1.
October
Issue 06
2022
Dr. Shanila Laiju
Group CEO
Medcare Hospitals &
Medical Centres
Outpacing Curative Healthcare with Empathy and Innovation

2.
The care
you need.
The compassion
you deserve.

3.
he demand for top-notch healthcare facilities has
Tbeen on the rise. As the generation of baby boomers
continues to age, they are more likely to suffer from
chronic diseases. In addition, unhealthy lifestyle choices
and eating habits are further increasing the number of
patients suffering from chronic ailments.
Patients have also become extremely cautious of fraudulent
healthcare schemes. Thus, it has become crucial to build
great hospitals that offer high-quality healthcare services at
affordable prices. The best hospitals always prioritize the
patient's comfort and convenience at each stage of their
journey. A good hospital should focus on making the
patient's experience as seamless as possible, right from
appointment booking to discharge. It is crucial to provide
patients with all the necessary information that will help
them make their decision faster.
Senior leadership is also likely to demand accountability.
This motivates doctors and other hospital staff to provide
the best care for their patients. Thus, the presence of a
visionary leader makes the hospital management and all
other departments more productive and efficient. This helps
the hospital achieve all its quality improvement goals.
One of the most significant factors that distinguish a top-
notch hospital from an average one is its ability to integrate
the latest technology. Technology has revolutionized several
Symbolizing
Prominence with
Excellence

4.
aspects of healthcare, making it more affordable, risk-free,
and fast. For instance, the use of robotics has simplified
many complicated and time-consuming surgeries. In
addition, the use of state-of-the-art testing equipment
ensures that the results are accurate and error-free.
Best hospitals always put their patients first. Their policies,
facilities, and pricing structure are developed to provide a
hassle-free experience to all patients. In addition, they focus
on empowering their patients by giving them access to all
the necessary information. They are often led by a visionary
senior-level executive who inspires the doctors and staff to
deliver their best.
Embracing the journey of such prominent healthcare
organizations that are enabling perpetual betterments,
Insights Care's latest edition, "10 Best Performing Hospitals
of 2022," features enthralling stories that highlight the
significance of these healthcare organizations.
Flip through the pages and indulge in the iconic odyssey of
these organizations.
Have a Delightful Read!
-Abhishek Joshi

5.
C O N T E N T
MEDCARE
Outpacing Cura ve
Healthcare with
Empathy and Innova on
08
Articles
22 32
Addressing Safety Redefining Healthcare

6.
Brandon Rowberry
Combining Accessibility,
Affordability, and
Digi za on in Healthcare
18
24
28
BASIC HEALTH RIGHTS
AND LAWS: HEALTHCARE
IS NOT A BUSINESS
CxO
Centre Medical
de Botour
Transforming
Healthcare with
Passion and Empathy
Interview with Insights Care
Daniel Taddese
Leading Healthcare by
Engaging, Enabling,
and Suppor ng People 36
40
Gruppo San Donato (GSD)
A Holis c View
of Pa ent’s Well-being
Interview with Insights Care

7.
Co-designer Paul Belin
Art & Picture Editor Mrunalinee, Rohil
Art & Design Head
Editor-in-Chief Pooja Bansal
Managing Editor Abhishek Joshi
Senior Editor Anish Miller
Visualiser David King
Research Analyst Eric Smith
Sarah Wilson, John Smith, Alex Vincent
Business Development Executives
Amy Jones
Business Development Manager
Sales Executives Kelli, Bill, Anna
SME-SMO Executives Gemson
Digital Marketing Manager Alina Sege
Technical Consultants David, Robert
Technical Head Jacob Smile
Marketing Manager John Smith
Assistant Technical Head Amar Sawant
Assistant Digital Marketing Manager Renuka Kulkarni
Assisting Editors Saloni, Abhilasha
Sonia Raizada
Circulation Manager Tanaji Fartade
Copyright © 2022 Insights Success Media and Technology Pvt. Ltd., All rights reserved. The content and images used in this magazine should not be reproduced or
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Reprint rights remain solely with Insights Success Media and Technology Pvt. Ltd. Insights Care is powered by Insights Success Media and Technology Pvt. Ltd.
October, 2022
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8.
Brief
Featuring Person
Company
Arovella Therapeu c
sarovella.com
Michael Baker
CEO
Arovella Therapeu cs is a biotechnology company
focused on developing therapies to treat human
disease.
Aster DM Healthcare
asterdmhealthcare.com
Brandon Rowberry
CEO - Digital Health
Aster DM Healthcare covers the full spectrum of healthcare
services. Its expansive por olio includes hospitals and clinics,
pharmacies, diagnos c centres, educa onal ins tu ons,
healthcare management and healthcare support systems.
Prof. Dr. Abdel
Rahman Ahmed
CEO
Burjeel Hospital
burjeel.com
Burjeel Hospital is the best technologically advanced
mul specialty Hospital in UAE. It provides premium
healthcare services to all pa ents.
Busamed Hillcrest
Private Hospital
busamed.co.za
Chris Mbhele
Hospital Manager
Busamed Hillcrest Private Hospital is commi ed to
promo ng safe, cost effec ve and quality healthcare
services to all pa ents.
Centre Medical de Botour
cmbotour.com
Mrs. Hema Gupta
Managing Director
CMB is one of the leading healthcare providers
renowned for its medical infrastructure and
exper se.
Gruppo San Donato (GSD)
gsdinterna onal.com
Francesco Galli
CEO and GSD Strategy
& Opera ons Commiee’s
President
Gruppo San Donato (GSD) is among the largest
European healthcare groups and leader in Italy.
Dr. Shanila Laiju
Group CEO
Medcare is commi ed to providing high quality,
personalised medical care to every pa ent, Medcare
lives by its simple promise: We’ll Treat You Well.
Medcare Hospitals &
Medical Centres
medcarehospital.com
Ms Joan Lim-Choong
CEO
Mount Miriam Cancer Hospital aspires to bring God’s
healing presence through the best and affordable
cancer treatment and care.
Mount Miriam Cancer Hospital
mountmiriam.com
Sheno Primary Hospital Daniel Taddese
General Prac oner
Sheno Primary Hospital is transforming the healthcare
industry through valuable input of transforma ve ideas,
constant networking, and solving problems effec vely.
Tel-Aviv Sourasky Medical Center
tasmc.org.il
Prof. Ronni Gamzu
CEO
Tel Aviv Sourasky Medical Center is commi ed to providing
medical excellence and compassionate care, delivered by
the most skilled physicians and medical teams
10 BEST PERFORMING HOSPITALS OF 2022

9.
Outpacing Curative Healthcare with
Empathy and Innovation
As a human multiplier,
I think about how the decisions
I am making will affect the
team members I am working
with, and what contributes
to their professional growth
and personal fulfillment.
Cover Story

10.
Dr. Shanila Laiju
Group CEO
Medcare Hospitals &
Medical Centres

11.
In the contemporary times of high-end technological
advancement and ground-breaking research, the
healthcare sector has not been left back. It is defined by
the quality of treatment that patients receive. The entire
ecosystem of effective healthcare is no longer run by how
healthcare organizations choose to treat their patients but
rather by putting healthcare users at the core of its care.
In this regard, Medcare Hospitals & Medical Centres, a
leading hospital and healthcare group based in the UAE,
operates its interactions with active participation in
understanding patient needs. With its entire network of
multi-specialty care units, the hospital group ensures the
well-being of its patients and their families.
It has the promising presence to do everything it takes to
make healthcare feasible and more accessible. To attain the
objective, the hospital binds together several specialists and
support staff workers in a compassionate manner, delivering
the best care for all kinds of medical conditions.
To dive into the marvels of Medcare's operations that meet
its objective of patient-centric care, Insight Care
Magazine crossed paths with Dr. Shanila Laiju, the
Group CEO of Medcare Hospitals & Medical Centres,
where she elaborates on the contributions that have
succeeded the hospital in its mission of effective care.
Treating the Millions
Medcare Hospitals & Medical Centres is the premium
private healthcare provider under the parent group, Aster
DM Healthcare. With a need to cater to the patient
population in Dubai, the brand was established by Dr Azad
Moopen, Chairman and Founder of Aster DM Healthcare,
in 2006.
Today, it has grown to operate four leading state-of-the-art
hospitals, including two multi-specialty hospitals (Medcare
Hospital Al Safa in Dubai and Medcare Hospital Sharjah)
and two specialized hospitals (Medcare Women & Children
Hospital and Medcare Orthopaedics & Spine Hospital). The
Medcare network comprises of 18 medical centres in the
UAE that serve the healthcare needs of the community.
Medcare Hospitals & Medical Centres treat more than 1.2
million patients every year in over 35 medical specialties,
with more than 1,000 passionate and multilingual doctors,
nurses, and technicians who come to us from different
medical boards and institutions from around the globe.
The hospital has established a strong presence in the UAE
as its staff lives by a simple promise: “We’ll Treat You
Well,” and is fully committed to providing world-class
clinical excellence and personalized medical care to every
patient.
Evolving in the Journey
Dr. Shanila Laiju is the person overseeing Medcare’s
network of 2,000+ clinicians and support staff. She began
her professional journey back in 1994 when she started her
career as a dentist, further progressing into hospital
administration. She gradually evolved into a clinic
supervisor and operations manager and then served as Chief
Executive Officer for two flagship hospitals—Medcare
Multispecialty Hospital Al Safa and Medcare Orthopedic &
Spine Hospital.
As part of her continuous endeavor to promote safe and
efficient medical care, she spearheaded the accreditation of
two of the hospitals by the Joint Commission International
and launched many centres of excellence, namely in
gastroenterology and obesity, weight management, and
orthopedic care in the UAE and its associated region.
Little Things Matter
Dr. Shanila realized that being the chief executive officer of
a hospital means being part business leader and part human
multiplier. It requires a blend of diplomacy, advocacy,
business management, and financial sense.
Our vision is to take Medcare
to greater heights by keeping
abreast of the top standards in
preventive, curative, and
rehabilitative healthcare,
regionally and internationally.
10 Best Performing Hospitals of 2022

12.
In her position as a business leader, she learned much about
the operations of a hospital, the roles of different personnel,
how to be humble, have empathy for patients, the
dedication of healthcare professionals, and how much "little
things" mean to employees. Such a concept serves to
develop a structured leadership approach toward hospital
staff for greater collaboration and efficiency.
Dr. Shanila and her team increasingly call upon Medcare's
ecosystem to transition and modernize. For instance, today,
data analytics and the integration of AI are providing new,
complex ways to deliver top-quality care to our patients.
And the industry-wide transition from a fee-for-service
model to a value-based service model—one focusing on the
quality of services instead of the number of services
provided—meant that they were required to rethink our
operations from the ground up.
“As a human multiplier, I think about how the decisions I
am making will affect the team members I am working with
and what contributes to their professional growth and
personal fulfillment,” adds Dr. Shanila.
Catering to the Needs
Medcare is always striving to improve the quality of life of
its patients in the UAE by increasing access to professional
care support and cutting-edge treatment. For this reason, it
has managed to develop specialty centers of excellence
across all the facilities to cater to the constantly evolving
needs of the population that it serves.
Some of these centers include:
Ÿ The Medcare Foot & Ankle Center deals with all sorts
of related diseases and pain management.
Ÿ The Weight Management Center supports patients to
regain control of their weight by following tailored
weight management plans.
Ÿ The Gastro and Obesity Center is dedicated to treating
patients with complex conditions using state-of-the-art
techniques.

13.
The staff are committed to
delivering outstanding patient
care and exceptional clinical
services in our communities. We
strongly believe that adopting
innovations and world-class
technologies will renovate our
patient experience and units'
operations.
Ÿ Chronic Care Management was another major highlight
for its patients. This is a comprehensive 12-month
course that offers customized care plans for chronic
diseases such as diabetes to help patients live a healthier
life, and we provide guidance and monitoring tools for
them to make positive lifestyle changes
On top of that, Medcare has added a number of medical
centers to its portfolio in multiple premium communities,
the latest ones were in Dubai International Financial Centre,
Town Square, and Mirdif City Centres. The plan is to have
more than 40 medical centers by 2025.
Attaining Heights
Opining about Medcare’s vision, Dr. Shanila quotes, “Our
vision is to take Medcare to greater heights by keeping
abreast of the top standards in preventive, curative, and
rehabilitative healthcare, regionally and internationally.”
Medcare believes that core values shape an organization's
culture and significantly impact its business strategy. It
creates a corporate purpose, improves team cohesion, and
instills a sense of commitment in the workplace. To meet
the objective, the organization ensures to operate on the
following values:

14.
Ÿ Excellence: Surpassing current benchmarks by
continually challenging our ability and skills to take
Medcare to greater heights.
Ÿ Integrity: To do the right thing without any
compromises and embracing a higher standard of
conduct.
Ÿ Passion: Going the extra mile willingly, with a complete
sense of belongingness and purpose while adding value
to our stakeholders.
Ÿ Respect: Treating people with the utmost dignity,
valuing their contributions, and fostering a culture that
allows each individual to rise to their fullest potential.
Ÿ Unity: Going beyond boundaries with empathy and care
while harnessing the power of synergy and engaging
people for exponential performance.
To live up to the ambitions and
expectations of patients, investors
in healthcare organizations will
need to continue the journey that
makes patient-centricity a reality.
It is very important to learn from
other industries and import
practises that enable access,
convenience, and personalization
of medical services.

15.
To address these healthcare
challenges, it was essential
for us to map patient
requirements and preferences
that will help us understand
what they want, who they are,
and what their lifestyle habits
are, so they remain engaged in
their treatment, stay informed
in order to be an integral part
of their care journey.
Mapping Opportunities
The healthcare sector is faced with many challenges, such
as the need to harness advanced technologies, information
and integrated health services, cybersecurity and protection
of patient data records; rising healthcare costs; shortage of
talent; and most importantly, the immediate need to keep
investing in the digital and consumerism transformation of
the healthcare industry.
Pointing to the matter, Dr. Shanila states, “To address these
challenges, it was essential for us to map patient
requirements and preferences that will help us understand
what they want, who they are, and what their lifestyle habits
are, so they remain engaged in their treatment, stay
informed in order to be an integral part of their care
journey. One way we’re applying this is through interactive,
easy-to-use digital tools that help us work with our patients
to be proactive about accessing care, ease of booking and
managing appointments, and treatment planning.”
She continues, “Moreover, the staff are committed to
delivering outstanding patient care and exceptional clinical
services in our communities. We strongly believe that
adopting innovations and world-class technologies will
renovate our patient experience and units’ operations.”
The hospital has implemented InterSystems, TrakCare as a
Service electronic medical record system across all its four
hospitals and 18 medical centres. It will be useful to
improve clinical outcomes and patient care delivery by
supporting our medical staff in their decision-making. Dr.
Shanila believes that this will help the hospital strengthen
its patient safety and privacy, patient record availability, and
create more opportunities to offer the patients an enhanced
experience and seamless care journey as they spend less
time waiting and avoid unnecessary tests.
These steps have helped the organization with recognizing
itself as atechnology leader in the global healthcare space.
Technological Support
Medcare launched its teleMEDCARE platform for
teleconsultations at the onset of the pandemic to provide
immediate medical access to people who needed it from
anywhere at any time. It allowed them to offer live video
consultations where patients could consult a doctor without
making an advanced appointment. All they had to do was
click on the ‘Call Doctor Live Now’ button on the Medcare
website to connect with a doctor.
Furthermore, homecare services were identified as an
obvious need for its patients in areas such as lab tests,
vaccinations, nurses and doctors on demand, and
medication home delivery.
Ensuring Quality Treatment
“We believe that healthcare is not just a service but an
experience that enriches people’s lives at different levels
and brings a positive change in the way healthcare is
delivered,” states Dr. Shanila.
Medcare is at the forefront of best practices in the
healthcare business, which allows it to stay ahead of the
times and deliver promising solutions to its patients.
“We move forward as a team by continuously attracting the
best talent and therefore evolving as a successful,
sustainable business. For us, it is all about enriching the
experience of all those who come in touch with us and our

16.
services—starting with our patients, to our internal
stakeholders and business partners.”
Dr. Shanila demonstrates pride in Medcare by stating, “The
availability of all major medical specialties in one
organization means that our patients get comprehensive
care for their health as well as convenience.”
Moving Towards Patient-Centricity
From a business perspective, Dr. Shanila believes that there
is an “always-on” demand for healthcare. It is one of the
most recession-resistant sectors. Even when markets are
unpredictable, the healthcare sector is resilient against
possible economic downfalls because of medical advances,
diversification of population needs, virtual care potential,
and new infrastructure technologies—all of which support
long-term investment growth.
“However, to live up to the ambitions and expectations of
patients, investors in healthcare organizations will need to
continue the journey that makes patient-centricity a reality.
It is very important to learn from other industries and
import practices that enable access, convenience, and
personalization of medical services,” concludes
Dr. Shanila.

17.
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18.
Rowberry
ccessibility of affordable quality healthcare is a
Ahuge concern around the world. Quality
Healthcare is out of reach of so many due to cost
and many others due to geography or circumstance. To
restructure and bridge the distance between supply and
demand, world leaders are innovating options to enhance
accessibility in all fields and particularly in the medical
sector.
One such leader is CEO-Digital Health – Brandon
Rowberry of Aster DM Healthcare, who, with his
mission to bring healthcare to the palm of the patient's
hands, is revolutionizing the gifts of medical sciences
accompanied by technological platforms to enable
beneficiaries to access quality healthcare cost-effectively.
His leadership approach is simple, yet powerful. Brandon
says, "I learn as much from our great employees as I hope
they do from me. What I try to do is to teach and model
good principles and enable my people to largely
manage/lead themselves." The company is now one of the
largest Healthcare providers in the Middle East and India,
serving ~25M patients/customers and encompassing nearly
all aspects of Modern Healthcare, including Hospitals,
Clinics, Pharmacies, and Digital Health.
Interview with Insights Care
www.insightscare.com
Octorber | 2022 19

19.
To know more, let us slide into the interview details below!
Brandon, kindly brief us about yourself and your
journey so far.
The journey has been a wide and varied one, spanning
various industries, geographies, and focus areas. The one
thing that has tied it all together has been a theme of driving
growth through ambiguity. I have been richly blessed with a
wonderful family, generous colleagues, and opportunities to
learn beyond what I could have imagined decades ago.
I have had the opportunity to start businesses from scratch,
lead large functional areas such as Global Innovation for
major Fortune 500 corporations, and invest in and advise
both start-ups and multi-billion-dollar growth companies.
All of this is with a focus on increasing the accessibility and
scalability of products/services.
I am very grateful to be leading Digital Health and
tremendous growth at Aster.
The Mission of the company focuses on the Accessibility
and Affordability of the quality healthcare services and
products we offer across many countries.
This focus aligns with my personal mission.
Please tell us about Aster DM Healthcare and the
inspiration behind it.
Aster DM Healthcare was founded by Dr. Azad Moopen in
the late 80s as a single healthcare clinic location in Dubai
serving the underserved population.
The inspiration was simple, people do not have access to
affordable quality healthcare, and Dr. Moopen stepped in to
fill the huge gap. From these humble beginnings, it has
grown to one of the largest Healthcare providers in the
Middle East and India, serving ~25M patients/customers
encompassing nearly all aspects of Modern Healthcare,
including Hospitals, Clinics, Pharmacies, and Digital
Health.
www.insightscare.com
Octorber | 2022 20

20.
What are the key products and services of your
organization, and how has it opened both physical and
digital doors to patients?
Aster serves the entire spectrum of healthcare needs, from
complex surgeries and Transplants to cancer care to basic
primary care and everything in between. Aster also has a
huge network of Pharmacies providing Prescription and
non-prescription medicines and products to help people live
healthier lives.
Digital Health is leading the way by connecting Patients to
the full spectrum of health services/products in and out of
the traditional healthcare setting. It has expanded the access
and affordability of healthcare for millions of patients and
customers.
Being able to get care from nearly anywhere and anytime
via digital tools allows families to better care for their
needs.
How is Aster DM healthcare incorporating novel
technological solutions in its operations to deliver
improved patient-centric services?
We have been hard at work incorporating Digital Health
solutions by connecting the only full-range healthcare
services/products company in the region with the ability for
patients to have their health records "In the palm of their
hand."
Patients/customers now have the power to have real-time
control and access to a 360-degree view of their family's
health.
How is your organization enabling more comprehensive
access to healthcare for patients in the operative
region(s)?
Aster has the highest density of Hospitals, clinics, and
Pharmacies of any healthcare provider in the region. We
have a particular focus and density in areas that are
typically underserved and less well-off than other areas.
Our mission is focused on the Accessibility and
Affordability of Quality Healthcare, and thus our operations
match that aim. Digital Health widens that access multi-fold
by not having to be tied to physical locations.
Now your health is in the palm of your hand regardless of
your geography or financial situation.
How have you infused your business and investment
acumen into Aster DM healthcare to continue its growth
chart upwards? As a CEO – of Digital Health, how do
you ensure this growth is not just in volume but in
values as well?
I learn as much from our great employees as I hope they do
from me. What I try to do is to teach and model good
principles and enable my people to largely manage/lead
themselves. For the most part, after providing guidance,
goals, and resources, I try to get out of the way and, when
needed, remove roadblocks. I believe this leadership style
will create sustainable capability in our organization and
people and, thus, lead to great performance in the medium
and long term.
My leadership team includes people from 5 different
continents. That was certainly not the intended aim,
however, it shows that talent comes truly from everywhere
and is attracted to opportunities that help them fulfill their
personal missions and responsibilities.
Our longer-term growth needs to be infused into all talent,
and therefore, I spend a considerable amount of my time
working directly with people one on one and in small
groups, ensuring they know that I understand, care, and
support their great work. This, along with ensuring they
have whole areas of "ownership", helps us create a virtuous
cycle of high-achieving talent dedicated to our goals.
As a successful leader and a guiding light, what is your
advice to budding entrepreneurs in creating trustable
digital solutions to enable wider access and affordability
while availing healthcare services?
Solve a need you know and experiment, experiment,
experiment! I have never seen a business plan that fully
stood the test of time so the flexibility to read, react and
make changes is much more valuable than a perfectly
polished plan. Get your solution into the hands of anyone
who will use it and build from their experiences.
In healthcare, too much innovation is focused on solutions
that drive prices higher and higher instead of more
accessibility and affordability. Please focus your efforts on
those solutions that will scale and help us to enable the next
10 million people, then the next.
www.insightscare.com
Octorber | 2022 21

21.
Important Measures in
in Healthcare
st
n the 21 century, healthcare is one of the most
Iimportant sectors, especially in a developing country
like India. This sector interfaces direct contact with
millions of people. Both common man and the medical
industry are interdependent on each other. This means that
any disturbance or lack of service can lead to devastating
consequences in the healthcare sector. The quality
improvement awareness in the healthcare industry is
increasing day by day. Although our medical system has
become potential and safe to some extent as compared to
the past few decades, however, we have miles to go.
Researchers, policymakers, and healthcare experts are
continuously seeking to develop more systematic ways of
measuring and benchmarking the quality of care of different
providers.
The basic measures to assess the quality of healthcare
organizations are classified as structure measures, process
measures, or outcome measures. The care providers and
hospitals can follow certain tips such as establishing a
safety management system, building of rapid response
team, developing a safety compliance plan with patients as
well as employees, and stock equipment maintenance is a
Yes! Quality control can be achieved through dedicated and
trustworthy healthcare providers.
Establishment of Safety Management System
The health management industry is susceptible to even
minor changes in it, may it be developmental measures or
excessive reforms. It deals with the lives of many people
and any small change can lead to regrettable consequences.
The hospital staff and other health providers need to be well
trained while treating patients. It is essential that health
services administration include all the managers and
employees including interns in decision making strategies.
The hospitals must also perform regular organizational
performance reviews. They can set up a special team of
licensed nurses, physicians and technicians to keep a track
on the regular reviews of patients.
This will help to keep a record of regular safety measures
being carried out and patients' response to the initiative.
Quality assurance is meant to assess both patients and
healthcare providers. For instance, hospital staff must not
consider regulations and instructions as punitive, but rather
see them positively. For example, nurses and ward boys
must ensure that all the wards in the hospital are cleaned
thoroughly. Sometimes, test records of patients needs to be
cross-examined by doctors. At such times, one should not
just rely on principles and regulations, but can go beyond
set standards to provide the best service.
Building a Rapid Response Team (RRT)
Rapid Response Team is a group of designated staff that
mainly consist of doctor, nurse and respiratory therapist.
They immediately come to the patient if there is any
indication that their condition is deteriorating. The team
promptly rushes to the patient if they show abnormal vital
signs, trouble breathing, chest pain, signs of stroke or in
case of serious illness, if ECG machine shows abnormal
heart rate. After starting immediate treatment to the patient,
the team contacts the attending physician and moves the
patient to a specific area of the hospital for specialized
monitoring and treatment. Though almost all the healthcare
providers comprise of RRT, the system needs to enhance
the response given by RRT to the patients.
Developing a Safety Compliance Plan with Patients as
well as Employees
The employers and employees in the healthcare industry
need to understand their roles in organizations they work in.
Apart from training each new employee, the administration
must also focus on updating the staff regularly on safety and
health policies. Training camps must be organized in a
period of fifteen days to one month. When in doubt,
employees must feel safe to confront their concerns and
come to a healthy solution by discussing it with the
management. This enables the staff to gain confidence in
them which eventually builds trust among patients. Every
medical organization must clearly outline safety policies
and procedures. The members of every medical department
must have reassurance that the management will receive
information and concerns with impartiality.
Addressing Safety
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Octorber | 2022 22

22.
Stock Equipment maintenance is a Yes!
Great numbers of healthcare service providers rely on
different types of medical equipments to function
productively. A good quality of healthcare program must
have a list of all the required equipments that are kept ready
from time to time. There should not be any type of shortage
in any emergency situation. All authorised persons in the
organization should know where the spare parts are kept
and should have an access whenever required.
If equipment required specialized maintenance and
handling, other people should have contact of the associated
persons in case of emergency. The facility should also
develop alternative protocols that guarantee patient safety if
the equipment gets damaged or breaks down while
maintaining. It is a welcome addition if a facility has its
own team of technicians who can respond immediately if
the equipment develops technical problems unexpectedly.
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Anish Miller

23.
The evolution of humans has seen a lot of changes
within itself. Changes, that were essential for their
transformation to attain the advancement of society.
The process of transformation has inherited humans with
different abilities, physically and behavior-wise.
The greatest trait that mankind has inherited since its
existence is Humbleness. But, in the modern era, with high-
altitude skyscrapers and space tech solutions grabbing the
spotlight, the deep-rooted and the most essential element of
human capital—humbleness, is being overshadowed and
the significance of this human attribute is getting blurred.
Breaking the norm of this vicious cycle is Centre Medical
de Botour. It is on a mission to establish peace and care in
the world. It is the first ISO 9001: 2015 certified hospital in
the Democratic Republic of the Congo with core values of
Passion, Empathy, Excellence, and Ethics.
These values require a good leader to be followed.
Justifying the saying, stay true in the dark, and humble in
the spotlight, Mrs. Hema Gupta has been the ideal
Managing Director of the organization.
Below are the highlights of the interview:
Mrs. Hema, please brief our audience about the Centre
Medical de Botour, Kinshasa, DRC. What has been your
source of inspiration for venturing into the healthcare
industry?
The socioeconomic status of DR Congo has been more
marginalized in Central Africa. They are deprived of basic
healthcare facilities. Especially public facilities are not
accessible to most people, maybe because of affordability
or accessibility in their respective communities. Due to this
the major group of the population always remain deprived.
Although they also play an important role in our
development. The direct contribution of health to human
capital formation and socio-economic development is
unquestionable and well recognized. So, a modern hospital
in the local town is essential for local people. Due to a huge
population, DR Congo faces a double burden of diseases:
Malaria, Diabetes, Hypertension, Stroke, Chronic
respiratory diseases, HIV, Tetanus, Measles, Rubella,
leprosy, and so on. So, this has been realized to improve the
health condition of those diseases affecting people.
Please tell us about yourself and shed some light on your
journey as the Managing Director of Centre Medical de
Botour, Kinshasa, DRC.
I never had a goal to become MD, instead wanted to solve
problems related to the health of the people. There is an old
saying in the business that is, to find a problem and fix it.
That's how I was thinking to help people of DRC with their
health-related issues. The role came with a mission to look
after the health of people living in DRC and their relatives.
The majority of the people of DR Congo are still deprived
of modern healthcare facilities and also dependent on
government health structures for treatment and in private
hospitals, they fall into paying hefty bills. DR Congo since
independence achieved much progress in the public health
domain, but the rich and the politically blessed can extract
major services from the public health system. Public health
has played a vital role in protecting and promoting the
health of rural communities across the nation. In many of
these communities, public health offices and personnel are
the only providers of health services.
What core values does the hospital run on? What are its
mission and vision?
The CMB has been established with core values of Passion,
Empathy, Excellence, and Ethics. The Mission of our
Multispecialty care in DRC has been enhanced by
education and research in collaboration with medical
colleges that are accessible to all upcoming medical
professionals. And our vision is to become the leader in
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10 Best Performing Hospitals of 2022

24.
upholding the highest standards of multispecialty care in
Kinshasa, DRC, a self-reliant institution responsive to the
health needs of all ethnicity living in DRC.
What makes your hospital different from traditional
modes of treating patients who are dealing with several
illnesses?
In contrast with available services in Kinshasa, our hospital
brings 4 self-defining traits for patients suffering from
illnesses.
Ÿ The culture of excellence is deeply embedded in our
clinical team, they do a root cause analysis of patients'
conditions and take appropriate action for them.
Fostering this culture of excellence in our hospital
helped us to inspire and keep them motivated to put
their best foot forward at all times.
Ÿ We strongly believe that the nursing staff is the most
important caregiver in the hospital. Medical Consultants
and Duty doctors interact with patients occasionally,
whereas nursing staffs are the ones who are in touch
more frequently. An efficient nurse would provide the
correct care and empathetic behavior that makes all
difference in the patient's experience in the hospital.
Ÿ The key to the success of the relationship between
patients and the hospital is timely communication. What
the patient and most importantly their anxious
attendants want is communication. Communication
about the health status of the patient, communication
about the tests, the treatment, and the cost is what make
them believe in your decisions.
Ÿ Transparent pricing is the main source of confidence in
our patients. There is a social belief that hospitals
overcharge for the services as no one is to see what they
are charging for. Hence, we believe transparency in
pricing with timely communication results in satisfied
patients.
What specific services align with the idea of delivering
patient-centric care to the patients at your hospital?
We have a patient management system in place which
records all patients' medical history and prescriptions.
Ÿ All specialists of doctors are available in the hospital
which caters to all specialties and super specialties.
Ÿ We have partnered with all available insurance
companies in Kinshasa that are serving patients.
Ÿ We have one of the biggest dialysis centers in Kinshasa
where we can do 5 sessions at the same time.
Ÿ We have one modern dental clinic with an attached
dental lab which serves the laboratory requirement of all
independent dental clinics and government hospitals.
Ÿ We have a dedicated blood bank in the hospital that
takes care of patients in emergency care.
Tell us about how patients benefit from the direct bill
insurance facility at the hospital.
The poor people of the country are neither capable of
bearing their health expenditure nor conscious of health,
nutrition, and sanitation. Pervading poverty is, therefore, a
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25.
major challenge for ensuring health care for the growing
population. Almost all of our rural population do not get
healthy medical services. They are deprived of money or
political problems which is why they remain sick over the
years. Hence, we have partnered with all insurance
companies i.e., GGA, Activa, Rawsur Insurance, and are
offering cashless facilities to the people of DRC.
To what extent does technology play a role at your
company in catering to the needs of patients?
In our hospital all OPD, IPD, Diagnostic, and Pharmacy are
digital. We are very active in social awareness through the
digital platform. We are actively involved in organizing
various CMEs and conferences with medical fraternities in
partnership with international medical experts. We have all
modern types of machinery and medical equipment for
diagnosis i.e., Electrophoresis machine for Sickle cell
anemia, RTPCR, ECG, EEG, Radiology, MRI, etc.
What advice would you like to offer to budding
entrepreneurs who wish to venture into the Healthcare
Industry?
Ÿ Area of Expertise: As an inspiring entrepreneur it is
very important to realize your strength and build the
business based on your area of expertise.
Ÿ Networking: Be open to networking with all sectors of
business, which will help to be updated in healthcare.
Networking makes publicity easy and opens a venue for
the growth and development of your business.
Ÿ Be positive: When opening a healthcare business be
aware that ups and downs are inevitable. Try to keep a
positive attitude towards all situations which will keep
you going and fight for success.
How do you envision Centre Medical de Botour,
Kinshasa, DRC's operations and services in 2022 and
beyond?
At the moment, the Centre Medical De Botour is heavily
involved in improving its facilities and knowledge of
doctors to keep up with world-class standards, expanding
its capacity by building 2 more hospitals of CMB and
upgrading its human and technological resources to meet
the increasing demand for its services. Amidst this the
vision of CMB is to remain in focus in terms of its primary
mission: to care for those who need the best of what
medical science with a social conscience has to offer in DR
congo.
Please provide us with a few client testimonials and
awards or recognition (if any) that best highlight the
position of your hospital in the industry.
Centre Medical de Botour is one of the leading healthcare
providers in Kinshasa/DRC. Our hospital is renowned for
its medical infrastructure and expertise, as we are the first
ISO 9001:2015 certified hospital in DR Congo. Our
state-of-the-art laboratory results for RTPCR are govt.
approved for international travel. We are very proud of our
Medicine Director who has been awarded many times as
the best Oncologist in Central West Africa from Zenith
Global health. We are the house of the best doctors in the
country, supported by high patient ethics, modern
technologies, and research-based care in a warm and
comforting environment.
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26.
ealth laws are used to formalize commitment to
Hgoals, such as the goal of universal health
coverage, creating a drive for action. To enable
cooperation and achieve health goals, people use law to
create different organizations (such as hospitals) and
relationships (such as contracts for providing health
services). In turn, organizations (whether health ministries,
the private sector or civil society) have mandates, policies
and strategies based on legal rules that guide their work.
There are also many rules that structure what health
organizations and individuals should do, and what they may
not do. This interaction between different health laws
results in health system functions being carried out and
health products and services being delivered. Organizations
such as World Health Organization (WHO), Food and Drug
Administration (FDA), National Agency for Food and Drug
Administration and Control (NAFDAC) and The National
Drug Law Enforcement Agency (NDLEA) help to
implement health laws on national level and global level, to
ensure that the healthcare industry is performing effectively.
Below are some basic Rights and Laws that every citizen in
any country should be aware of and make use of their
provisions for better healthcare services -
No. 1: RIGHT TO NATIONAL INSURANCE
Living Abroad? Find International Health Insurance or
Expat Insurance for international citizens.
As a Citizen of any country, you have the right to national
insurance, which should be covered by the tax paid by the
citizens. Although, that has not been the case in most
developed countries.
The Bismarck Model
Like in the National Health Insurance model, most health
care facilities are private. But citizens are required to buy
health insurance, which is heavily regulated by the
government and must provide certain benefits. Usually,
health insurance is non-profit and paid for through payroll
deductions or payroll taxes. Low-income people may
receive subsidies for health insurance from the government.
This is the system Germany, France, the Netherlands, Japan
and other countries use to deliver universal health care.
The Beveridge Model
This is the other system that provides what people think of
as free healthcare. Like in the National Health Insurance
model, the government uses taxation to pay for health care.
Unlike the National Health Insurance or Bismarck models,
most medical facilities are owned and run by the
government. The most famous Beveridge health care
system is the NHS in the UK, which was designed by
William Beveridge himself. New Zealand, Cuba, Hong
Kong and Spain are also among the many countries that use
this system.
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27.
No.2: RIGHT TO PRIVATE INSURANCE
The USA does not have a universal, free healthcare
program, unlike most other developed countries. Instead, in
line with the free-market-virtue mindset, most Americans
are served by a mix of publicly and privately funded
programs and healthcare systems.
Most hospitals and clinics are privately owned, with about
60% being non-profits, and another fifth being for-profit
facilities. Coverage by federal and state programs is partial,
and most insured Americans have employment-based
private insurance.
Group plans funded by the employer cover about 150
million Americans.
These include health maintenance organizations (HMOs),
which are networks of providers. Insured patients see a
primary care physician (PCP), whose refers them to a
specialist if necessary.
A more popular option is to use preferred provider
organizations (PPOs), which allow patients to see external
providers, choose their PCPs, and see a specialist without a
PCP referral provided the former is willing.
These are now used by over 55% of insured employees,
compared to 25% in HMOs or point-of-service (POS)
plans.
With POS plans, patients must have a PCP in the provider
network, but can go out of the network for a fee.
No. 3: ARTICLE 35 – RIGHT TO PREVENTIVE
CARE
Everyone has the right of access to preventive health care
and the right to benefit from medical treatment under the
conditions established by national laws and practices. A
high level of human health protection shall be ensured in
the definition and implementation of all Union policies and
activities.
No. 4: ARTICLE 25 - THE RIGHT TO ADEQUATE
HEALTH
The Declaration of Human Rights (UDHR) articulates this
right to adequate health in Article 25: “Everyone has the
right to a standard of living adequate for the health and
well-being of himself and of his family, including food,
clothing, housing and medical care…”
My name is Juan Viedma Martínez, Doctor at law and MBA
in economy. I am Spanish citizen, birthplace Madrid. I'm 67
years old. Divorced with three independents children. I was
working in many areas of law, especially in international
issues and in macroeconomics affairs.Also, I love to
support the Macedonia question and its legitimate claim for
the rights of the country and its people.
I wrote some books in my professional career and I have a
very special feeling about Africa. I have traveled to many
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rights. My clients are con dent to fully recommend Juan
Viedma Martinez – it is rare to see someone who brings
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Skills: Professional Liability · Business Law · Mergers and
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Economic Criminal Law · Criminal Law · Litigation.
About The Author
Juan Viedma Martinez (Dr.)
Doctor at Law and MBA in Economy
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Octorber | 2022 29

28.
No. 5: THE ANTI-KICKBACK LAW
This law prohibits any healthcare worker from accepting a
bribe in exchange for a referral for an item or service paid
for by Medicare or Medicaid. A similar law, known as the
Stark Law, prohibits physicians from accepting bribes for
referrals to medical services such as lab testing, hospital
services, or even prescription drugs.
No. 6: THE FALSE CLAIMS ACT
This act prohibits anyone from making a false medical
claim or a false record of services billed to a federally
funded medical program. This includes billing for services
not provided, or billing multiple times for a single service.
The act also protects whistle-blowers who report these false
claims. A similar act has been passed that specifically
covers false claims to the Medicaid program.
No. 7: LAW FOR UNIVERSAL HEALTH COVERAGE
(UHC)
For all aspects of health, there are binding rules that govern
the rights and responsibilities of governments, health
workers, companies, civil society and a country’s
population. Together these rules make up the legal
framework, or legal architecture for health. They take many
forms including: statutory laws, regulatory and
administrative laws, contracts, case law, and customary
laws. Who is involved in making these rules, and the form
they take, differs from country to country.
No. 8: The Health Information Technology for
Economic and Clinical Health Act (HITECH):
This law was created a little over a decade ago as electronic
health records (EHRs) were becoming the new standard for
recording patients' medical history. It requires healthcare
providers to show that electronic health records are used to
measure the improvement of the delivery of healthcare,
including increased engagement between the patient and
doctor, and a reduction in healthcare disparities. This act
also supports the HIPAA privacy policy by requiring
healthcare professionals to keep electronic health records
private and securely stored.
No. 9: The most commonly known healthcare law is the
Health Insurance Portability and Accountability Act, or
HIPAA:
This law prevents healthcare professionals from discussing
patients' medical records with anyone but the patient or
authorized personnel. That might be other team members
treating the patient, insurance providers, or maybe a
healthcare proxy. The important takeaway is that if you’re a
patient, you get to decide who sees—and doesn't see—your
private medical records.
To determine the status, and ranking of global healthcare
system such as in Europe, Africa, and North America, we
need to look at some parameters including: implementation
of healthcare laws for the benefit of the masses,
affordability, efficiency, availability, Country Attainment of
goals, Level (DALE) Performance and Overall health
system performance
What Country Has the Best Healthcare System in
Europe?
Europe has 5 of the top 10 countries ranked by their
healthcare systems. The best healthcare systems in Europe
are offered by France, Italy, Malta, Spain, and Austria. Most
other countries in Europe have excellent health care for
their citizens. The biggest factors in driving their top
rankings are affordability and access. The systems are
typically heavily subsidized by the government and, as a
result, are very affordable. At the same time, there are often
long wait times and restrictions limiting choice in these
countries – so none of these systems are perfect.
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29.
The healthcare system in Spain is ranked the first best in
the world, just ahead of Italy (2nd), Iceland (3rd) and Japan
(4th).
Further Ranking include: Estonia 69 77, Ethiopia 182 180,
Federated States of Micronesia 104 123 and Fiji 106 96 and
Republic of Macedonia 68 72.
Macedonia Healthcare: The Score & Rank by Category
for Republic of Macedonia was based on, Prevent Health
which had an Index Score 35.7 38.3, Change from 2019 -
4.2 +9.5 and the Overall Rank is 68 72.
The research on health protection possibilities shows major
differences among citizens in all 30 towns in Macedonia. As
regards availability of health care facilities for citizens
across Macedonia, it is not the same whether one lives in
the capital Skopje, marked by the highest level of health
protection, or in Demir Hisar, Berovo, Sveti Nikole, Resen
and Vinica, where citizens enjoy the poorest health
protection possibilities. Differences are so great that, for
example, Skopje has 1 MD specialist per 339 citizens, but
Krusevo has 1 MD specialist per 3,182 citizens.
Ethiopia Healthcare: Ethiopia's health service is structured
into a three-tier system: primary, secondary, and tertiary
levels of care. The primary level of care includes primary
hospitals, health centres, and health posts. You can read in
detail in article on Healthcare in Ethiopia - Health and
welfare, Progress in health among regions, Ministry of
Health contributions and International Trade
Administrations and UN, USAID partnerships with the
Government for Strengthening the Healthcare system in
Ethiopia by Chidiebere Moses Ogbodo – Titled: Current
Performance of Hospitals & Healthcare System in Ethiopia
and What To Do Better In which ...
Which Country's Healthcare System Need's Urgent
Attention and Investments?
According to the World Health Organization, the following
country's healthcare systems need to be revitalized,
upgraded and investments are needed to achieve the best
healthcare services to their citizens:
Ÿ Angola
Ÿ Zambia
Ÿ Lesotho
Ÿ Mozambique
Ÿ Malawi
Ÿ Liberia
Ÿ Nigeria
Ÿ The Democratic Republic of the Congo
Ÿ Central African Republic
Ÿ Myanmar
According to a 2017 publication from the
Commonwealth Fund, The USA is ranked last out of 11
Countries with adequate healthcare system.
“Among the 11 nations studied in this report – Australia,
Canada, the Netherlands, Germany, Switzerland, France,
New Zealand, Norway, Sweden, the United Kingdom, and
the United States—the U.S. ranks last, as it did in 2010,
2007, 2006, and 2014.”
“Most troubling, the U.S. Healthcare System fails to
achieve better health outcomes than the other countries, and
as shown in the earlier editions, the U.S. is last or near last
on dimensions of access, efficiency, and equity.”
Issue: No two countries are alike when it comes to
organizing and delivering health care for their people,
creating an opportunity to learn about alternative
approaches.
Goal: To compare the performance of health care systems
of 11 high-income countries.
Methods: Analysis of 71 performance measures across five
domains — access to care, care process, administrative
efficiency, equity, and health care outcomes — drawn from
Commonwealth Fund international surveys conducted in
each country and administrative data from the Organisation
for Economic Co-operation and Development and the
World Health Organization.
Key Findings: The top-performing countries overall are
Norway, the Netherlands, and Australia. The United States
ranks last overall, despite spending far more of its gross
domestic product on health care. The U.S. ranks last on
access to care, administrative efficiency, equity, and health
care outcomes, but second on measures of care process.
Conclusion: Four features distinguish top performing
countries from the United States: 1) they provide for
universal coverage and remove cost barriers; 2) they invest
in primary care systems to ensure that high-value services
are equitably available in all communities to all people; 3)
they reduce administrative burdens that divert time, efforts,
and spending from health improvement efforts; and 4) they
invest in social services, especially for children and
working-age adults.
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30.
How
Hospitals
Can Rebuild
CommunityTrust
with Diverse
Approaches
e all know that the hospital business is quite
Wsusceptible. There are many small and large
incidents that can erode community trust in the
healthcare sector if the challenges are not faced effectively
on time. From a vicious outbreak to a slow corrosion of the
hospital-patient relationship, any situation can destroy
people's trust in the industry. For example, the world is
witnessing severe repercussions of the COVID-19 outbreak
since 2019, and it is still continuously growing.
People in every corner of the world started losing faith in
the medical industry when healthcare service providers
were unable to treat a maximum number of patients on
time. Millions of people were losing their lives to this
deadly virus, and doctors had no clue of what exactly was
happening. Despite the massive trials to manufacture the
effective vaccine, people were apprehensive about the
agencies that were distributing the prepared inoculations.
Many community hospitals lost the trust of their patients
overnight due to the high infection rate as the Corona Virus
was evolving into its various mutations each passing day.
Redening Healthcare
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31.
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32.
There is hope however if health system leaders and staff can
make an effort to improve their reputation. Facilities or
hospitals in such situations can follow certain steps to try
and win back patient trust.
Understanding the decrease in patients' trust in
healthcare facilities
Doctors are the most trusted professionals in the world,
with many societies regarding them the status of 'God.' But
the rapid pace of privatisation, finance-centric care models
and mechanical attitude towards patients has lowered
patients' trust in the system. A continuous race among
medical students to score high in exams and not being able
to prioritize practical knowledge is one of the reasons that
we are witnessing negligent doctors. As it is said, half
knowledge is dangerous.
According to a medical institution's 2019 report, 61% of
people were of the view that hospitals did not take the best
decisions in favour of patients compared to 37% in 2016.
Lack of responsiveness of hospitals, increased waiting time
for patients and low adherence to their feedback are some
reasons for widening gap in community trust. Hospitals
should encourage community runs events such as safety fair
or healthcare run to create a bond between hospital staff and
patients.
Rebuilding community trust with Logic
It is seen that hospitals refrain from showing their caring
side to the patients and have become more cosmetic. Ethics
in hospitals are compromised while fixing rates, allocating
beds and exorbitant cost of medicine. Healthcare leaders
perceive themselves as just profit-driven managers. This
needs to be controlled and regulated by the administration
and the healthcare sector as a whole. Nowadays, physicians
recklessly order for complex diagnostic tests, even for
minor ailments.
This leads to the start of drilling in the patient's pockets.
Often, doctors, these days develop a false sense of ego to
accept their inability to not know something. This has cost
them trust issues among their patients. Leaders should
encourage general physicians and other doctors to focus on
their hard and soft skills to gain the trust of patients.
Managing the Costs
A proper goal needs to be set by hospitals to maintain their
rising costs. Access to poor care is not the objective, nor is
the reducing cost at the expense of quality. Quality
maintenance, along with cost reduction, should be the goal.
Today, increasing profit is disarrayed with the interests of
patients, because profit-making has become the ultimate
goal.
Only increasing the volume of services will lead the
healthcare sector to nowhere, but effective results will
enable to ensure a healthy environment among patients.
Improving values requires improving one or more outcomes
without raising costs. Lowering costs without
compromising outcomes is quite essential. Every hospital
must ensure to sell medicines at generic costs or at least the
same as the cost of production.
Enrolment in Health Policies
Healthcare policies are a boon discovered by mankind to
mankind. Although healthcare has increased in several
developing nations, changing healthcare needs, growing
expectations and an ambitious healthcare system are raising
the bar. Each hospital must promote government healthcare
policies while providing private health policies at lowered
rates. Long-term benefits should be included in the policies.
Hospitals should keep a record of the number of patients
every month who have benefited from either government or
healthcare policies. The industry administration can judge
hospitals primarily on the basis of their impacts and
equitable distribution of these services. A good economic
benefit, along with good healthcare, definitely bridges the
gap of faith between the healthcare system and patients.
The foundation of high-quality healthcare systems include
the amount of health need of the population, meeting their
expectations, governance of the health sector, workforce
skills, tools, and resources, from low-cost medicines to
data.
-Abhilasha Agrawal
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33.
Daniel
Taddese
The contours of life take one on a journey of
discovering the true self and empowering that
individual with a purpose. This goal could range
from anything and everything that makes one invest a major
part of their lives in achieving it. With right amounts of
hard work plus other essential elements, an aspirant is
morphed into a visionary leader.
One such leader in the healthcare niche is Daniel Taddese,
who is a General Practitioner at Sheno Primary Hospital
and is transforming the healthcare industry through his
valuable input of transformative ideas, constant networking,
and solving problems effectively. He aims to help every
patient in need and present them with good health, which he
thinks is their well-deserved right. In this process, he is
extracting the benefits of medical technology while being
flexible with the current trends in the healthcare sector.
Through the interview highlights below, let us dive in to
read more about his inspiring and ambitious journey so far!
Please shed some light on your leadership journey as a
General Practitioner in the healthcare space.
Well leadership is a journey and I am on the starting end of
it.
I am helping and supporting my teammates and colleagues,
recognizing their contribution, and working to create a
strong team from within, by simply talking to them and
figuring out how I could help, how I could contribute to
solving the problems at hand and to enable people in
achieving their full potential and also developing myself as
well.
To me, the most important thing is engaging, enabling, and
supporting people. As we all know one cannot grow and
thrive alone.
What was the inspiration that prompted you to venture
into the healthcare niche?
Well, I am inspired by my father who is also a healthcare
professional (health officer). He is a hard worker, and is
beloved by all the patients he treats.
I like the fact that he helps out his patients from the bottom
of his heart and I aspire to be like him to help out those in
pain and in need of health which is their right.
I feel like this is my calling in life.
Being a General Practitioner at Sheno Primary
Hospital, how do you envision growing your network
operations into the healthcare niche?
By simply carrying out more duties to be able to help others
learning through my career, meeting more inspirational
persons, and sharing their experiences.
Also by copping with the advanced current medical
technology through continuous professional and personal
development, and being flexible in accepting and working
with current trends.
From initiating your career as a medical intern, what
were the challenges you faced, and could you enlist us
the professional hacks that helped you become the
grand success that you are today?
Well, most of my clients are from rural areas and the
knowledge gap between the health professionals and the
communities is noticeable and I think this is the major
challenge.
The best way I found is to hear them see their problems
through their own eyes; in doing so we can figure out what
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34.
,
,
,
,
THE BEST THING I HAVE
LEARNT IN MY
INTERNSHIP YEAR IS
PATIENCE WHICH
HELPED ME A LOT IN MY
LIFE AFTER
GRADUATING. AND
THEN AFTER I HAVE
BEEN GROWING EACH
DAY EVER SINCE.
Daniel Taddese (M.D)
General Prac oner
Sheno Primary Hospital
Interview with Insights Care

35.
the gaps are and how to fix them by educating them and
learning from them and sustaining it by involving them in
the decisions they clearly profit from.
Can you please share with us your initial professional
experiences and what were the learnings that made you
ramp up your growth curve?
Well, I started my medical career from my medical
internship at university of Gondar after finishing my
medical school there. And as I remember it, it was a tough
year during which I learned so much from my instructors,
colleagues, patients, or by engaging in different activities
which were challenging each time.
The best thing I have learnt in my internship year is
patience which helped me a lot in my life after graduating.
And then after I have been growing each day ever since.
As a successful leader in the healthcare niche, what is
your opinion on integrating technological advancements
into the healthcare niche?
I am all for technological advancements and integrating it
to the healthcare niche. It will safeguard patient safety
through easy access to patient medical records, reduction in
medical errors, greater patient care, improved patient
education, and in reduction of cost.
Please give us your valuable input about the future of
the healthcare niche for the budding enthusiast aspiring
to venture into the medical niche.
Well, I believe though we are doing what we can in treating
the clients, we really need to work and improve on our
preventive primary health care services.
Seeing our current situations like that of increase in highly
transmittable diseases like covid 19 pandemic, increase in
non-communicable disease like cancer and diabetes, it will
be a burden in the health care facility.
So, working on preventing will help us improve on our
health status.
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36.
“A patient at the hospital reaches out to the drug store,
looking for a cure for his aching body. However, s/he ends
up receiving the wrong drug. Perhaps it was due to a
mistake of not identifying the right package.”
his story sounds familiar and has been heard in
Tmany stories across media houses and the medical
fraternity. Right?
If yes, it is important to know the recent trend experienced
by patients.
Patients in recent times have grown vulnerable to failure
with the rising complexity of healthcare systems. Despite
the existing facilities, there is a lack of communication and
involvement in patients’ care.
Hence, in an era of rising misunderstandings, Gruppo San
Donato (GSD) is a leading healthcare system that has
managed to stand out from the competition. Located in
Italy, a place that lacks nothing with regard to care, GSD is
one step further. It not only offers diagnosis and treatment
but is also considerate of patients’ overall well-being.
“It is essential to treat pathology while aiming for patients’
well-being. What’s important to the patient’s eyes is what
we truly perceive,” says the GSD team.
We crossed paths with Francesco Galli, the CEO and
President of the GSD Strategy & Operations Committee,
to dive into the operations that ensure the longevity of
GSD’s leading position in the healthcare sector.
Below are the highlights of the interview.
Please brief us about your hospital and its inception
story.
Founded in 1957, Gruppo San Donato (GSD) is the largest
hospital group in Italy and one of the most important in
Europe. With its 56 facilities and more than 7,000 medical
specialists, Gruppo San Donato treats around 4 million
patients a year. It includes three of the country’s most
important research institutes: San Raffaele Hospital
(Molecular Medicine), San Donato Hospital (Cardiovascu-
lar Diseases), and Galeazzi Hospital (Orthopaedic Dis-
eases).
What are the key services provided at your hospital, and
how is it impacting the demographic concerned?
With about 14,500,000 annual procedures and 3,239
scientific publications in 2021, GSD is a multi-specialty
group with some of the greatest specialties recognized
worldwide for their clinical and scientific research.
In the field of Oncology and Hematology, each year at San
Raffaele Hospital, the largest hospital in the group, there are
about 9,000 hospitalizations for causes related to cancer
(about 17.2% of total hospitalizations) and 6,000
oncological surgeries (30% of the total). The hospital is also
the Italian reference point for bone marrow transplantation.
With regards to the Cardiovascular area, the group is an
internationally renowned reference center for minimally
A Holistic View of Patient’s Well-being
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10 Best Performing Hospitals of 2022

37.
Another piece of advice I would give is not to be afraid of
making an effort and not to be discouraged by failures, but to
always believe in them. Failures must be analyzed in order to
understand the positive points in order to restart from there.
Francesco Galli
CEO and GSD Strategy &
Opera ons Commi ee’s
President
Gruppo San Donato - GSD
www.insightscare.com
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38.
invasive surgical treatment of heart disease, with 34% of
cardiac surgery admissions in Lombardy. It also counts as a
highly specialized center of excellence for the surgical
treatment of the most important vascular pathologies.
Another point of excellence is Orthopedics treatments.
The center has the largest number of orthopedic admissions
in Lombardy. With its 12,545 hip and knee prosthesis
operations per year and 3,693 spine operations per year
(2017), it is a reference center for locomotor system
diseases. In the specialty of Ophthalmology, the Ophthal-
mology Center is recognized by the International Council of
Ophthalmology as a clinical and diagnostic reference
structure. High experience and specialization feature
bariatric surgery activity, for which the Group Reference
Center in Italy for the diagnosis and multidisciplinary
treatment of obesity. In the urologic area, the group
represents an internationally recognized center for the
treatment of prostatic hypertrophy, sexual dysfunction, and
male reproduction.
Particular attention is reserved for Reproductive Medicine
(Fertility Center), with a reference center in Europe that
uses innovative techniques in medically assisted procre-
ation. Last but not least, the San Raffaele Hospital is a
center of clinical and research excellence in the fields of
Neuroscience and Neurorehabilitation, neurosurgery,
neurology, and neurological rehabilitation. Research
particularly focuses on neurodegenerative diseases,
neuromuscular diseases, and cerebrovascular diseases.
According to Bloomberg indexes (2019), Italy is recognized
as the second healthiest country in the world, with the
fourth most efficient healthcare system globally.
What are the core values of your organization? What is
its mission and vision statement?
The main value of GSD, strongly inscribed in its DNA, is
humanity. GSD conducts its activities focusing on the well-
being of the individual. All care pathways have been
thought upon, considering everyone as a complex entity
made up of feelings, personal experiences, and cultural
heritage.
The group pays close attention to current issues to be a
major player in building tomorrow’s healthcare. Therefore,
the values of Innovation and Sustainability are at the
forefront of its mission and vision.
GSD wants to create excellent healthcare with great
accessibility for everyone. It wants to enable everyone to
have access to care using technology at the service of this
goal. GSD wants to contribute to a healthier and more
sustainable world.
Could you elaborate on what makes your hospital
unique that attracts such a large customer base?
The uniqueness of the GSD is due to two main points of
excellence.
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39.
First of all, each high clinical specialty is continuously
developed and optimized by clinical and scientific research
that enables a high level of care, making even the most
innovative treatments accessible to the patient. Besides,
each complex care pathway is structured in a
multidisciplinary way. People affected by multifactorial
diseases have many things in common, and their treatment
requires dedication, professionalism, innovation, and
humanity.
“The approach to these diseases is successful when all the
professionals involved act in a coordinated way, without
losing sight of the uniqueness of the individual.” A complex
care pathway is organized by a patient manager who
supports the patient throughout his or her treatment. In
addition to the specialist doctor and his team, the treatment
path also includes a nutritionist, a psychologist, and a
physiotherapist. The designed pathways are oriented
towards a holistic view of the patient.
How are you incorporating emerging technology
solutions to enhance infrastructural qualities as well as
the hospital’s offering to chart its growth upwards?
GSD is using new technologies to improve the service of
medicine on the one hand and care for patients on the other
hand. Smart Hospitals are the model that GSD aims for,
where the adoption of tools and technologies (Artificial
Intelligence, Machine Learning, Telemedicine, Wearables,
and other related) will revolutionize hospital concepts and
care pathways.
The GSD ICT Department has delivered three infrastructure
projects whose role is fundamental.
Ÿ The first one is creating an interconnection system
capable of connecting our 60+ locations with redun-
dancy of physical routes to guarantee maximum
resilience and continuity in data transmission in order to
consolidate over a unique network infrastructure.
“Smart Life,” wide processes, wide solutions, compe-
tence center merging, converging infrastructures,
interoperability paradigms, and taking care of people’s
health are our crucial goals.
Ÿ The second infrastructure project concerns the realiza-
tion of a new infrastructure architecture with
infrastructural business continuity features, geographi-
cally distributed over two production data centres and a
third “data protection site,” implementing disaster
recovery practices, supporting the required workloads,
storing large amounts of data and delivering high value-
added services.
Ÿ Furthermore, complete coverage of all hospital
facilities with a Wi-Fi connection and Bluetooth Beacon
devices is available to enable the mobile usage of
clinical applications and provide services such as asset
tracking, indoor/outdoor navigation, wayfinding, and
other related.
On the high-tech front in medicine, GSD represents
excellence in the use of robotic surgery, nuclear medicine,
radiotherapy, and diagnostic imaging. GSD also developed
its own telemedicine service in order to allow its patients to
interface with doctors even during the pandemic.
As an experienced leader, what advice would you like to
give aspiring entrepreneurs and enthusiasts who wish to
venture into such competitive industry that you are
serving?
As I always tell my closest collaborators, to do the job, you
must first have a great passion and a lot of curiosity. Never
get tired of asking questions, of looking for innovative
solutions, even putting yourself in the patients’ shoes and
learning to look at things as a whole without ever losing
sight of the attention to detail.
Healthcare is a complex world that requires a lot of patience
and determination. The dynamics are often many and
varied, and experience teaches the right balance. Churchill
said that, beyond successes and failures, it is the courage to
move forward that counts!
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