’re going to transition to a modern digital health information system,” notes Vandewall. 

“Patients and their families are at the center of our care, yet when we’re working with a paper chart, they can’t always be a true partner in the process because they can’t readily see or access the same information as the care team,” he says. 

“With this new system, patients will have access to parts of this information to support their decision-making.”  

The partnership will also allow healthcare providers from each organization to better connect and collaborate with each other, as they will be able to easily access patients’ medical histories and ensure they are receiving the most appropriate care. 

“For our healthcare providers, I think this will be truly transformational to their work because they will have more seamless access to patient records. This will result in more coordinated care, a far better provider experience, and clarity in terms of having one source of truth,” says Vandewall. 

“Dovetale’s auto-cancel feature, for example, will reduce the likelihood of physicians ordering duplicate tests. It also has an electronic symptom management tool that will help oncologists track their patients’ symptoms over time without clinic visits. 

“A lot of these built-in benefits will ultimately support providers in their care journey and result in better care and an improved experience for patients and their family members,” he adds. 

PATIENT SAFETY 

The new system will also strengthen JBH’s ability to create healthier communities. 

According to Vandewall, Project Harmony is the largest quality improvement project that the hospital has ever undertaken. 

“When a health information system such as Epic is introduced, we see measurements that predict safety and improvement, and we’re actively looking at those,” he says. 

An important indicator of patient safety and the quality of care in Canadian hospitals such as JBH is the hospital standardized mortality ratio (HSMR). 

The HSMR adjusts for factors that affect in-hospital mortality rates – such as age, sex, diagnosis, length of stay, comorbidities, and admission status – then compares the actual number of deaths in a hospital with the average Canadian experience.  

The ratio provides a starting point to assess mortality rates and identify areas for improvement.  

“An HSMR of 100 indicates the hospital’s mortality rate is no different to the national average in terms of the predicted number of deaths that would occur,” Vandewall explains. 

“If it’s higher than 100, that suggests there are opportunities for the organization to improve in terms of patient safety, while an HSMR of less than 100 indicates that fewer deaths have occurred than expected.” 

JBH has been monitoring its ratio for the past 10 years and has seen steady improvements, recording an HSMR of 72 in the last fiscal year. 

“This is huge progress, and although we are already trending strongly, the introduction of Dovetale may open up opportunities for continued improvements in patient safety,” Vandewall says. 

“Another good example is the introduction of computerized prescriber order entry, which will reduce errors and enhance efficiency by allowing prescribers to submit orders electronically. This will mean faster receipt of patient care orders to multiple health care practitioners,” he adds.  

“When Cambridge University in the UK introduced their Epic system, it also saw around 850 significant adverse reactions prevented each year thanks to electronic allergy-related prescribing alerts and a 42 percent reduction in sepsis mortality with electronic sepsis alerts built in, so we are super excited about the impact of Epic in terms of improvements to patient safety.” 

ALIGNING BEST PRACTICES 

The partnership between JBH and St. Joe’s is transformative because it goes beyond just helping JBH adopt Dovetale. 

“This is a real opportunity we have with St. Joe’s in terms of aligning best practices and working together to improve the provider experience,” Vandewall says. 

“It’s showcasing a new way for us to work together as two hospitals in Ontario. Their expertise and experience with Epic makes our implementation possible.” 

JBH is among a small but growing number of hospitals in Canada adopting Epic using what it calls a Joint Connect Model. Once Dovetale is implemented at JBH, the two hospitals will continue to refine the shared system together and build enhancements as their needs evolve.   

“Our partnership is especially meaningful because it’s a way for small to medium-sized hospitals to implement a digital health information system like Dovetale without having to shoulder the cost or infrastructure burden alone,” Vandewall emphasizes.  

“We’ve heard from the Ontario government, and they’ve expressed their support for our approach because it offers a scalable and sustainable way to modernize health information systems across the province. 

“We’re building a shared system, shaping a stronger patient and provider experience, and creating a model that others across Ontario can follow,” he tells us. 

TIGHT-KNIT CULTURE 

One of JBH’s greatest strengths is its culture. When people at the hospital describe the organization as tight-knit, it’s not just a sentiment – it’s truly a lived experience. 

“We know through research that the patient experience is directly tied to the provider and staff experience. If you have a vibrant, supportive culture and healthy workplace, that translates directly over to the patient experience,” Vandewall says. 

“Our staff come to work every day with purpose, and our physicians and clinicians are devoted to exceptional care. Patients and their families trust us during some of their most important moments.” 

When JBH launched Project Harmony, it was important to not lose sight of this identity. 

While tools and technologies are changing, the hospital’s commitment to compassionate, high-quality care remains steadfast. 

The project brings together JBH’s people-first culture and the innovative digital maturity of St. Joe’s. 

“It’s not about becoming something entirely new – it’s about elevating who we already are and working alongside one of our partners to lift each other up and continuously improve,” says Vandewall. 

“The collaboration with St. Joe’s allows us to integrate the best of both worlds – our deep community roots and people-first culture with their proven success, experience, and leadership in digital transformation.” 

JBH and St. Joe’s will share a system that reflects not only the best practices of two respected organizations, but also the spirit of partnership, trust, and mutual respect that’s defined the project right from the very beginning.   

“We’re moving into this next chapter in a way that honors where we’ve come from and confidently embracing where we’re going, and our culture is at the root of that success,” Vandewall asserts.  

STANDARDIZED WORKFLOWS 

Work on Project Harmony is progressing well ahead of the Dovetale system going live in November, with JBH currently in the building stage and standardizing workflows with St. Joe’s. 

“We may have a workflow or best practice that St. Joe’s hasn’t adopted yet – and vice versa – so we’re asking, “Would this be of interest to our partner?”,” Vandewall says. 

“Now that the project build is underway, we’re seeing this commonality of standard practices and workflows coming together. It’s a huge change, though, and I wouldn’t want that to be underestimated.” 

Indeed, the digital platform will transform people’s work in a way that they haven’t been exposed to in the past at JBH. 

“Some of our physicians have hospital privileges at St. Joe’s and have worked on the Dovetale system, and they can’t wait for it to become a reality here at JBH,” shares Vandewall. 

“Having said that, there is a change process, so we’re spending a lot of time on change management and engaging our physicians and staff to mitigate the impacts as much as possible.  

“What we put into it is what we get out of it, so our people are fully embracing what’s before them because they know the system is going to be with us for decades to come. Investing now will only serve everybody, including our patients, better as we go forward,” he concludes.

The post Joseph Brant Hospital : Project Harmony appeared first on Healthcare Outlook.

Issue 12

Healthcare Insights

SpaceX Crew-11 : An Unprecedented Medical Evacuation

After the first-ever medical evacuation of the International Space Station, NASA’s SpaceX Crew-11 mission safely splashed down in the Pacific Ocean off the coast of San Diego.

By

Jack Salter

Read More

Eye Care

FYidoctors : New Vision for Canadian Eye Care

Proudly standing as Canada's largest eye-care provider, FYidoctors remains doctor-led, professionally managed, and patient focused. We speak to CEO, Alan Ulsifer, and hear more about the company’s transformative approach to eye health.

By

Callum Ovenstone

Ed Budds

Read More

Hospital & Medical Center

Huntington Hospital : A Heritage of Healing and Pioneering Care

Huntington Hospital has evolved from its humble beginnings over a century ago to become a beacon of advanced healthcare. President, Nick Fitterman, discusses the hospital’s specialized services while embracing education through its partnership with Northwell Health.

By

Callum Ovenstone

Rachel Carr

Read More

Hospital & Medical Center

Institute of Mental Health : Loving Hearts, Beautiful Minds

The Institute of Mental Health is creating an ecosystem of support in Singapore centred around a holistic approach. A/Prof Daniel Fung, CEO, outlines the nation’s changing attitude towards mental illness and the institution’s vision to facilitate accessible care.

By

Harry Thurlow

Lucy Pilgrim

Oct 14, 2025

Read More

Hospital & Medical Center

Uganda Heart Institute : Committed to Combatting Cardiac Conditions

The Uganda Heart Institute leads the fight against cardiovascular diseases through innovative research, comprehensive patient care, and training the next generation of healthcare professionals. Executive Director, Dr John Omagino, tells us more.

By

Harry Thurlow

Jack Salter

Jun 27, 2025

Read More

Research

South African Medical Research Council : Custodian of Health Research

The South African Medical Research Council is dedicated to improving the health of South Africans through research, innovation, capacity development, and technology transfer. Ntobeko Ntusi, President and CEO, tells us more.

By

Harry Thurlow

Jack Salter

Oct 21, 2025

Read More

Hospital & Medical Center

Letsholathebe II Memorial Hospital : Facilitating Healthcare Evolution

Letsholathebe II Memorial Hospital was established in 2008 by the Government of Botswana and has been providing exceptional healthcare to local communities ever since. Hospital Superintendent, Dr Lebogang Mokotedi, gives us the full story.

By

Lily Sawyer

Jun 26, 2025

Read More

MedTech

Viiv Healthcare : How AI Can Transform African Healthcare

Dr Serufusa Sekidde, Chief of Staff to the CEO at Viiv Healthcare, speaks to the growing importance of artificial intelligence in healthcare, especially its role in the future of the industry in Africa.

By

Serufusa Sekidde

Dec 1, 2025

Read More

Healthcare Insights

The Swedish Prescription

Sweden is the first country in the world prescribed to patients by doctors – welcome to a destination of a different nature.

By

Jack Salter

Feb 17, 2026

Read More

Therapy

Phacilitate : Connecting the CGT Community

Kim Barnes, President of Phacilitate, speaks to us following Advanced Therapies Week, one of the most established and influential CGT conferences in the US, and outlines how the event will play a critical role in shaping the next decade of advanced therapies.

By

Jack Salter

Feb 17, 2026

Read More

The post Healthcare Outlook Issue 12 appeared first on Healthcare Outlook.

AN UNPRECEDENTED MEDICAL EVACUATION

On 15th January 2026, the SpaceX Crew-11 mission returned home after more than five months aboard the International Space Station (ISS) – a hub of scientific discovery, international partnership, and technological innovation.

During the 167-day mission, four crew members – Zena Cardman, Mike Fincke, Kimiya Yui, and Oleg Platonov – travelled almost 71 million miles, orbited Earth more than 2,670 times, and completed hundreds of science experiments and technology demonstrations to advance human exploration.

The astronauts arrived on the ISS on 1st August last year expecting to complete a standard six-and-a-half month stay, due to come home in mid-February.

However, following the last-minute cancellation of a scheduled spacewalk for Cardman and Fincke, the mission came to an end a month earlier than planned because of a serious medical concern affecting one of the crew members.

For privacy reasons, NASA did not disclose which of the SpaceX Crew-11 mission’s four astronauts was experiencing the medical issue or describe the nature of it.

This was the first time astronauts have been evacuated from the ISS due to a medical issue since the space station was put into Earth’s orbit in 1998.

Indeed, the incident is unprecedented in the history of the ISS, which has been permanently crewed for more than a quarter of a century. Incidentally, SpaceX Crew-11 celebrated the milestone 25th anniversary of continuous human presence aboard the orbiting laboratory in November.

The crew members safely splashed down in the Pacific Ocean off the coast of San Diego, California and disembarked the SpaceX Dragon Endeavour spacecraft after an almost 11-hour journey, before undergoing standard post-flight reconditioning and evaluations in Houston, Texas.

MEDICAL TRAINING AND EQUIPMENT

All NASA astronauts undergo basic medical training, such as how to stitch a wound, give an injection, or extract a tooth, and have regular health checks and contact with a team of doctors closely monitoring them on the ground.

The space agency additionally maintains a robust pharmacy with a substantial supply of medicines and a suite of medical equipment onboard the ISS to treat various conditions and injuries, including a defibrillator for any heart issues and portable ultrasound devices.

Communication systems on the ISS also let doctors talk privately to astronauts in space, assess their condition, and advise treatment, much like a secure video or phone consultation with a GP.

However, if a medical emergency requires a return to Earth, as in the case of SpaceX Crew-11, the astronauts come back in the spacecraft they launched aboard to receive urgent medical care.

The ISS does not have a doctor on board, but space experts say they will need to travel on missions in future as more and more humans venture into space, including for tourism and the possible occupation of the Moon or even Mars.

A RARE OCCURRENCE

Thankfully, serious medical emergencies are a rare occurrence in space, but it’s not unheard of for crew members to become unwell.

The most common problems include motion sickness, headaches and pains, dental emergencies, and even kidney stones.

Space missions have ended early due to health issues just twice before, first in 1985 when Soviet cosmonaut Vladimir Vasyutin and his colleagues retuned from a mission to the Salyut 7 space station four months ahead of schedule because of a urological issue.

Then, in 1987, another Soviet cosmonaut, Aleksandr Laveykin, left the Mir space station early due to a heart arrhythmia.

The ISS evacuation was a test of NASA’s procedures for dealing with medical issues, and by all accounts, it passed.

The post SpaceX Crew-11 : An Unprecedented Medical Evacuation appeared first on Healthcare Outlook.