Africa Outlook, APAC Outlook, EME Outlook, North America Outlook, Mining Outlook, Healthcare Outlook, Manufacturing Outlook, Supply Chain Outlook, and Food & Beverage Outlook are digital publications aimed at boardroom and hands-on decision-makers, reaching an audience of more than 800,000 people around the world.
With original and exclusive content compiled by our experienced editorial team, we look to promote the latest in engaging news, industry trends, and success stories from across the globe.
Your company can join the leading industry heavyweights enjoying the free exposure we provide across our platforms with a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and help you grow your business.
Visit www.outpb.com/work-with-us for details on how your company can feature for free in one of our upcoming editions.
EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Welcome to our 10th edition of Healthcare Outlook. The healthcare industry in Papua New Guinea (PNG) is full of potential having addressed significant challenges, particularly in the Enga province.
With promising developments on the horizon, the Enga Provincial Health Authority (Enga PHA) is responsible for managing and coordinating all public health services in the region.
Enga PHA was established in June 2013 with a mission to bring healthcare decision-making closer to the rural communities it serves, ensuring care is responsive, accessible, and aligned with local needs and priorities.
As the guardian of Enga’s healthcare and this issue’s front cover, the authority goes above and beyond to reach hard-to-access areas and has a primary obligation to ensure health services are delivered on behalf of the provincial government.
“Working on behalf of the provincial government gives us the economy and autonomy to drive and manage our people as a technical advisory body to the Department of Health, granting us the power to manage health in the province according to the needs of our people,” explains CEO, Vincent Pyakalyia.
Similarly, Namibia Medical Care (NCM) is on a mission to improve access to health services in the Southern African nation.
The open medical aid fund provides comprehensive coverage across Namibia and is shaping a more efficient, transparent, and ethical healthcare system.
“This sense of purpose, coupled with technical complexity and room for innovation, makes healthcare in Namibia an incredibly compelling space to contribute to,” shares Jo-Anne Crossman, Principal Officer.
In East Africa, the Uganda Heart Institute (UHI) is mandated to manage and coordinate the country’s efforts in addressing cardiovascular diseases (CVDs).
UHI is the only national referral facility for heart diseases in Uganda and has attained the technical capacity to offer a complete range of cardiac services comparable to any centre of excellence in the world.
“This is an exciting time to work in the cardiovascular health space in Uganda. The burden of CVDs is rising rapidly, but so is our national capacity to respond,” affirms Dr John Omagino, Executive Director.
We also access all areas of Letsholathebe II Memorial Hospital and Europe’s leading digital healthcare provider, Kry.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook
Publishing
HIRING NEWLY QUALIFIED NURSES AND MIDWIVES
THE UK GOVERNMENT has recently announced its plan to make it easier for National Health Service (NHS) employers to onboard newly qualified nurses and midwives.
This decision comes after warnings that there are approximately 4,000 more nursing and midwifery graduates than vacancies in some areas of the country, highlighting the difficulties new graduates face in securing employment. These measures would entail some support worker posts being temporarily converted to midwifery roles to create additional openings.
Institutes such as The Royal College of Nursing have embraced the decision, but note that the test will be whether their students can actually find postgraduate employment.
SWITZERLAND NEGOTIATES PHARMACEUTICAL TARIFFS
IN AN ATTEMPT to negotiate down a new 39 percent tariff on its drug exports, the Swiss government is meeting with the pharmaceutical firms that have been asked to lower their prices by US President Donald Trump.
Although pharmaceuticals were not initially included in the US tariffs, which recently came into effect on Swiss imports, the industry as a whole is concerned that drug tariffs could eventually reach upwards of 250 percent due to the outcome of the ongoing US Section 232 national security investigation into the sector, which seeks to assess the potential national security implications of relying on imported pharmaceuticals.
Equally, as Trump has been
AI DISCRIMINATES AGAINST WOMEN’S HEALTH
NEW RESEARCH FROM the London School of Economics and Political Science (LSE) shows a prominent risk of gender bias when care decisions are made based on artificial intelligence (AI) summaries of case notes.
With AI tools being used by more than half of England’s councils, women’s physical and mental health risks are reportedly being ignored, and unequal care provision is increasing.
The study raises the issue of ensuring algorithmic fairness in AI models used by the healthcare system, urging regulators to mandate the measurement of bias in large language models (LLMs) used in the long-term care of patients.
urging international pharmaceutical companies to reduce the price of their drugs in the US, it could result in drugmakers increasing prices in Europe in order to compensate, alarming many countries.
EUROPE & MIDDLE EAST
EUROPE & MIDDLE EAST
EUROPE & MIDDLE EAST
TEENAGE CAFFEINE ADDICTS
TEENAGERS IN THE US are increasingly relying on caffeine pouches to acquire an energy rush, leading to the fear of a growing addiction.
These pouches are the size of a small postage stamp and are placed between the lip and gum to deliver an instant caffeine hit straight to
MILLIONS OF AMERICANS TO LOSE HEALTH INSURANCE
AS A RESULT of US President Trump’s tax and spending bill, approximately 10 million more US citizens will be at risk of losing their health insurance in the next decade.
According to nonpartisan analysis from the Congressional Budget Office (CBO), resources will decrease for households towards the bottom of the income distribution, whereas resources for those at the top will increase.
This law was passed with only Republican votes and has specifically impacted the low-income health insurance programme, Medicaid,
the bloodstream. However, these products can contain as much caffeine as two cups of regular coffee, making it far too easy to overconsume and ingest more caffeine than is safe for young adults. High levels can lead to a rapid pulse, abnormal heart rhythms, and even seizures. In very serious, although rare cases, there have been documented deaths from excess caffeine levels.
which is relied upon by millions. Many are touting the bill as a giveaway to the rich at the expense of low-income citizens.
According to a Peterson Centre on Healthcare and Kaiser Family Foundation (Peterson-KFF) health system tracker report, this would be the largest Affordable Care Act (ACA) insurance price hike since 2018.
ASIA PACIFIC
ABBOTT INDIA INCREASES ITS PHARMACEUTICAL PROFIT
WITH AN 11.5 percent increase in its Q1 profits, drugmaker Abbott India has seen a significant rise in its operational revenue.
Known for its PediaSure Shake nutrition drink, the company also has a strong presence in chronic treatments such as thyroid and diabetes medication, and is currently leading growth amongst multinational competitors.
Specifically, Abbott India recently reported a profit of INR3.66 billion in its most recent quarter, up from INR3.28 billion last year. Chronic therapies, price-led gains, and a healthy domestic demand for its drugs are expected to continue to drive further growth for the company in the coming months.
IMPROVING OBSTETRIC CARE IN BURKINA FASO
TO CURB MATERNAL mortality rates, Burkina Faso is prioritising improving its access to obstetric care for those pregnant. To achieve this, it began an initiative to train midwives in basic ultrasound procedures during antenatal consultations to improve pregnancy monitoring, especially in remote areas where specialists are hard to reach.
The training is part of a wider effort to improve maternal care quality, alongside measures such as free healthcare for pregnant women and children under five.
It has seen over 200 successful ultrasound tests and, as a result, will continue to be made possible through funding from the World Health Organisation’s (WHO) Sexual and Reproductive Health Project, which supports the development of a training manual for ultrasounds and those learning to conduct them.
AFRICA
Why Reframing Women’s Health is Vital
Prolonged waiting times, rising maternal mortality rates, persistent and unacceptable inequalities, and systemic underinvestment in women’s health – the evidence of a widening gender health gap is mounting and the need to address such disparities has never been greater.
The latest statistics tell the same story. Women spend an average of nine years in poor health – 25 percent more time than men. According to the NHS Confederation, gynaecologicalrelated absenteeism alone costs the UK £11 billion a year, with menopauserelated workforce exits costing UK public limited companies £1.5 billion. By addressing such health inequalities it could boost the global
Charlotte
Lewis,
Principle Associate – Commercial Health at Mills & Reeve,
discusses the current FemHealth landscape and why perception towards women’s health must be reframed to become embedded across the wider healthcare landscape
economy by £1 trillion by 2034; the figures are substantial. Greater investment in women’s health will not only deliver better outcomes, but major socioeconomic benefits.
After all, women make up 51 percent of the UK population, undertake 68 percent of all unpaid caring roles in society, and are responsible for 80 percent of all household health decisions.
“Optimising their health is far from being a niche concern – it is a national imperative,” explains Dame Lesley Regan DBE in Mills & Reeve’s recent report Femhealth Focus – Current Realities and Future Horizons. The Women’s Health Ambassador for the Department of Health and Social Care is unequivocal in her stance. “Every
girl and woman, at each stage of her life-course, deserves swift access to high-quality, compassionate, evidence-based healthcare.”
Regan is not alone in her desire to close the gender health gap and build a system that works for all women. Clinicians, scientists, entrepreneurs, funders, policymakers, charities, and advocates are all aligned in their view that we need to create a future where women’s health is no longer overlooked, but championed as a cornerstone of a fairer and healthier society.
REFRAMING WOMEN’S HEALTH
The consensus is clear – women’s health must be reframed not as a subset of reproductive care, but as the broader ‘health of women’. As one
advocate strongly states, there’s so much more to being a woman than your womb and ovaries.
However, there remains a stigma attached to women’s health – one that not only impacts investment opportunities but also leads to a deprioritisation in health budgets and services, as well as creating a void in education. Whilst it’s a sad reality, documenting and proving the health gap is a positive step towards closing it and there is a growing cohort of FemHealth founders and innovators who are striving for change.
This is reflected in a women’s health market that is now estimated to have a global value of USD$48.2 billion. Although currently largely concentrated in the US, Europe is quickly catching up.
In 2024, the period tracking app Flo became the first European FemTech business to achieve unicorn status, demonstrating the significant market potential in innovative, tech-enabled solutions aimed at addressing the unmet needs of a large proportion of the population.
BREAKING DOWN BARRIERS
Collectively, women – and men – are seizing the opportunity to ensure that women’s health is fully embedded across every level of policy, commissioning, and delivery.
Recent initiatives signal a growing commitment to systemic reform. The NHS 10-year plan, for example, promises to prioritise women’s health through community-based care, digital innovation, and a renewed focus on prevention, with positive developments in cervical screening and maternity care aimed at improving results.
Whilst the 10-year plan lays some important groundwork, making the bold commitment of women’s health ‘never again being ignored’, there are many who believe it is a missed opportunity and falls short on real commitment.
The Royal College of Obstetricians and Gynaecologists (RCOG) has called for the Women’s Health Strategy for England to be “re-set quickly to work alongside the 10-year plan in driving improvements in women’s health access, experiences, and outcomes”.
As Professor Ranee Thakar, RCOG President, puts it, “it’s time for an NHS with all women at its heart.”
With that sentiment in mind, it’s imperative that we amplify women’s voices, listen to them, invest in research and clinical services that reflect women’s needs and lived experiences, and support the innovators who are driving change.
TECHNOLOGICAL CHANGE
As the NHS reforms in line with the policy direction set by the three shifts – care to the community, analogue to digital, and treatment to prevention – there is a material role for digital innovators.
Whilst concerns have been raised that the abolition of NHS England could delay or derail digital funding and IT programmes within the NHS, Secretary of State for Health and Social Care, Wes Streeting, has said the changes present new opportunities to build stronger partnerships with the life sciences and MedTech sectors.
Although digital technologies and artificial intelligence (AI) are no panacea, they have a central role to play in boosting NHS efficiency and driving much-needed change for women’s health.
Unsurprisingly, the global female HealthTech market is growing at an annual rate of 16 percent, but to date, the primary focus has been on menstrual health and maternity care. However, when you look at the whole gambit of women’s health issues there are huge parts of the landscape that are completely undeveloped, presenting significant opportunities for innovation and change.
A significant player in supporting this innovation is the NHS itself. Whilst the weight of bureaucracy and segregated budgets makes it a difficult breeding ground for early-stage growth, the institution is crucial for women’s health innovators, with access to a large, diverse patient population and a workforce representing the ideal setting for piloting innovations.
The key is unlocking that potential whilst tackling the larger issues of fragmented NHS commissioning structures, siloed services, and the way women’s health is conceptualised.
FUTURE HORIZONS
There’s no denying the gender health gap exists. However, despite facing barriers such as a lack of funding, gender bias, and societal disparities, businesses focused on women’s health are slowly making inroads –delivering cutting-edge healthcare innovation that is transforming women’s health and wellness, with technology playing a pivotal role in addressing inequalities.
The commitment, strength, and creativity of founders and pioneers are opening doors to new possibilities and advancements, unlocking unprecedented opportunities for growth and impact in women’s health. It’s a long road, but it’s one an increasing number are committed to following.
ABOUT THE EXPERT
Charlotte Lewis is Principle Associate - Commerical Health at Mills & Reeve. She has specialist interests in both HealthTech and women’s health, providing commercial legal support on all forms of contracting and collaborations for a wide range of health and care sector clients, including the NHS, the independent health sector, and its suppliers.
In response to the severe lack of timely access to quality healthcare across Europe, Kry was co-founded in Sweden in 2015 by entrepreneur, Johannes Schildt.
Born from a deeply personal place and in response to a universal challenge, what began as a bold idea to make healthcare more accessible has now grown into the region’s leading digital-first healthcare provider.
Today, the company helps more than 12 million people annually, with over 200 million patient interactions to date across its four key markets –Sweden, Norway, the UK, and France.
“Many of our patients are able to consult with a qualified health professional in minutes through the Kry platform, either via their smartphone, tablet, or a physical visit to one of our 60+ clinics,” introduces Kalle Conneryd Lundgren, CEO.
Having built a workforce that reflects the depth and diversity of modern healthcare, the company currently employs approximately 900 staff and 3,000 medical professionals – and counting – across various health disciplines.
These include general practice (GP), occupational health, dermatology, physiotherapy, gynaecology, psychology, and advanced nurse practitioners.
“It’s been great to see digital healthcare evolve as a critical part of healthcare delivery throughout Europe, and we’re proud to have played a significant part in making this happen,” Lundgren adds.
As the sector continues to develop, Kry remains at the forefront of its transformation.
“On a mission to create a truly connected healthcare ecosystem, we are working to seamlessly embed digital innovation into traditional care models – empowering patients, supporting healthcare professionals, and improving health outcomes across Europe,” he states.
From Sverige with Care
With a name meaning ‘fit’ or ‘well’ in Swedish, Kry is Europe’s leading digital healthcare provider on a mission to create a truly connected and scalable healthcare ecosystem. Kalle Conneryd Lundgren, CEO, passionately discusses the growing need for an effective digital care model as Europe’s health needs continue to evolve and costs rise
Writer: Lily Sawyer
A POWERFUL ENABLER
Kry has demonstrated how digital healthcare isn’t just convenient – it’s a powerful enabler of better, convenient access to care.
“Many of our patients choose to start their healthcare journey via our app or at one of our clinics if needed, where they are guided to the appropriate level of care based on a combination of demographics, clinical urgency, patient preference, longterm care needs, and current waiting times,” Lundgren explains.
Unlike traditional systems, Kry’s approach is patient-first and navigation-driven.
“Whilst the technology is not sold as a standalone product, we offer integrations with existing digital platforms – such as the UK’s NHS app or regional patient-facing tools in Sweden,” he continues.
Kry’s aim in these instances is to create a seamless and scalable model that fits into existing healthcare platforms to enable access to care.
Across many public healthcare systems in Europe, fragmentations, delays, and complexities are not uncommon.
“Patients often find themselves chasing appointments in systems where GPs are under pressure and incentivised to limit consultations.”
In contrast, Kry makes care more accessible, responsive, and efficient, helping to reduce unnecessary system strain or waste and improve outcomes for all involved.
As such, one of the company’s biggest differentiators is its ability to empower patients through choice and a complete care experience through its digi-physical care model.
“Patients can decide how, where, and when they can access care – whether this be digitally or in person,” Lundgren outlines.
When combined with rapid access – patients are typically seen within 30 to 60 minutes, seven days a week – this flexibility is a major
reason why Kry consistently scores highly in patient satisfaction surveys.
A TECHNOLOGY-ENABLED HEALTH FUTURE
Guided by a strong belief that technology-enabled digital and physical care can connect the dots and keep people healthier, Kry is equipped to respond to a range of healthcare needs, including longterm chronic diseases, diagnoses and specialist care for women’s health, and mental health therapy.
Having already transformed the healthcare landscape in Sweden with a seamless digital and physical care model, Kry has increased accessibility for 60 to 80 percent of patients – all at a significantly lower cost to society than traditional models.
“In this way, we’ve also preserved physical care capacity for those who need it most,” Lundgren points out.
Kry believes it’s all about ensuring doctors are free to do what they do best, supported by cutting-edge systems and a multi-disciplinary workforce.
Today, 25 percent of Sweden’s population is registered with Kry –which is currently more nationwide subscribers than Netflix.
“It’s a testament to the trust we’ve earned and the strength of our digiphysical operating model that can scale across all markets,” he prides.
Elsewhere, in France, nearly half the population is living without access to a GP. In this instance, digital healthcare can get patients the care they need without travelling miles to obtain it.
The company now supports at least 40 percent of the French population living in medical deserts.
In the UK, meanwhile, Kry’s collaboration with the NHS remains strong and continues to grow as it provides digital GP appointments to over three million patients and supports GPs across a third of integrated care systems and 140 primary care networks.
COULD YOU PROVIDE SOME INSIGHT INTO YOUR CAREER TO DATE AND EXPLAIN HOW YOU BECAME INTERESTED IN HEALTH AND MEDICAL CARE?
Kalle Conneryd Lundgren, CEO:
“I chose to work in health and medical care because I genuinely believe it’s one of the most meaningful and exciting industries in the world.
“You have the chance to make a real difference – not just for individuals, but for entire populations when the right efforts are scaled up.
“When I joined Kry in 2021, it became clear to me that this wasn’t a traditional healthcare company.
Kry’s objective has always been to change and improve the way healthcare is delivered and to continue to redefine it.
“Our aim is to increase capacity, improve outcomes, and help create long-term resilience, all whilst lowering costs for taxpayers. But we must be honest – the current healthcare system is broken.
“As a trained surgeon I grew frustrated with the relentless administrative burden and bureaucratic decisionmaking that was slowly eroding both clinician morale and patient trust.
“The system is fragmented, inefficient, and incredibly difficult to navigate –for both patients and professionals.
“If we don’t change how we think about healthcare and look to new models of care delivery, then we risk spending and wasting a huge number of resources whilst failing to meet patient demand and satisfaction.”
“Our digital appointments offload the physical system, and our tools take the burden off GPs by eliminating unnecessary admin so they can spend more time seeing patients, not shuffling paperwork,” Lundgren asserts.
INTEGRATION IS KEY
Crucial to building a more accessible and sustainable healthcare system, Lundgren is keen to point out how integrating both digital and physical healthcare works better for patients, clinicians, and society.
“Our model enables a significant share of patient interactions to be handled digitally and remotely, allowing GPs and clinical teams to focus on more complex or long-term cases that require in-person attention,” Lundgren details.
This ensures patients receive care in the setting best suited to their needs alongside optimising capacity.
Typically, patients access Kry’s services via a dedicated app, where they can choose appointment times and complete a symptom form.
This process can also be accessed via public health channels, GP practices, the NHS app, or through the company’s insurance and employer partners across Europe.
“From there, our proprietary technology platform assesses each patient’s clinical needs and routes them to the most appropriate care channel – whether this be digital or physical.”
As such, Kry’s strength lies in combining technology with a trusted network of healthcare professionals and partner clinics.
Patients can access digital consultations, book physical appointments, track prescriptions, and, in some markets, even order medications for home delivery – all within a single, unified platform.
In addition, patients’ care records are accessible from end-to-end, ensuring continuity across every
In Sweden, for example, Kry’s platform supports a range of healthcare professionals, all working remotely to expand capacity without the need for new physical practices.
This digital ‘offload’ reduces phone traffic, eases patient triage, and makes time for deeper care where it’s truly needed.
With better tools and smarter workflows, the day-to-day experience of healthcare professionals is also
improved, creating a more sustainable and supportive working environment.
“In fact, in many of the regions Kry serves, we are the only provider with a waiting list of healthcare professionals wanting to join,” Lundgren shares.
RELIEVING THE BURDEN
A key part of its founding mission, Kry believes most patients can, and should, seek healthcare remotely.
“It has been interesting to see the step change of the UK government in its acceptance and use of digital
HOW DOES KRY PLAN TO WEATHER THE STORM THAT FACES THE HEALTHCARE INDUSTRY IN EUROPE TODAY?
Kalle Conneryd Lundgren, CEO:
“We are already in the middle of a perfect storm, made up of growing costs, an ageing population, a surge in chronic disease, and a burnt-out workforce.
“At Kry, we’re uniquely positioned to face that storm – and to offer a way through it.
“For patients, they get improved access, reliability, increased flexibility, and personalisation.
“For healthcare professionals, it’s about spending less time on admin and more time with patients doing what they are trained to do.
“For partners, it means scalable, cost-effective solutions that increase capacity and improve population health.”
tools since we opened Livi in 2018,” Lundgren notes.
Kry’s digital healthcare system in the UK, Livi, is focused on creating a truly connected healthcare system with better outcomes for patients, healthcare professionals, and publicprivate partners.
With a 10-year plan unveiled by the UK’s Department of Health and Social Care this summer, prior nerves and suspicion surrounding digital appointments have subsided, and the tide now seems to be shifting as it sets new parameters for digital-first appointments.
“Through sheer grit and focus, we have already proven that by managing most of our patient contacts digitally, we can significantly reduce the cost of care whilst relieving the burden on physical infrastructure and improving patient access to healthcare,” he emphasises.
Further to this, Kry digital consultation costs, on average, are one-sixth of a traditional in-person appointment.
By shifting appropriate cases to digital channels, Kry has been able to free up physical clinic capacity, enabling approximately 3,000 to 5,000 patients to be registered per GP – compared to the national average of just 1,000 – through a scalable, crossmarket model.
In the UK, the company estimates that applying this approach – in line with the government’s 10-year plan and subsequent three strategic shifts – could reduce the cost of each GP appointment by 20 to 30 percent.
What’s more, Kry’s ability to offer care within a 30-to-60-minute window, 24/7, has helped to reduce unnecessary visits to A&E.
“In fact, 25 to 30 percent of patients across our markets have told us they would have sought an emergency or urgent care clinic if they hadn’t been able to access a GP through Kry within four hours,” Lundgren surmises.
NEW DEVELOPMENTS
Working on plans to further integrate digital and physical care across all its markets, Kry is ‘rolling up its sleeves’ to open new greenfield and brownfield clinics where they’re needed most.
“We’re not just talking about the future – we’re building it,” Lundgren pronounces.
In Sweden, the company has already opened several new clinics this year, including in a fast-growing residential area.
“Even the local coffee shop wasn’t open yet – but we were,” he adds.
Kry has also expanded its footprint into sexual and female health in this area, recognising the growing demand for accessible, stigma-free services.
The company is also excited about its latest acquisition as it welcomes Hermelinen, in Northern Sweden, to the Kry family.
“As the largest private healthcare provider in Norrbotten County, this acquisition is a game-changer, adding serious capacity to our primary care, occupational health, physiotherapy, and even surgery output,” Lundgren shares.
The acquisition also brings three new locations into the network and opens a brand-new region for Kry in northern Sweden.
“It might be cold up north – but the healthcare system is really hotting up!”
The company also launched a business-to-business (B2B) division known as Kry Foretäg, which supports large to medium-sized companies with access to occupational health services.
In the UK, meanwhile, Kry’s collaboration with leading health insurer, Vitality, continues to go from strength to strength.
By expanding its service portfolio, the company seeks to deliver even more value for Vitality members and grow the business in true partnership with them.
“Alongside this, our B2B and pay-as-you-go services are taking off, having now signed more than 25 companies across several sectors,” Lundgren reflects.
From professional services and manufacturing to transport and fastmoving consumer goods (FMCGs), the company’s UK operations provide GP appointments for 50-person teams to enterprises with 1,000+ employees.
Through indirect employee assistance programmes, Livi is covering over 80,000 staff – and counting. In just six months since launch, appointment volumes have tripled in the UK.
A BRIGHT FUTURE
As it works towards a future of digitally-enabled healthcare, Kry remains one of Europe’s fastest growing primary healthcare providers.
It is committed to shaping a business model that has a sustainable and significant positive impact on European healthcare systems.
“We’re not here to follow the old rules – we’re here to redefine what modern healthcare looks like. We already know that the era of one-off, transactional appointments is over,” Lundgren opines.
As patients begin to expect more connected, flexible, and personalised healthcare, Kry seeks to challenge and unlock a new care experience for patients and partners alike.
“We are now more than a primary care provider and want to make it even easier for patients to access a range of care services if they choose Kry,” he continues.
Since becoming CEO, Lundgren has been continuously inspired by the passion, pride, and dedication demonstrated by the company’s teams and healthcare professionals across all markets.
“Every day, they show up for patients, partners, and the long-term health of society,” Lundgren asserts.
Having said this, he also recognises that Kry’s work is far from over.
“We won’t stop until every patient in Europe feels confident that they can get the care they need, when and how they need it.”
This means challenging what works, improving what’s broken, and continuing to push the boundaries of what’s possible in healthcare.
“The next decade is our opportunity to lead lasting change – and we’re ready,” Lundgren confidently concludes. kry.health
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 of this game-changing facility
Writer: Lily Sawyer
As it grows rapidly, the healthcare industry in Botswana is committed to sustaining the needs of the nation.”
The opening words of Dr Lebogang Mokotedi, Hospital Superintendent at Letsholathebe II Memorial Hospital, emphasise the pace at which healthcare across the nation is evolving.
With the delivery of medical care in the public sector based on a decentralised hierarchy of regional referral pathways, the process begins with local health posts and clinics which can refer patients to one of 15 primary hospitals nationwide, each equipped to manage emergencies, whilst the majority of complex cases are referred to one of 17 district hospitals.
Dr Lebogang Mokotedi, Hospital Superintendent
Healthcare remains essentially free for Batswana thanks to a committed and supportive government allocating the largest portion of the yearly budget to the Ministry of Health.
As a result, plans are in place to formalise a National Health Insurance scheme, revitalise primary healthcare, and develop additional and existing health facilities.
Challenges persist, however, with the majority of local healthcare workers opting to work in the private sector or abroad, alongside inefficiencies within the supply chain, and an exponential increase of noncommunicable diseases (NCDs) of late.
“Although the Ministry of Health has been a beneficiary to a significant portion of the fiscal budget, admittedly, the budget is never enough,” Mokotedi explains.
This reinforces the need for a judicious utilisation of funds, a conscious effort to reduce inefficiencies, and the importance of strategic project prioritisation.
However, despite these challenges, Botswana continues to reach key milestones having been recently recognised by the World Health Organisation (WHO) for its efforts towards the elimination of motherto-child HIV transmission, earning the country coveted Gold Tier status.
“The support we receive from international bodies such as the UN, WHO, and the US Agency for International Development (USAID), amongst others, has ensured critical programmes are in place to support healthcare delivery,” she passions.
UPGRADING FACILITIES
Located in Maun, the second largest village in Botswana, Letsholathebe II Memorial Hospital is a 270-bed district hospital commissioned in 2008 to replace the 150-bed Maun General Hospital, which struggled to meet the healthcare needs of a rapidly growing population.
“Our hospital serves the population of the North-West district and as a referral institution for neighbouring districts – Okavango, Ghanzi, Boteti, and Tutume,” outlines Mokotedi.
Admitting between 350 and 400 patients per month with an average occupancy rate of 75 percent, the hospital also delivers an average of 55 babies per week.
Patient care is delivered through specialist-led outpatient and inpatient services, supported by 11 admitting wards, a 24-hour accident and emergency (A&E) department, and four recently renovated theatre rooms, with a new intensive care unit (ICU) currently being developed.
Offering round-the-clock access to laboratory and radiology services, Letsholathebe II Memorial Hospital’s radiology department boasts the only computed tomography (CT) machine in the region, offering plain radiography as well as sonographic modalities.
“Apart from the usual outpatient services we also have a newly
“OUR HOSPITAL SERVES THE POPULATION OF THE NORTH-WEST DISTRICT AND SERVES AS A REFERRAL INSTITUTION FOR NEIGHBOURING DISTRICTS”
DR LEBOGANG MOKOTEDI, HOSPITAL SUPERINTENDENT, LETSHOLATHEBE II MEMORIAL HOSPITAL
renovated oral health unit, ophthalmology services, and oncology services,” she details.
The newly established haemodialysis unit, meanwhile, is operated by a private nephrologist, showcasing a successful privatepublic partnership model of service delivery.
The hospital is currently staffed by 575 dedicated healthcare workers, including 14 specialists, 14 medical officers, and 175 nurses.
“These numbers alone do not reflect the crippling shortages we’re facing with staffing or our reliance on temporary workers. For example, we have one audiologist,
one physiotherapist, and only four radiographers to meet the needs of our catchment population.”
Elsewhere, the hospital supports training though collaboration with institutions such as the University of Botswana, Institute of Health Sciences, Boitekanelo College, and others.
TRANSFORMATIVE CAPABILITIES
Having recently set up a haemodialysis unit at the hospital, Mokotedi reflects on the positive impact it’s had, particularly considering the growing prevalence of renal disease in the region.
The hospital was initially only able
to support renal replacement therapy through peritoneal dialysis, which was a nurse-led service. As such, when patients needed haemodialysis, they would be referred to Francistown, a city 500 kilometres away.
“Often, this led to patients having to relocate there in order to access the thrice-weekly dialysis and therefore losing out on their social support systems,” she affirms.
The Ministry of Health supported the new haemodialysis unit by inviting private companies to bid for the service, resulting in a private-public partnership (PPP) with the Pholong Centre for Kidney Diseases and Dialysis (PCKD).
“The ward officially opened in November 2023 and was well received by community leadership and patients who could now receive this vital service locally.”
The centre currently has 12 beds and is set to increase by four more during the current financial year to cater for the growing need, with 65 patients currently receiving this service.
The collaboration has also ensured the nephrologist who runs PCKD, Dr Walter Moloi, supports the peritoneal dialysis team to ensure a comprehensive renal replacement service.
“To further strengthen the relationship, he is involved in skills transfer through the training of medical officers in catheter insertions during his monthly visits,” states Mokotedi.
The availability of this service in the region will also promote tourism.
CARE FOR THE COMMUNITY
As the only district hospital in the North-west of the country, Letsholathebe II Memorial Hospital’s geographical location sets it apart.
Responsible for servicing a huge population as well as supporting neighbouring districts as a referral institution, the hospital’s support is crucial.
As such, management have been strategic in prioritising the maintenance and renovation of key operational areas, alongside acquiring key equipment.
Also known as the gateway to the Okavango Delta that is rich in wildlife, Maun has seen tourism in the area increase. The hospital therefore seeks
HOW DO YOU EMPOWER YOUR HARD-WORKING STAFF MEMBERS?
Dr Lebogang Mokotedi, Hospital Superintendent: “We take staff welfare very seriously. Maun is considered remote and is not a first choice for most employees; therefore, it is imperative that we maintain a healthy, motivated workforce.
“To reward staff and keep them engaged, we have recently conducted wellness activities which included excellence awards, safari trips, boat cruises, and spa dates in recognition of their contributions to our success.”
to leverage its burgeoning healthcare resources to become more appealing to international clients.
“We have a good stakeholder relationship with the tourism industry thanks to support from the Hospitality and Tourism Association of Botswana (HATAB), whose unwavering support of the health sector is exemplary,” Mokotedi tells us.
Thanks to the economic importance of tourism in the region, advocating for resources from the government becomes much easier.
The facility has therefore gained the support of key stakeholders who participate actively in the success of the hospital.
Its advisory committee, for example, is populated by leaders from the police services, political arenas, and local chieftains as well as a representation of people living with disabilities and traditional healers.
“Having key specialists in the hospital sets us apart from our neighbouring facilities and, as mentioned, we boast the only CT scan in the region as well as a recently established renal dialysis unit,” she finishes proudly.
With game-changing facilities such as these and cutting-edge technology at its disposal, Letsholathebe II Memorial Hospital looks forward to a bright future in healthcare delivery.
RIDING HIGH IN AFRICAN HEALTH
Leaders in empowering the healthcare community across Africa, Riders for Health expertly overcomes logistical obstacles with a comprehensive, reliable transport system that delivers critical supplies to the continent’s hardest-to-reach areas. We explore its pioneering solutions
Writer: Lucy Pilgrim
The efficient delivery of healthcare persists as a critical challenge for Africa’s most inaccessible areas, perpetuated by a limited network of road and transport infrastructure that become major barriers to the supply of vital medical supplies and healthcare professionals.
Indeed, private transport is hard to obtain across the continent due to high operational costs and unreliability, particularly for areas outside of major cities.
What little there is of the road network suffers from rough terrain which, compounded with minimal driver training, makes for a highly laborious task when delivering even the most basic healthcare supplies.
Evidently, many African healthcare facilities still have a long way to go before they can establish central
distribution hubs, causing remote communities across Africa to routinely suffer from limited stock of essential medicines and care.
These factors culminate in an increasingly unstable and sparse healthcare supply chain, making the provision of basic medical amenities such as immunisations, bed nets, birth control, and medications incredibly challenging.
Ready to tackle these continent-wide barriers head on, Riders for Health (Riders) strives to boost the delivery of African healthcare by providing world-class transport management services, ensuring both medical personnel and supplies are distributed quickly and reliably to previously inaccessible populations.
As an African social enterprise, Riders’ comprehensive transport system was purposefully built to
overcome obstacles specific to the continent, operating across The Gambia, Nigeria, Malawi, Lesotho, and many other African nations.
With over three decades of experience, the organisation has cultivated a vast network of healthcare provider partners, comprising both governmental and non-governmental organisations who, by working with Riders, have access to reliable transport solu tions to deliver healthcare wherever it is needed.
As such, the company strives to create a world in which the healthcare supply chain works sufficiently for everyone, everywhere.
facilitate effective health transport services across Africa at a sustainable cost.
This is achieved by building a reliable transport system and supporting infrastructure that fosters a robust network of medical supplies and healthcare staff.
Managing a vast fleet of motorcycles allows healthcare workers to travel to remote locations and provide critical services such as disease detection and prevention, as well as numerous follow-up appointments.
It collaborates with partners across the entire lifecycle of healthcare delivery, from the initial planning and budgeting stages to procuring and replacing vehicles and training riders.
The organisation’s fleet management solution also includes preventative maintenance services that avoid vehicle failures for the duration of their use. Its services additionally provide a reliable supply of high-quality replacement parts, ensuring dependable delivery when it is needed most.
Thanks to the work of Riders, various outreach clinics have been established which provide immunisation, pre- and post-natal services, water testing, health education programmes, HIV/AIDS testing, and much
RIDERS’ SERVICES –AT A GLANCE
• Fleet management
• Outreach healthcare
• Sample transport
• Emergency health transport
• Medical supply chain logistics
• Training
more, guaranteeing effective disease prevention and surveillance.
With the steadfast belief that reliable ambulances are the foundation of a strong emergency referral system, Riders’ likewise offers a worldclass fleet of ambulances and route planning and budgeting solutions, addressing issues like limited access to correctly equipped vehicles, minimal maintenance systems, and fuel shortages.
TRUSTED AND SECURE TRANSPORT
The challenge of transporting highly sensitive samples to medical laboratories across the continent additionally persists as an acute challenge.
Bridging the gap in the continent’s medical supply deficiencies, Riders pioneers sample transport services for leading health organisations across sub-Saharan Africa.
The organisation specialises in the transportation of more than one million biohazardous substances and test results, which typically degrade quickly and are highly sensitive, particularly over long distances in extreme weather conditions.
Samples are transported in a timely and secure manner using a motorcycle courier system, which is highly distinguished thanks to the expertise of Riders’ team who leverage decades of industry knowledge and experience to select the most suitable vehicles for the job.
The organisation additionally trains couriers to international standards in the safe handling of hazardous substances and guides them on how best to maintain their vehicles.
With the aim of secure and reliable healthcare at the core of the organisation’s operations, Riders’ state-of-theart healthcare transport system continues to transform the lives of those in Africa’s hardest-to-reach communities and drives the continent’s medical landscape forwards.
Brand new exclusive content, delivered safely to your inbox
As organisations worldwide navigate the new healthcare landscape, defined by technological innovation in the wake of the COVID-19 pandemic, now is the time to showcase the strides being taken in this critical sector.
A multi-channel brand, Healthcare Outlook brings you the positive developments driven by organisations across the healthcare industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered safely to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Healthcare Outlook continues to foreground the movers and shakers of the industry.
To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
THE GUARDIAN OF ENGA’S HEALTHCARE
Equipped to deliver high-quality healthcare throughout the Enga province of Papua New Guinea, the Enga Provincial Health Authority goes above and beyond to reach the area’s most hard-to-access regions. Vincent Pyakalyia, CEO, shares more
Writer: Lucy Pilgrim | Project Manager: Harry Thurlow
The healthcare industry in Papua New Guinea (PNG) is full of potential having addressed significant challenges, particularly in the Enga province.
Although several hurdles remain, including delayed or limited government funding and workforce shortages, promising developments are on the horizon to ensure critical healthcare reaches even the most remote districts.
Prepared to fulfil its founding mission, the Enga Provincial Health Authority (Enga PHA) is a decentralised government body responsible for managing and coordinating all public health services in the region.
PHAs were first enacted in PNG in 2007 under the PHA Act, a legislative framework established by the government to integrate and streamline local health
service delivery.
Enga PHA was established in June 2013 with a mission to bring healthcare decision-making closer to the rural communities it serves, ensuring care is responsive, accessible, and aligned with local needs and priorities.
“Prior to the introduction of PHAs, our healthcare system was quite rigid and centralised. All public health was primarily managed by the provincial governments, which meant funding across the country was limited as adjacent public services also needed to be managed,” introduces Vincent Pyakalyia, CEO of Enga PHA.
Consequently, healthcare lacked the necessary variability to effectively reach rural districts due to a disconnect between the primary curative health services and public health outreach.
Nowadays, following the implementation of PHAs, the authority provides both curative and public health services through government support. This streamlines health service delivery, ensures better coordination between national and provincial health efforts, and enhances access to quality healthcare for the people of the Enga province.
BALANCING THE NEEDS OF GOVERNMENT AND PEOPLE
Enga PHA has a primary obligation
to ensure that health services are delivered on behalf of the provincial government as it continues to work towards building a more resilient and responsive health system through improved infrastructure, staff training, and data-driven decision-making.
The authority’s key services encompass inpatient and outpatient care, maternal and child health, immunisation programmes, disease prevention, and emergency medical response.
OVERCOMING WORKFORCE OBSTACLES
Despite recent developments, the current PNG health system is hindered by a limited workforce, leading to insufficient staff numbers to provide services to their full potential.
Consequently, the authority is dedicated to retaining and developing health workers to the best of its ability.
“At Enga PHA, staff members are the backbone of service delivery, spanning from frontline clinicians to support personnel. Recognising their dedication is essential to maintaining a motivated and high-performing workforce,” Pyakalyia notes.
Employee empowerment begins with continuous learning and professional development, ensuring they possess the necessary skills and confidence to deliver highquality care.
Additionally, recognition is provided both formally and informally through regular staff awards, acknowledging exceptional performance, and celebrating milestones, all of which contribute to a culture of appreciation.
“Most importantly, actively listening to staff feedback and acting on their insights demonstrates that their voices matter and contributions are valued.”
Based in Wabag, the provincial capital, Enga PHA also functions across five additional local districts –specifically Wapenamanda, Lagaip, Porgera-Paiela, Kompiam-Ambum, and Kandep – serving a population of around 571,000.
“With a workforce of almost 1,340, the authority employs a diverse team of healthcare professionals and support staff to meet the province’s health needs,” Pyakalyia outlines.
Through direct government funding, the authority has been able to expand its services and partnerships with stakeholders, which has subsequently enabled Enga PHA to establish its own healthcare delivery programme.
“Working on behalf of the provincial government gives us the economy and autonomy to drive and manage our people as a technical advisory body to the Department of Health, granting us the power to manage health in the province according to the needs of our people,” he explains.
“AS A FLAGSHIP FACILITY, ENGA PROVINCIAL HOSPITAL SIGNIFICANTLY DIFFERENTIATES ENGA PHA FROM OTHERS BY POSITIONING IT AS A NATIONAL LEADER IN HEALTHCARE INNOVATION AND SERVICE DELIVERY”
– VINCENT PYAKALYIA, CEO,
ENGA PROVINCIAL HEALTH
AUTHORITY
Enga PHA also has the opportunity to connect with development partners and organisations such as the World Health Organisation (WHO), UNICEF, and other institutions in the health sector.
The authority works directly with these partners to seek support, whether that involves funding for training or donations of equipment, appliances, and medicines.
“The evolution of Enga PHA reflects a commitment to providing equitable, effective, and sustainable health services for all,” Pyakalyia states.
A LANDMARK HEALTH FACILITY
A notable development under the authority’s management is Enga Provincial Hospital – a modern, 300-bed facility featuring state-ofthe-art technology and sustainable infrastructure to enhance health delivery in the region and meet international standards.
The hospital, which opened in March 2025, marks a groundbreaking development in PNG’s healthcare landscape, particularly as it is the country’s first purposebuilt greenfield facility since gaining independence in 1975.
Introduction
BP Home Centre Ltd is a locally registered company operating in Papua New Guinea, specifically established to cater to the growing demands for building and hardware materials.
Founded in Wabag, Enga Province, the company focuses on supplying and delivering high-quality
BP Group of companies:
BP Building & Hardware
Suppliers Limited
BP Home Centre Limited
BP Freighters Limited
BP Restaurant Limited
construction supplies to contractors and builders across the Highlands region. Committed to integrity, transparency, and customer satisfaction, BP Home Centre and BP Building and Hardware Supplies Ltd is well-positioned to contribute significantly to the nation’s development efforts.
Current Market Position
BP Home Centre Ltd is strategically located in Wabag, allowing it to serve clients efficiently within the Enga Province and surrounding areas. The company operates in a market characterized by increasing demands for construction materials due to ongoing infrastructure development in Papua New Guinea. The experienced management team and dedicated staff provide a competitive advantage by delivering timely and reliable services
Financial Outlook
With a single director holding 100 percent shareholding, BP Home Centre Ltd is agile in decision-making and can swiftly adapt to market changes. The company’s partnership with Bank South Pacific ensures
robust financial management and operational efficiency. As construction activities in Papua New Guinea increase, the company anticipates steady revenue growth in the coming years.
Health and Safety Commitment
BP Home Centre and BP Building & Hardware Supplies Ltd prioritizes the health and safety of its employees. An Occupational Health and Safety (OHS) framework ensures a safe working environment, and personal protection equipment is provided to all staff. This commitment not only enhances employee satisfaction but also elevates the company’s reputation in the industry.
Strategic Goals
To solidify its market position, BP Home
Centre and BP Building & Hardware Supplies Ltd will focus on the following strategic goals:
Expand Product Range
Identify and introduce additional products that meet emerging market demands.
Enhance Supply Chain Efficiency
Streamline logistics and procurement processes to reduce costs and improve delivery times. Strengthen Customer Relationships
Develop personalized engagement strategies to understand client needs better and enhance service delivery.
Investment in Technology
Leverage technology for inventory management and sales tracking to optimize operations.
SERVICES OFFERED
• The core business of BP Groups of Companies encompasses:
• General Hardware Materials
• A diverse selection of tools and equipment essential for construction projects.
• Building Construction Materials
• Quality supply of materials required for residential and commercial construction.
• Plumbing Materials
• Comprehensive range of plumbing supplies tailored for all project sizes, from small repairs to large installations.
Home Good White goods and small appliance sole suppliers based in Wabag, Enga Province.
Restaurant
Provide a competitive restaurant in Wabag second to none. Freighters
We provide best and competitive freighters services to colleague business house and individuals business owners in the highlands of Papua New Guinea.
I)Challenges
Market Competition
There is a growing number of competitors in the hardware supply sector, necessitating continuous improvement in service and product offerings.
Supply Chain
Disruptions
Fluctuating availability of materials and shipping delays could impact operations.
ii) Opportunities
Infrastructure Development
The ongoing government push towards infrastructure development presents substantial opportunities forsupply contracts.
Partnerships with Contractors
Building strategic partnerships with contractors and project developers can enhance market presence and customer base.
Conclusion
BP Group of Companies are poised for growth and success in Papua New Guinea’s construction sector. With a strong commitment to customer satisfaction, operational efficiency, and employee safety, the companies are well-prepared to meet the diverse needs of its clients while contributing to the nation’s development ambitions. By continuously aligning its objectives with market demands and leveraging its competitive advantages, BP Home Centre and BP Building and Hardware Supplies
Ltd aims to establish itself as a leading supplier of building and hardware materials within the region, going forward. This company outlook aims to inform stakeholders about BP Building & Hardware Supplies Ltd.’s vision, operational strengths, and growth potential. All interested parties are encouraged to explore partnership opportunities and engage with the company as it takes steps toward fulfilling its strategic goals.
bpgroup04@gmail.com
www.bpgroupcompanies.com
“As a flagship facility, Enga Provincial Hospital significantly differentiates Enga PHA from others by positioning it as a national leader in healthcare innovation and service delivery,” Pyakalyia highlights.
With advanced diagnostic and surgical units, along with specialised services such as maternal and neonatal care, the hospital not only enhances clinical capabilities but also reinforces the authority’s commitment to delivering healthcare in rural settings.
In addition,, Enga PHA is fortunate to have strong political support, as the province’s Governor, Sir Peter Ipatas, GCL, KBE, MP, is wellrespected and one of the longestserving members of parliament in PNG.
“He’s a very practical person, and
this hospital is the culmination of one of his visions. It’s not going to be an easy project, but we’re all committed to getting it done.”
Enga Provincial Hospital showcases the authority’s strategic vision, robust governance, and capacity to attract top-tier partnerships and investments – elements that distinguish it from other PHAs in the country.
“It serves as a benchmark for future healthcare infrastructure projects in PNG,” Pyakalyia boasts.
FACILITATING VITAL HEALTHCARE PROCEDURES
One area of care Enga PHA aims to advance at Enga Provincial Hospital is endoscopic surgery, following the department’s earlier closure due to insufficient technology and equipment.
“Given many people come from quite remote areas for surgeries, patients often remain in the hospital for extended periods. Sometimes that’s not economical, so we aim to shorten their stay, and the new endoscopic approach will provide us that opportunity,” Pyakalyia explains.
Enga PHA also aims to introduce robotic surgery at the hospital and across the province, helping to enhance the hospital’s visibility and promote it as a distinctive facility.
The authority aims to meet the needs of the local community by ensuring adequate outreach and proactive healthcare.
“Endoscopic surgery has come a long way since it was first rolled out here, so I think PNG is in a better position to implement something
ENGA PHA’S ESG PRACTICES
The authority actively engages in environmental, social, and governance (ESG) practices that align with its mission of sustainably delivering quality healthcare. These include:
ENVIRONMENTAL INITIATIVES
Enga PHA is involved in the Strengthening Integrated Sustainable Landscape Management (SISLaM) project in the province, established by the UNDP. This initiative tackles environmental challenges such as land degradation, deforestation, biodiversity loss, and climate change.
Through SISLaM, over 10,000 farmers have been trained in eco-friendly agricultural practices, whilst sustainable management procedures have been introduced across 20,000 hectares of agricultural, forest, and pastoral ecosystems.
SOCIAL PROGRAMMES
In collaboration with significant development institutions, Enga PHA has conducted province-wide immunisation campaigns to protect children from preventable diseases and organised mental health awareness weeks that include workshops and seminars aimed at promoting better mental health and well-being.
GOVERNANCE PRACTICES
Operating within a structured governance framework, Enga PHA has a Board of Governance that ensures effective oversight and strategic direction for the authority.
like this compared to previous years, so that’s where we’ll start,” he states.
Elsewhere, Enga PHA will dedicate considerable time to refurbishing all six district hospitals to support the outreach of Enga Provincial Hospital, deploying skilled staff throughout the province.
This will be further compounded by the introduction of aid posts –smaller health centres that provide specialist care to more rural areas –and partnerships with church health providers, ensuring individuals in harder-to-reach areas can still receive care.
LEVERAGING INNOVATIVE TECHNOLOGY
In line with the upward technological trajectory of PNG’s healthcare sector, Enga PHA is investing in innovative
solutions, such as delivering medical supplies by drone to remote areas.
“Drones can easily pick up and drop off supplies in certain locations, so this is probably our biggest innovation that will change how we provide our services to remote areas,” Pyakalyia comments.
Through its partnership with the UN Development Programme (UNDP), the authority also has the opportunity to deploy Starlink across the province to address logistical barriers.
Indeed, the satellite constellation provides better access to information for remote health centres and assists hospitals in engaging in virtual teaching, ultimately having farreaching impacts.
Elsewhere, Enga PHA has recently set up a fuel depot and vehicle maintenance workshop to tackle some of its major expenses and geographical challenges.
For instance, the authority relies heavily on the regular supply of fuel to operate in areas with limited power availability, which consumes a significant portion of its operational budget.
QUALITY Matters
Our mission is to develop and set the benchmark for doing business in Papua New Guinea and abroad, guided by Christian values and principles.
The Mobo Group of Company Limited (MGCL) was incorporated by its directors, and registered with the PNG Investment Promotion Authority (PNGIPA) in 2006. The initial original core business of the company was the provision of medical health care services to the remote rural masse populace and the urban disadvantage; however since then, the
company had business expansion and subsequently established its subsidiaries. Our goal is to provide outstanding service delivery to our customers. MGCL is backed by our multifunctional team of highly qualified personnel both at Strategic Management and Operational levels. MGCL believes in its capabilities to deliver services beyond clients’ expectations.
Mobo is a leading PRIMARY HEALTH CARE SERVICE PROVIDER, together with its complimentary Pharmaceutical services providing basic primary health care to the rural populace and the urban disadvantaged. We are based in Gerehu Stage three (3), serving the urban disadvantaged; having served in the remotest places in KIKORI DISTRICT hospital, KAPUNA rural hospital, TINSLEY Baptist rural hospital, in MUL BAIYER electorate, LUMUSA health center, UGINI aid posts, etc.…Our Vision is to be the Primary Health Care Service Provider of Choice for Private Public Partnership (PPP) with the National Government, Provincial Governments, Faith Based Organizations, and Non-Government Organizations, in the delivery of basic primary health care service to the people.
Our Mission
Develop and set the benchmark for doing business in Papua New Guinea and abroad guided by Christian values and principles.
Our Vision
To do quality business using biblical principles: “be fruitful, multiply, replenish, subdue, and have dominion”: genesis 1: 28
However, due to Pyakalyia’s previous experience, he can access a main supplier, thereby sufficiently supplying a comprehensive fuel depot.
Furthermore, the establishment of a vehicle maintenance workshop enables Enga PHA to avoid outsourcing fleet maintenance services, utilising its team of mechanics and ultimately reducing costs.
STREAMLINING THE SUPPLY CHAIN
Most of Enga PHA’s medical and pharmaceutical supplies provided by the government are transported from Mount Hagen, the capital of the neighbouring Western Highlands province, and travel by truck.
“As a result, partner and supplier relationships are paramount for timely and quality distribution,” Pyakalyia attests.
Enga PHA has also engaged with Australian healthcare expert Dr. Grant Muddle, ML, to assist in
459 K
799 K 1,658 K
2,592 K 6,006 K
sourcing high-quality, fit-for-purpose equipment for Enga Provincial Hospital.
“Employed by the Enga Provincial Government, Muddle brings decades of international experience and deep knowledge of the latest healthcare technologies and medical equipment. His global network of trusted
suppliers has enabled us to source equipment at highly competitive prices,” he explains.
In a resource-constrained environment, this procurement model ensures the authority receives the best value for money.
Beyond cost and quality, Muddle’s expertise and experience have helped
to streamline and standardise the equipment used across Enga PHA.
This has led to simpler training for clinical and biomedical teams, easier access to spare parts, and improved efficiency in equipment maintenance and repairs.
“Ultimately, this has enabled us to build a more innovative, sustainable procurement model, supporting better patient care and more efficient resource management across the entire health network,” Pyakalyia concludes.
PThe Uganda Heart Institute leads the fight against cardiovascular diseases through innovative research, comprehensive patient care, and a commitment to training the next generation of healthcare professionals. Executive Director, Dr John Omagino, emphasises the remarkable work being accomplished
Writer: Rachel Carr | Project Manager: Harry Thurlow
laying a vital role in the nation’s health, the Uganda Heart Institute (UHI) was established in 1988 and is currently a superspecialised leading provider of cardiovascular services and the only national referral facility for heart diseases in Uganda.
Operating as an autonomous body, mandated by the UHI Act of 2016 to manage and coordinate the country’s efforts in addressing cardiovascular diseases (CVDs), it is overseen by a Board of Directors responsible for carrying out the functions assigned by the act.
“Our vision is to be a global centre of excellence in the provision of cardiovascular care, and our mission is to provide preventive, promotive, and clinical services and
conduct research and training in the relevant science,” introduces Dr John Omagino, Executive Director.
UHI has attained the technical capacity to offer a complete range of cardiac services comparable to any centre of excellence in the world. This is for both children and adults, comprising diagnostic, non-invasive, and invasive procedures, intensive care and coronary care services, diagnostic and interventional cardiac catheterisation services, and open heart surgery.
Given the necessary operational adequate funding, UHI can comprehensively handle 95 percent of adult cases, including valve and coronary bypass surgery, plus 85 percent of paediatric cases. Additionally, it can ably teach and
train cardiac super-specialists in the cardiac super speciality and conduct high-calibre research to ensure quality care and generate the necessary data to guide policy, reducing the percentage of people being referred abroad to less than five percent.
“We serve a diverse and growing base of over 25,000 patients annually, drawn from all regions of Uganda and neighbouring countries,” Omagino explains.
UHI currently has a committed team of over 300 staff members, including cardiac critical care, adult and paediatric cardiology, cardiothoracic surgery, cardiac anaesthesia, cardiac nursing, allied and therapeutic professionals, and corporate staff, all working collaboratively to provide world-class cardiovascular care.
ADVANCEMENTS IN RHEUMATIC HEART DISEASE MANAGEMENT
UHI is internationally recognised for its pioneering research on rheumatic heart disease (RHD), a major public health burden in sub-Saharan Africa. It leads several regional and global RHD studies and has contributed to key policy documents that guide prevention and management.
“Our work includes schoolbased screening programmes, echocardiographic surveillance, and clinical trials on penicillin prophylaxis and surgical outcomes. We also engage in advocacy and health education to raise awareness and reduce the stigma associated with RHD in schools and communities,” Omagino imparts.
Moreover, as a key partner in the Pan-African Society of Cardiology (PASCAR) and RHD Action networks, UHI contributes to the global goal of eradicating the disease by 2030.
Populations affected by RHD are at an increased risk of developing various cardiovascular issues, highlighting the need for early intervention. It’s equally important to note that Uganda is enhancing its capacity to address these challenges.
“This is an exciting time to work in the cardiovascular health space in Uganda. The burden of CVDs is rising rapidly, but so is our national capacity to respond.
“We are seeing stronger government commitment, greater public awareness, and more investment in health infrastructure. Most notably, the construction of our new 250-bed, super-specialised heart hospital in Naguru will be a gamechanger for cardiac care in Uganda,” he states emphatically.
UHI is also expanding regional heart centres, regional surgical camps, training programmes, and research collaborations that position Uganda as a leader in Africa.
Of course, challenges remain, particularly in terms of limited
COULD YOU PROVIDE SOME INSIGHT INTO YOUR CAREER TO DATE AND EXPLAIN HOW YOU BECAME INTERESTED IN THE HEALTHCARE INDUSTRY?
Dr John Omagino, Executive Director: “My journey with UHI began with a deep conviction that Ugandans deserve access to world-class cardiovascular care, right here at home.
“After my master’s programme, I joined the African Research Universities Alliance (ARUA), where I was selected to join a dedicated team for specialised training at the International Heart School in Bergamo, Italy. We returned equipped with knowledge and also the essential equipment to establish what would become the UHI.
“We started modestly; our first surgeries were done with second-hand equipment in a small yellow house in Mulago. Despite resource constraints, political inertia, and competing interests, I remained committed to building a centre of excellence in cardiac care, research, and training.
“In 1996, we performed our first closed-heart surgery, and with each milestone, our belief in what was possible grew stronger. Over the years, I’ve worked closely with partners, government leaders, and our passionate clinical teams to expand UHI’s capabilities and reach.
“When private interests tried to divert our vision and bureaucratic obstacles threatened our funding, I fiercely advocated for UHI’s autonomy and mission. With the Ugandan President’s support, we secured our vote and independence in 2008, marking a major turning point.
“Today, I’m proud that UHI stands not only as a national referral centre but also a regional leader in cardiovascular care and research, saving thousands of lives, building capacity, and proving that determination, collaboration, and local leadership can deliver transformative health solutions.”
specialised personnel and access for underserved populations, but meaningful progress is being made.
“I find this sector incredibly fulfilling because it allows us to save lives, build capacity, and contribute to national development. For young professionals and innovators, this is a powerful space to be in. The potential to make an impact is real, and the future of cardiovascular care in Uganda is bright,” Omagino enthuses.
DECENTRALISED HEART CARE REACHING EVERY CORNER OF UGANDA
UHI plays a national coordinating role in Uganda’s national cardiovascular health response, working closely with the Ministry of Health and regional referral hospitals to strengthen the decentralisation of cardiovascular services through outreach programmes, local closed heart surgical camps, and capacity building.
CVDs are a major public health challenge in Uganda, contributing significantly to non-communicable disease mortality. To address this, UHI is establishing 16 regional heart centres to decentralise specialised cardiac care, reduce patient travel burdens, and improve early diagnosis and treatment.
“Phase One is already underway in Mbarara, Hoima, Gulu, Jinja, and Lira, selected and based on key factors such as land availability, proxim ity to medical institutions, and strategic national importance,” Omagino urges.
Whilst these centres take shape, UHI continues to conduct quarterly outreach visits across all 16 regions, offering screenings, minor procedures, patient treatment and post-surgery follow-up appointments, and training for local healthcare workers.
“THE POTENTIAL TO MAKE AN IMPACT IS REAL, AND THE FUTURE OF CARDIOVASCULAR CARE IN UGANDA IS BRIGHT”
– DR JOHN OMAGINO, EXECUTIVE DIRECTOR, UGANDA HEART INSTITUTE
Furthermore, a new state-of-theart cardiac facility currently under construction in Naguru will expand access to advanced cardiovascular care and reduce the need for referrals abroad.
“It will more than triple our cardiac surgical capacity from 300 to approximately 1,000 open heart surgeries annually, plus 8,000 to 9,000 interventional cardiology procedures in the two catheterisation labs (cath labs), allowing us to clear backlogs and treat more patients locally.
“This directly reduces the number of high-cost referrals abroad, saving the government and families millions of dollars per year. It will also enable us to increase our training and research capacity; we will build a self-sustaining ecosystem for cardiovascular excellence in Uganda,” Omagino promises.
FELLOWSHIP AND TRAINING FOR SPECIALIST CARDIAC CARE
UHI is steadily positioning itself as a destination for medical tourism in cardiovascular care by providing affordable, high-quality services that meet international standards. It has successfully treated patients from South Sudan, Rwanda, Burundi, the Democratic Republic of the Congo (DRC), and beyond the region.
“With our team of highly skilled specialists and state-of-theart interventions, patients are increasingly choosing UHI as a preferred alternative to expensive overseas referrals. Our vision is to become a regional referral hub for complex cardiovascular procedures,” Omagino reveals.
The, UHI began its in-house training programme in 2010 with three paediatric and adult cardiology fellows. Accredited by the Uganda Medical and Dental Practitioners Council, it has evolved into a comprehensive training hub, producing over 70 specialists across various cardiac disciplines.
In April 2021, UHI held its inaugural graduation ceremony, celebrating 49 fellows trained in multiple cardiac specialities. Its impact now extends beyond Uganda’s borders, having trained medical professionals from countries including the DRC, Liberia, and Somalia.
UHI’S STRATEGIC INVESTMENTS AND INITIATIVES
REGIONAL HEART SURGERY CAMPS – UHI is currently conducting regional closed heart surgery missions in Mbarara, Arua, Lira, and Gulu, bringing life-saving cardiac services closer to underserved populations. Building on this success, it plans to scale up these surgical camps to the remaining 12 of the 16 regional referral hospitals nationwide, further decentralising access to specialised heart care.
CAPACITY BUILDING PROGRAMME – UHI now delivers comparable, highquality fellowship training locally, significantly increasing accessibility and sustainability whilst strengthening Uganda’s national health system and regional capacity. It plans to build capacity through continuous professional development, academic exchange, and partnerships with universities and international training centres.
TELEMEDICINE PLATFORM – UHI and the Ministry of Health, along with its private partners, are piloting a telemedicine platform to support diagnosis and cardiac consultation at regional hospitals.
GREEN UHI INITIATIVE – As part of its environmental, social, and governance (ESG) initiatives, UHI has launched a sustainability campaign to promote heart health through increased environmental awareness and advocacy. The campaign focuses on tree planting, championing heart-friendly policies, and highlighting the environmental risk factors, such as pollution, that contributes to cardiovascular disease. It also seeks to strengthen partnerships with key stakeholders and raise public awareness around the critical link between a healthy environment and a healthy heart.
Founded in 2011 by Cveta Shirazi to address the glaring gap in post-sales technical support for high-value medical systems, Pacific emerged as Uganda’s first fully turnkey diagnostic medical equipment provider. With over a decade of presence and a national footprint, the company leads projects from concept to completion covering site planning, auxiliary power, installation, training, and long-term service.
“When I started Pacific, it was to show that local expertise could not only match but exceed international expectations,” says Cveta Shirazi, Founder and Executive Director. “We saw clearly that we could not rely on external service support, and our aim was to increase local capacity. This became critical during COVID-19 when borders closed. We invested heavily in training Ugandan engineers and empowering our medical community with the skills needed to operate and maintain advanced systems. We didn’t just import machines; we built trust, one project at a time.”
To date, Pacific has completed over 25 CT installations across Uganda and is the trusted MRI supplier for 7 out of 10 private hospitals.
Key achievements include:
• The landmark installation of Africa’s first ACUSON Origin advanced cardiac ultrasound system with AI at Uganda Heart Institute: introducing the highest-tier cardiac technology into clinical practice.
Led by the cross-generational mother-daughter duo of Cveta and Leila Shirazi, the company has redefined access to advanced medical technology in Uganda and today stands as a symbol of what local leadership, vision, and generational continuity can achieve. www.pacificuganda.com
Pacific Diagnostic and the Rise of Homegrown Healthcare Legacy in Uganda
In a healthcare landscape long dominated by external suppliers and foreign-led narratives, Pacific Diagnostic Uganda has carved an extraordinary path.
Pacific’s story goes far beyond logistics. With a proven record across Uganda’s top healthcare institutions and a deeply rooted service culture, Pacific has become the silent force behind some of the country’s most advanced diagnostic and surgical capacities. The company’s commitment to local service support through factory-trained engineers ensures preventative maintenance, reduces downtime, and strengthens responsiveness building resilience where it matters most.
St. Francis Hospital Nsambya remains one of Pacific’s longest-standing partnerships defined by trust, innovation, and sustained clinical impact.
“Our collaboration with Pacific Diagnostics has exemplified the power of grounded innovation. Together, we introduced Uganda’s first 128-slice CT, added MRI and high-resolution echo systems, and in 2025, upgraded to the latest 128-slice Go.Top CT still after 13 years of uninterrupted use.
• Over 30% market share in ultrasound across all brands in 2024.
• Uganda’s first 70cm bore 1.5T MRI at C-Care IHK and the first heliumfree MRI, now being installed at Kisubi Hospital.
• Delivery of advanced neurosurgical and surgical technology at Ruby Hospital.
• Recipient of two 2024 Siemens Healthineers ultrasound awards: Outstanding Performance and Standalone Sales Excellence.
This partnership has shaped a radiology department that continues to set the standard for excellence in Uganda,” says Dr. Andrew Ssekitooleko, CEO, St. Francis Hospital Nsambya.
“We are deeply passionate about transforming the healthcare sector in Uganda. This is just the beginning. Our vision is to expand access to world-class diagnostic care for every corner of the country,” says Leila Shirazi, Director of Sales and Marketing.
Despite all obstacles, Pacific continues to rise, delivering excellence with integrity, building systems that last, and proving that homegrown leadership in medtech is not just viable, it’s unstoppable. In a world of competing interests, Pacific’s unwavering focus remains on one thing: putting the development of Uganda’s healthcare infrastructure to international standards first.
For Uganda, Pacific represents more than a supplier it is a living system of excellence, proof that transformation can be led from within and made to last.
UHI’S KEY PRIORITIES
1. Operationalising the new UHI cardiac facility in Naguru, with phased opening and service roll-out beginning in 2027.
2. Scaling up regional services through outreach, establishing regional heart centres, telemedicine, and strengthening referral systems.
3. Expanding research capacity, particularly in CVDs.
4. Enhancing community-level prevention by integrating heart health education into schools, churches, workplaces, and communities.
5. Achieving international accreditation for quality standards and positioning UHI as a certified centre of excellence in Africa. Ultimately, the goal is to ensure that no Ugandan should have to leave the country for life-saving heart care.
“We currently offer seven accredited fellowship programmes which include adult cardiology, paediatric cardiology, cardiac surgery, cardiac anaesthesia, cardiac critical care, cardiac nursing, and
catheterisation technology. The programmes emphasise clinical excellence, research, mentorship, and leadership in cardiovascular health.
“Previously, specialised training required international travel at a cost
of over USD$100,000 per trainee. We deliver comparable, high-quality training locally at just a quarter of that amount, significantly increasing accessibility and sustainability, whilst strengthening Uganda’s national health system and regional capacity,” Omagino closes earnestly.
This approach not only benefits patients locally but also presents an opportunity as the UHI model of establishing a high-quality tertiary centre within a resource-constrained setting, and with government support, can be exported to developing nations.
UHI’S NEW HOME
The construction and equipping of UHI’s state-of-the-art hospital in
“OUR VISION IS TO BE A GLOBAL CENTRE OF EXCELLENCE IN THE PROVISION OF CARDIOVASCULAR CARE, AND OUR MISSION IS TO PROVIDE PREVENTIVE, PROMOTIVE, AND CLINICAL SERVICES AND CONDUCT RESEARCH AND TRAINING IN THE RELEVANT SCIENCE”
– DR JOHN OMAGINO, EXECUTIVE DIRECTOR, UGANDA HEART INSTITUTE
Naguru is a flagship national project aiming to transform cardiovascular care in Uganda.
The increasing prevalence of CVDs highlights the urgent need for a dedicated, modern cardiac facility. Considering this, the government has secured USD$70 million in financing for the hospital from the Arab Bank for Economic Development
in Africa (BADEA), OPEC Fund for International Development, and Saudi Fund for Development (SFD) to support the construction of a 250bed hospital.
The cardiac facility is being built on 10 acres and the first phase will comprise a modern complex of three main blocks – clinical, administration, and accommodation. It will house
three cardiac operating theatres, two cath labs, and a 40-bed cardiac intensive care unit (ICU), all designed to support high-volume, high-quality specialised care.
Tel: (+256) 417 720 350
info@uhi.go.ug
www.uhi.go.ug
Artist’s impression of UHI’s state-of-the-art hospital in Naguru
MAKING HEALTH A PRIORITY
As it seeks to reshape Namibia’s healthcare offering by investing in enhanced digital and educational infrastructure, Namibia Medical Care is on a mission to improve national access to health services. Jo-Anne Crossman, Principal Officer, tells us more
Writer: Lily Sawyer | Project Manager:
Harry Thurlow
As the healthcare industry in Namibia undergoes one of the most active and transformative phases in recent memory, medical aid funds in the country have begun to fundamentally reshape how they operate, report, and govern.
Driven by the introduction of risk-based supervision from the Namibia Financial Institutions Supervisory Authority (NAMFISA), implementation of International Financial Reporting Standards (IFRS) such as IFRS 17, and key components of the Financial Institutions and Markets Act, a strong push towards modernisation, compliance, and sustainability has emerged.
At the same time, industry collaboration is increasing as healthcare authorities come together to address complex, systemic issues.
“Personally, I find this landscape incredibly energising. It demands
not only sound governance and regulatory navigation, but also forward-thinking solutions to enhance member access, ensure financial sustainability, and protect the integrity of healthcare delivery,” opens Jo-Anne Crossman, Principal Officer at Namibia Medical Care (NMC).
As one of the largest and oldest open medical aid funds in Namibia, NMC provides comprehensive healthcare coverage across the country.
No longer simply maintaining the status quo, organisations such as NMC are shaping a more efficient, transparent, and ethical healthcare system.
“This sense of purpose, coupled with technical complexity and room for innovation, makes healthcare in Namibia an incredibly compelling space to contribute to,” Crossman adds.
AN EFFICIENT OPERATION
Established in 1995, NMC has grown to serve more than 35,000 main members and almost 40,000 dependants today.
As an open medical aid fund, it offers a range of medical aid plans designed to cater to a diverse range of healthcare needs.
The NMC management team
The organisation emphasises fast and efficient service, ensuring claims, submissions, and payments are processed promptly and accurately.
“Our services are accessible nationwide, reflecting our commitment to serving the entire Namibian population,” Crossman prides.
As Principal Officer, Crossman forms part of a management team that also consists of five trustees, a Fund Manager, Office Manager, and a Patient Care Manager.
This extensive team, alongside offices in every major town and city, leaves NMC well-placed for continued success.
Employees are vital to NMC’s success, whilst the expertise of private doctors, nurses, and various other medical professionals in Namibia form the backbone of the care provided.
“Their care and expertise ensure our members receive the best medical treatment possible,” she reflects.
The client service, claims processing, and managed healthcare teams of Methealth Namibia Administrators, meanwhile, play a crucial role in interacting with members by handling enquiries and ensuring a positive experience.
As NMC’s administrator, Methealth Namibia Administrators, works hard behind the scenes in finance, IT, and logistics to ensure a smooth operation, enabling Namibian healthcare provider teams to focus on providing fist-class care.
“Our employees help us to remain up to date with the latest technologies,
and their dedication contributes to our productivity, staff retention rates, and quality of care,” Crossman insights.
In addition, by implementing proper governance structures and regulatory compliance across the organisation, NMC has maintained its competitive advantage.
DIGITAL TRANSFORMATION
As Namibia’s healthcare sector undergoes a significant digital transformation, major industry players are working to enhance service delivery and accessibility.
As such, the Namibian government
has initiated the National eHealth Strategy 2021-2025, aligning with the World Health Organisation’s Global Strategy on Digital Health which seeks to adopt appropriate, accessible, and sustainable digital health solutions.
Up-and-comers in the health FinTech space such as PatientCare and Dr MacQ seek to revolutionise healthcare access in the country through innovative digital platforms. By seamlessly combining telemedicine, artificial intelligence
WHAT SPARKED YOUR PASSION FOR HEALTHCARE AND CAREER IN THE INDUSTRY?
Jo-Anne Crossman, Principal Officer: “My career spans over two decades, with a solid foundation in communications, marketing, and business development, predominantly in the healthcare and financial services sectors.
“I began in marketing and client service roles, which gave me a strong understanding of stakeholder engagement and operational coordination. However, it was my first appointment at Methealth Namibia Administrators in 2005 that sparked my passion for the healthcare industry.
“Being exposed to medical aid fund management, communication strategies, and regulatory compliance early on allowed me to see the direct impacts of effective healthcare administration on people’s lives.
“Over the years, I’ve advanced through several leadership roles, culminating in my current position at NMC in which I lead strategic and operational functions with a focus on governance, compliance, and stakeholder alignment.
“My Master of Business Administration and continued professional development have further empowered me to combine my business acumen with a deep understanding of the healthcare landscape.
“What keeps me invested in this field is its meaningful nature, helping shape sustainable, member-focused healthcare solutions whilst navigating a complex regulatory environment.
“It’s certainly a challenging space, but one that aligns with my strengths in leadership, strategy, and people-driven impact.”
“OUR SERVICES ARE ACCESSIBLE NATIONWIDE, REFLECTING OUR COMMITMENT TO SERVING THE ENTIRE NAMIBIAN POPULATION”
– JO-ANNE CROSSMAN, PRINCIPAL OFFICER, NAMIBIA MEDICAL CARE
pharmacy-to-doorstep delivery, these platforms address the needs of insured and uninsured members of the population by offering affordable and accessible health services.
“Telemedicine platforms not only transform patient experiences with accessible, dignified care but also empowers providers with intelligent AI tools, setting a scalable blueprint for the future of healthcare delivery in Africa,” Crossman assesses.
Despite these advancements in Namibia’s digitalisation journey, however, challenges persist. For example, the local expertise required to develop comprehensive health information systems is lacking, telemedicine regulations are currently non-existent, and there is limited budget allocation for developmental projects.
“These factors hinder the seamless integration of digital solutions across the healthcare system,” she surmises.
As Namibia continues to make strides towards digital inclusion, innovative initiatives such as digital IDs and community access points are providing solutions to overcome the barriers faced by underserved populations.
“Whilst challenges remain, ongoing efforts by both public and private sectors are paving the way for a more integrated and accessible digital health ecosystem,” Crossman observes.
STREAMLINING PROCESSES
In order to make the delivery of its healthcare services more efficient, NMC is actively investing in new processes.
Dedicated to enhancing care delivery through the integration of innovative technologies, the fund has made a notable advancement by introducing a mobile app designed to empower members with convenient access to services.
The app and web portals allow members to submit, view, and track healthcare claims in real time, locate providers, book appointments, and access medication programmes.
“These tools improve transparency, convenience, and turnaround times for both members and administrators,” Crossman shares.
Elsewhere, the roll-out of International Classification of Diseases (ICD)-10 coding, set for phased implementation in 2025, represents a critical shift for the
industry in its ability to standardise diagnosis codes across providers, administrators, and systems.
The aim of ICD-10 is to enable more accurate claims processing, improved disease tracking and utilisation analytics, and alignment with international medical billing standards.
“Medical aid funds are actively upgrading their systems, training staff and providers to prepare for compliance,” she insights.
NMC is also adopting real-time authorisation tools to allow providers to verify member eligibility, benefits, and limits at the point of service. This ensures faster decision-making, fewer claim rejections, and a reduced administrative burden.
An industry-wide push to integrate point-of-care pathology testing, telemedicine platforms, and provider practice systems is also underway to enable faster diagnosis and treatment, real-time clinical decision-making,
NMC’S BENEFIT OPTIONS
With a broad range of healthcare services designed to meet a diverse range of medical needs, NMC offers both traditional and new generation options.
TRADITIONAL – Six options – Sapphire, Ruby, Jade, Opal, Topaz, and Topaz Plus – cater to a full spectrum of needs, from basic to comprehensive coverage. Benefits typically encompass hospitalisation, major medical expenses, and day-to-day medical expenses.
NEW GENERATION – The fund’s Amber and Emerald plans offer extensive hospital benefits. For members seeking more comprehensive care, including day-to-day benefits, Amber Plus and Emerald Plus options are available.
Additional membership benefits include:
INTERNATIONAL MEDICAL TRAVEL INSURANCE – NMC provides its members with coverage for emergency medical expenses of up to NAD$10 million when travelling internationally.
ADDITIONAL HOSPITAL BENEFIT – This benefit pays a percentage of the excess of Namibian Association of Medical Aid Funds tariffs should a member be hospitalised to alleviate the financial burden.
i3 Actuaries and Consultants is a firm of actuaries and consultants, established to provide actuarial consulting solutions within the retirement, insurance and healthcare funding industries of Southern Africa.
The company was founded in November 2014 by Kobus Crous and Nico Smit, and was created on three main principles:
• Independence: No external influence or institutional shareholding
• Integrity: Always focus on the fund’s best interests
• Ingenuity: Well researched, informed and innovative consulting solutions.
Unit 7, The Village, 18 Liliencron Street, P.O. Box 80560 Olympia, Windhoek, Namibia
Directors: N Smit, K Crous SAND CITY INVESTMENTS FIFTY (PTY) LTD Registration Number: 2014/0017
and reduced pressure on hospital infrastructure.
As such, the landscape is evolving quickly as it moves from manual, paper-driven systems to a digitally enabled ecosystem that prioritises efficiency, compliance, and member empowerment.
“These innovations not only improve the financial sustainability of NMC but also enhance the overall quality of healthcare delivery in Namibia,” Crossman explains.
INVESTING IN TOMORROW
Elsewhere, the fund is also undertaking a number of new educational projects to enable
members to take further ownership of their healthcare journey.
Educational programmes are designed to promote mindfulness, encouragement, and a community that fosters health and wellness.
As it looks to the future, one of NMC’s primary goals is to continue to improve its members’ understanding of the medical aid funds and benefits afforded by being a member, ensuring higher satisfaction and loyalty.
“We will use technology such as mobile apps and online portals to engage members and allow for easier access to health benefits,” She outlines.
NMC will also continue to utilise
technology to enhance operational efficiency, improve member services, and manage claims and healthcare delivery.
To continue adapting to a rapidly evolving healthcare landscape, NMC has several other key priorities and goals in place for 2025 and beyond.
In the interests of financial sustainability and growth, the fund aims to ensure long-term financial health by increasing solvency ratios and balancing contributions with claims.
Moreover, it seeks to grow and retain its membership base by targeting younger and healthier individuals, alongside underserved
“We also plan to improve access to our healthcare services by enhancing efficiency and accessibility to meet members’ needs,” Crossman asserts.
By promoting preventative care and wellness, NMC hopes to reduce the costs associated with long-term healthcare and improve member health, as well as implementing preventative health programmes to target chronic conditions and lifestyle diseases.
“This will be supplemented as we strengthen relationships with health professionals to enhance care quality and collaboration,” she adds.
To stay ahead of regulatory
changes and ensure full compliance with national healthcare policies, meanwhile, NMC is developing strategies to navigate competitive risks, ensuring long-term operational success.
member education, and efficient service delivery, we are creating a more sustainable, member-centric healthcare environment,” Crossman passionately concludes. populations.
It will also develop a robust risk management framework to protect the fund against economic, regulatory, and healthcare service disruptions.
In short, NMC is focusing on improving financial sustainability, expanding membership, enhancing care quality, adopting innovative technologies, and maintaining strong relationships with stakeholders
Life Bay View Private Hospital combines decades of medical expertise, cutting-edge technology, and compassionate care to deliver exceptional healthcare services to the Mossel Bay community and beyond
Writer: Lily Sawyer | Project Manager: Harry Thurlow
Life Bay View Private Hospital (Life Bay View) stands as a pillar of trusted healthcare in the Western Cape, South Africa (SA), offering world-class medical services tailored to meet the evolving needs of its patients.
Since its inception, Life Bay View has dedicated itself to providing comprehensive care in a comfortable, patient-focused environment.
Situated in Mossel Bay, the hospital serves as a critical health resource for the Garden Route District Municipality (Garden Route), blending its community-centric ethos with a broad spectrum of specialised medical disciplines.
Part of one of SA’s foremost healthcare provider groups, Life Healthcare, Life Bay View is proud to be involved in a network recognised for clinical excellence and innovation.
The hospital has leveraged its strong foundations to build a reputation for delivering exceptional outcomes through experience, technology, and compassionate service.
Its strategic approach integrates modern medical practices with an unwavering commitment to personalised care, ensuring patients feel supported every step of their health journey.
This is bolstered by a multidisciplinary team of skilled specialists, nurses, and support staff committed to maintaining the highest standards of clinical
SECURITY AT THE CORE
Wisdom is registered with Private Security Industry Regulatory Authority (PSIRA). As a registered security services provider, Wisdom Group will always ensure there is minimal risk and loss prevention control. Security is at the core of our business endeavours. However our services are not solely limited to security. The company was formed in 2010 as a specialised security service provider within the healthcare sector and thus has progressed in offering a basket of different supplementary services. Wisdom has the largest market-share when it comes to specialised healthcare security services.
Our healthcare client portfolio is evidence of this representation.
In 2014 Wisdom Inhlakanipho Group (Pty) Ltd. was launched in order to provide a variety of facility management services. The move from Wisdom security to Wisdom Group has only allowed the organisation to grow from strength to strength. This has resulted in us creating additional employment in other labour concentrated industries. Our footmark is in all major metropolitans, across R.S.A including far reaching areas within, NorthWest Province, Northern Cape, Western Cape and Mpumalanga.
• Wisdom staff are trained to be frontline representatives and to be able to deal with the “human element” – thus being courteous towards its clients.
• Stringent selection measures used, e.g., running background checks on individuals to ascertain whether or not they were previously convicted of any criminal activities. Only suitable candidates are shortlisted.
• Potential candidates are vetted to ensure they meet specific requirements. This is done to ensure quality candidates are recruited and also to curb the security risk.
• Staff undergo several orientation, training and development programs to ensure they are always at their best.
Management
Wisdom Group management applies a hands-on approach with the daily running of operations. All our Directors are full time management personnel in the business and thus contribute amazingly to the daily activities of the organisation. Overall combined experience of the company directorate is cumulatively over 75 years. This in itself is a reflection on the fact that the company is driven by knowledgeable and experienced individuals.Their energy and time is continuously devoted into the sustainability and growth of the organisation.
Our Services:
• Healthcare Security
• Corporate Security
• Community & Residential Security
• Commercial Security
• Parking Management/Access Control Services
• Comprehensive Digital Surveillance
• Landscaping/Gardening
• Comprehensive Hospitality Services
• Provisional and Professional Staffing Requirements
• V.I.P and Body Guarding Protection
• SASSETA Accredited Training Facility
• Comprehensive Vetting Solutions for any Workforce
• General Waste Management
KEY SERVICES AND SPECIALITIES
Life Bay View offers a comprehensive portfolio of healthcare services designed to address a wide array of medical needs:
• SURGICAL SERVICES – The hospital provides specialised surgical interventions across multiple disciplines, including general surgery, orthopaedics, urology, and gynaecology.
• MEDICAL SPECIALITIES – Patients benefit from expert care in cardiology, pulmonology, endocrinology, and internal medicine, amongst others. These services are supported by cutting-edge diagnostics and monitoring.
• MATERNITY AND NEONATAL CARE – Life Bay View’s maternity unit delivers compassionate care for mothers and newborns, supported by experienced obstetricians, midwives, and neonatal specialists. The hospital offers advanced facilities for high-risk pregnancies and a neonatal intensive care unit (ICU).
• DIAGNOSTIC TECHNOLOGY – Provides magnetic resonance imaging (MRI), computed tomography (CT) scans, X-rays, ultrasound, and mammography services.
A TRADITION OF CARE AND EXPERTISE
Life Bay View’s impact over the years has been guided by a clear vision – to provide accessible, quality healthcare adapted to the specific needs of the local population.
The hospital’s multidisciplinary teams cover a broad range of specialities, including surgery, orthopaedics, internal medicine, gynaecology, paediatrics, and diagnostic services.
The facility is equipped to manage complex cases with the support of a fully integrated accident and emergency (A&E) unit, five state-ofthe-art theatres, and intensive care facilities.
Life Bay View’s infrastructure enables advanced procedures, allowing patients to receive worldclass treatment.
Since its inception, the hospital has become known for fostering a welcoming atmosphere that puts patients at ease whilst supporting recovery, combining a compassionate bedside manner and level of medical
proficiency that results in clinical excellence.
COMMITTED TO QUALITY AND SAFETY
In line with the values upheld by Life Healthcare, quality and safety underpin every facet of Life Bay View’s operations.
The hospital adheres strictly to the highest healthcare standards, complying with national regulatory bodies and international accreditation frameworks.
As such, the organisation employs a robust quality management system (QMS) throughout its operations, designed to minimise risk and optimise patient outcomes.
Rigorous infection control protocols, continuous clinical audits, and staff training programmes form part of this comprehensive approach. Patient safety is further enhanced by a culture of open communication and transparency. Staff are encouraged to report and address issues proactively, fostering an environment where continuous
improvement is embedded in daily practice.
Alongside clinical excellence, and again in line with Life Healthcare’s ethos, the hospital places strong emphasis on patient comfort and dignity, ensuring all patients are treated with respect and empathy.
A SOCIAL CONSCIENCE
Life Healthcare and Life Bay View recognise their responsibility not only to patients but also to the wider community and environment. Indeed, the broader organisation implements sustainable practices to reduce waste, conserve energy, and minimise its ecological footprint across all hospitals.
Efforts to promote environmental stewardship are integrated into every aspect of hospital operations, from waste management to resource conservation initiatives.
This commitment reflects Life Bay View’s broader ethos of caring for the health of the community in every sense.
Beyond its medical mandate, the
hospital actively engages with local organisations and participates in health outreach programmes.
These initiatives focus on raising awareness about preventive health, supporting vulnerable populations, and strengthening community health resilience.
LOOKING AHEAD
As Life Bay View continues to grow, its focus remains firmly on innovation, quality care, and community partnership.
The hospital is ideally positioned to meet future healthcare challenges through ongoing investment in technology, infrastructure, and workforce development.
With a patient-centric approach and a commitment to clinical excellence, Life Bay View is poised to remain a leading healthcare provider for the Garden Route.
In line with Life Healthcare’s vision to ‘make life better’, it will continue to deliver compassionate, cutting-edge medical care to the communities it serves.
ABOUT LIFE HEALTHCARE
Life Bay View’s parent company, Life Healthcare, is dedicated to its patients’ well-being and quality of life, promoting clinical excellence in world-class facilities. Driven by its purpose to improve life, it achieves this through a compassionate and patientcentric approach.
VISION
• Allows it to move in the right direction constantly.
• Seeks to be the preferred healthcare provider and the best place to work.
Life Healthcare realises this vision through four strategic pillars underpinned by people, data, technology, and analytics:
• GROWTH – Improved utilisation of assets and enhanced return on investment (ROI).
• EFFICIENCY – Results in the delivery of improved costeffectiveness.
• QUALITY – Delivering highquality care with a focus on continuous improvement in terms of patient experience and clinical outcomes.
• SUSTAINABILITY – Ensuring long-term outcomes through appropriate investment, minimising environmental impact, and positively impacting local communities.
HUMAN-FIRST HEALTHCARE
As the leading prosthetic and orthotic fitter in France, Proteor’s expertise is recognised across the globe. We explore the life-changing innovations and solutions the company offers to its many empowered patients
Writer: Lauren Kania | Project Manager: Ben Weaver
At the forefront of orthopaedic technologies, Proteor has more than 110 years’ experience in developing innovative prostheses, orthoses, orthopaedic components, and application software.
With a mission to create and provide solutions for people who want to increase their independence and well-being, the company has been driven by a single goal since its inception – improving the lives of users.
Based in Dijon, France, Proteor was founded by the Pierron family, who are still the majority shareholders as of today. In 2020, leading French financial investors, ARDIAN Growth and BNP Paribas Développement, teamed up with the company to
accelerate international expansion.
The company boasts R&D laboratories that constantly produce new innovations whilst improving existing components, cementing it with a powerful global presence. Specifically, Proteor develops two
primary activities, the first being custom-made orthopaedic fittings for patients through a network of fitting centres established in close proximity to hospitals, clinics, and rehabilitation centres, allowing patients easy access to such amenities.
The second consists of designing, manufacturing, and selling components for prosthesis, limb orthosis, and spinal orthosis for professionals in the orthopaedic field. The company collaborates closely with users, healthcare professionals,
and university researchers to create industry-leading and top-of-the-line prostheses. Equally, it is inspired by the achievements of its patients and works to offer a diverse range of advanced technologies designed for maximum mobility, adaptability, and durability.
With the recognition that every user is different in their experiences and needs, Proteor ensures its solutions adapt to individual life goals and expectations.
AT THE FOREFRONT OF ORTHOPAEDIC TECHNOLOGY
Proteor’s goal of improving users’ daily lives is shared by its dedicated team members, who are motivated by a strong sense of commitment.
This energy and innovation are channelled into three fields of interconnected activity in which the company devises and develops the products and services of tomorrow.
The first field of activity is Proteor Digital Suite – a high-tech suite of interlinked orthopaedic tools developed to help professionals digitise body shapes and use the data to create medical devices.
The company’s components for orthopaedics – its second field of activity – is where it manufactures and sells components and materials to orthopaedic professionals in more than 60 countries globally via its international subsidiaries or agreements with local partners.
As a pioneering innovator in the sector, Proteor has developed mastery in the key areas necessary for orthopaedics, including biomechanics, electronics, hydraulics, carbon composite materials, glass fibre, and 3D printing.
For its third field of activity, Proteor’s orthopaedic centres network, the company boasts a network of approximately 63
prosthetic and orthotic clinics in France.
These clinics consist of nearly 500 members of staff across 60 centres, all of whom apply their vast expertise and experience to produce functional equipment to support patients’ independence and well-being on a daily basis.
Equally as significant is Proteor’s assurance of consistent, high-quality manufacturing.
The company sets only the highest standards and uses top-quality materials to manufacture orthopaedic devices, whilst its manufacturing processes must also satisfy various tests and requirements in order to conform to European industry standards.
Once the parts have been manufactured, all of Proteor’s equipment is assembled in its central manufacturing facility in Burgundy or within the workshops of its orthopaedic centres.
INCREASING USERS’ INDEPENDENCE
In order to continue its reputation for providing first-class services and solutions, Proteor abides by its commitments to excellence, satisfaction and trust, service and maintenance, and support.
The company has achieved ISO 9001 certification for its quality management system and EN ISO 13485 certification for its medical devices, further showcasing its diligence.
Granted by an official body, this dual certification not only provides evidence of Proteor’s compliance with current medical device regulations but also demonstrates its commitment to long-term user satisfaction and continuous improvement of products and services.
To ensure consistent support, communication, and help with acceptance and compliance for its
patients, the company coordinates initiatives with medical teams, users, and families to ensure the best orthopaedic treatment. In parallel, advice about fitting, hygiene, wearing, and safety is delivered directly by orthotists and prosthetists, alongside websites, dedicated social network pages, and day-long events.
Proteor also pursues a number of initiatives to protect the environment. Specifically, the company increasingly uses materials that are lighter, less toxic, and more easily recycled or reused, transforming the way in which it packages components to prioritise cardboard solutions.
In parallel to the selective sorting of recyclable waste at its industrial facilities, Proteor has implemented recycling and waste recovery measures to process the plastic offcuts generated and contribute meaningfully to the circular economy.
The company has seen a 30 percent reduction in waste weight
PROTEOR –IN NUMBERS
250 QUALIFIED ORTHOTISTS AND PROSTHETISTS.
ONE CENTRAL MANUFACTURING FACILITY CAPABLE OF PRODUCING 22,000 ITEMS OF EQUIPMENT ANNUALLY.
FOUR R&D UNITS STAFFED BY ENGINEERS AND PHYSICIANS IN BOTH FRANCE AND THE US.
PARTNERSHIPS WITH 24 UNIVERSITY HOSPITALS IN FRANCE.
PROTEOR DESIGNS, MANUFACTURES, AND DELIVERS 41,500 CUSTOM-MADE DEVICES EVERY YEAR.
THE COMPANY DELIVERS 200,000 STANDARD DEVICES ANNUALLY.
over the past decade, showcasing how effective its efforts have proven to be and its embrace of sustainable practices.
PUSHING THE BOUNDARIES
Proteor offers various solutions uniquely individualised for each user and their distinctive needs. These solutions include products to assist with scoliosis, amputation, plagiocephaly, trauma, knee osteoarthritis, and multiple disabilities.
For scoliosis, the company produces a fully customised and therapeutic orthopaedic brace moulded to the body and designed to counter the existing deformation, allowing for balanced spinal growth. Despite there being different types of scoliosis braces, each one is specifically designed and tailored to the medical prescription, weight, height, and spinal column deformation of the individual user.
CUSTOM FORCE, TORQUE AND LOAD SENSORS FOR EVERY INDUSTRY
Unique strain gage-based sensors for specialised or demanding applications.
• Semiconductor Gage Installation Expertise
• Concept to Full Production
• Extreme Environment Protection
A range of custom sensor technologies to complete OEM designs.
CEC Vibration Products, LLC
746 Arrow Grand Circle, Covina, CA 91722
626-938-0200 | sales@cecvp.com | cecvp.com
To aid those who have undergone an amputation, Proteor manufactures both lower and upper limb prostheses. Lower limb prostheses allow users to walk and rediscover their independence, whilst upper limb prostheses enhance an amputee’s physical appearance and functional performance.
The prostheses are custom-made through precisely assembling the liner, socket, knee, foot, and cosmetic cover.
Plagiocephaly, also known as flat head syndrome, commonly affects babies. Proteor helps infants and their families by developing fully customised plagiocephaly helmets that remodel the shape of the skull by changing the distribution of pressure when the baby lies on its back.
The company proposes the Kinoo solution, which is more than just a helmet, but an overall strategy for managing the condition. It works with a multidisciplinary team to redesign
all stages of corrective helmet therapy, whilst ensuring the wellbeing of the baby is paramount.
To assist those who have undergone trauma, Proteor creates orthosis – a common treatment prescribed as a supplement to surgery. It provides replacement support in the event of a loss of function or compensates for a disability or osteoarticular, muscular, or neurological deficiency.
Orthoses can be custom-made or off-the-shelf and worn on different parts of the body to reduce pain, assist with a motor deficiency, correct a deformation, or facilitate movement.
There are many types of braces for knee osteoarthritis; however, Proteor utilises custom-made ones designed for each user’s specifications.
The Odra knee brace, developed by the company, combines distraction and rotation to reduce the pressure on the medial compartment of the knee, thus speedily and durably
alleviating the pain experienced by the wearer. It is lightweight, unobtrusive, and less restrictive than other options.
For those with multiple disabilities, Proteor produces a range of orthopaedic equipment allowing users to preserve an orthopaedic posture and maintain a seated, standing, or lying position whilst ensuring high levels of comfort and preventing pressure sores.
These solutions accommodate factors inherent to the patient and are fitted by a qualified and accredited orthotist.
With vast offerings to assist in its mission of improving users’ daily lives, Proteor is well on its way to continuing its international prestige as a world-class provider of orthopaedic technologies.
The company proudly believes in the power of collective effort to achieve incredible outcomes, pushing the boundaries of what’s possible.
