Month: July 2012

The cooperative alternative to commerce

Posted on by Ben Debski

In an era in which conventional models of finance, corporate governance, and corporate responsibility are increasingly debated, if not called into question, it may be time to revisit the alternative approach taken by economic cooperatives. The foundational values of cooperatives embody not only a humane vision, but also a pragmatic approach to production that has enabled the successful incorporators to thrive – and to spur economic growth in countries that desperately need it.

Not only greater economic inclusion, higher agricultural productivity, strengthened food security, and financial stability, but also lessons on responsible and sustainable business practices

Cooperative movements took shape in the Americas, Europe, Australia, and Japan in the 1800s. Many grew from the simple proposition that ordinary people could overcome adversity in the marketplace by banding together to buy and sell goods at reasonable prices, and quickly realised the added benefits of sharing knowledge among members, promoting inclusion, and building social capital.

Today, cooperatives cover a range of activities and come in a variety of shapes and sizes, from small-scale agricultural and consumer organisations in Africa to some of the leading agricultural brands and largest financial-service providers in North America and Europe.
According to the International Cooperative Alliance, a cooperative is a “jointly owned and democratically controlled enterprise.” But, beneath this definition lie rich notions of voluntary association, accountability for strategic decisions, and concern for the communities that cooperatives serve.

A new alternative
Cooperatives have helped to bring information and services to far-flung rural communities, empower workers, and expand financial services, healthcare, education, and housing. In doing so, they have transformed the economic and social landscape in countless communities. The International Cooperative Alliance reports that more than 800m people are members of cooperatives worldwide.

Moreover, cooperatives account for a significant share of GDP in many countries, and an especially high share of the agricultural and consumer sectors. Cooperatives are also one of the largest providers of financial intermediation to the poor, serving an estimated 78m people globally who live on less than $2 per day.

Of course, cooperatives have sometimes struggled to live up to the ideal. In the most egregious cases, some have fallen victim to bad politics, weak governance, or mismanagement. Others are exposed to risks stemming from concentration in a single business sector, commodity, and/or geographic area.

Cooperatives have also wrestled with questions of members’ entry and exit, financial disclosure, and relationships with the non-cooperative sector. Governments have often faced vexing questions with regard to financial regulation and taxation of cooperatives, including treatment of profits and consideration of exemptions.

And now, in a more mobile and urban world, one might ask: can cooperatives maintain their essential character, based on inclusion and knowledge sharing within a community? In a world in which geography is a diminishing barrier to business, can cooperatives sufficiently distinguish themselves as a viable alternative model? Or will they evolve to serve virtual communities, organised around new sets of challenges and opportunities?

Getting it together
The UN has declared 2012 the “Year of Cooperatives.” This provides a good opportunity to examine the extraordinary history of cooperatives, assess their strengths and weaknesses, and rekindle a discussion about a development model that promises higher levels of inclusion, ownership, self-determination, and concern for community.

The World Bank is active in the development of producer and credit cooperatives around the world. Some of the most notable programs include the Indian Dairy Cooperative, which has created an estimated 250,000 jobs, mostly in rural areas. Similarly, Mexico’s National Savings and Financial Services Bank has helped to strengthen savings and credit institutions that serve millions of rural residents who would otherwise have been relegated to the margins of the formal financial sector. The Bank’s policy work has re-affirmed the notion that rural producer organisations are fundamental building blocks of agricultural development. And it has helped governments to supervise and regulate cooperative financial institutions.

As we search for innovative solutions to today’s development challenges, we should consider what the cooperative movement could offer. That means not only greater economic inclusion, higher agricultural productivity, strengthened food security, and financial stability, but also lessons concerning responsible and sustainable business practices, corporate governance, and community relations. We should also consider how to facilitate the spread of cooperatives’ best practices while avoiding common pitfalls.

The cooperative movement can prompt us to think in new, inspired ways. Capitalising on cooperatives’ successes and learning from their mistakes can help us to expand the menu of options as we search for more inclusive and sustainable models of development, and new ways of building and sharing knowledge.

Mahmoud Mohieldin is managing director at the World Bank Group, and was formerly Egypt’s minister for investment.

(c) Project Syndicate 1996-2012

“Years spent studying proton therapy systems”

Posted on by Ben Debski

The motto of the hospital is: “Quality in Service, Excellence in Care”. Can you explain how you put your philosophy into practice?
We pride ourselves on our uncompromising adherence to the ‘Total Patient Experience’ concept, caring not only for the clinical but also the psychological aspects of every patient with superb amenities, a soothing environment, warm hospitality and meticulous care.

The hospital constantly strives to find better ways to treat diseases and new services to meet patients’ needs. As an extremely advanced hospital, HKSH continues to expand its number of specialty clinics in the last decade from a few to now over 30. Recently, the Li Shu Pui ENT Head & Neck Surgery Centre, Nephrology Centre and Allergy Centre welcomed Dr. William Wei, Dr Lai Kar Neng, and Professor Tak Lee from King’s College, London as the centre directors, who are all world-renowned experts and researchers in the above fields.

Besides expanding in service scope, HKSH also increased the depth of service for its long-established departments, such as the Department of Ophthalmology and Department of Women’s Health and Obstetrics. Established in 1981, the Department of Ophthalmology has grown from one doctor to a team of 10 doctors, who are all experts in different sub-specialities. Furthermore, there are also specialty centres such as the Eye Surgery Centre and Guy Hugh Chan Refractive Surgery Centre in the Department, where the latter has become one of the most advanced LASIK centres in Hong Kong, with LASIK procedures performed on over 80,000 eyes since 1996.

HKSH also aims to strengthen primary healthcare, which is beneficial to the community as well as channelling patients to use the hospital service. Currently we are running two satellite clinics, and there are plans to set up more across the city within the next 10 years.

The hospital continually reviews its services and practices to ensure both quality and integrity being up to clients’ expectations. We provide individual patient care through a well-trained frontline. Senior nurses act as ‘patient ambassadors’, easily identifiable for any immediate enquiries from patients and their families. A ‘named nurse system’ is also in place, ensuring that each nurse is designated and personally responsible for a number of patients on wards. We are the first and only private hospital to incorporate a “Hospitality Service Training” programme offered and adapted by Grand Hyatt, an internationally renowned hotel brand, in the on-the-job-training of all frontline staff.

The hospital is firmly committed to ensuring that the quality of service is up to internationally accepted standards. Since 2000, the hospital has been subjected to very close scrutiny by the British Trent Accreditation Board every two years. As a result, the hospital was awarded “Full Accreditation” for a period of two years in 2008 for the fifth time in a row. We also received commendations for the high standard of patient care and our commitment to delivering excellent health service. In 2010, the hospital was awarded the “EQuIP Accreditation” certificate by the ACHS. We were honoured to be the first hospital in Hong Kong to receive this international recognition, which is a major milestone of our continued pursuit of safe and high-quality healthcare services.

Tell us about the in-house specialist services initiative you are currently setting up. What are the goals for staff and patients alike? Where has the funding come from?
Part of the evolutionary process of HKSH in the past decade has been the development of clinical departments. Now with a team of over 100 in-house specialists encompassing all major medical services, HKSH has evolved from a facility provider to a fully fledged comprehensive hospital attending to all healthcare needs of the community from primary to tertiary care.

With the clinical departments in place, HKSH can expand its spectrum of expertise, extend service coverage and undertake clinical audits for quality assurance. Fee-transparency and price packages become more feasible as there is an array of specialists to deal with establishing guidelines for all doctors. Training and professional development are now organised in a systematic manner with the in-house specialists forming a league of trainers for other healthcare professionals in the HKSH community.

HKSH’s operation is fully supported on its own, without government funding or financial support from any external body. The major stakeholder of HKSH – in possession of over 90 percent of shares – is the Li Shu Fan Medical Foundation, a not-for-profit organisation. All the revenue generated from the hospital’s services is poured back to the development of the hospital. The Foundation is also devoted to charities and development of local medical education by supporting research projects, providing scholarships as well as grants.

In 2011, the hospital installed Asia’s first TomoHD treatment system, and now with three systems in operation, HKSH is the largest TomoHD Centre in the world. What kind of treatment do you provide at your oncology centre? What research is currently ongoing?
HKSH is one of the world’s largest cancer treatment centres equipped with three TomoHD systems and a full range of treatment options, with the ability to provide quality treatment for more patients.

In 2005, HKSH pioneered the first-in-Asia TomoTherapy treatment system, which combines image-guided radiation therapy and intensity-modulated radiation therapy. Dr. Walton Li, medical superintendent of HKSH stated that: “HKSH is always committed to putting patients first, » endeavouring to introduce the latest medical technology to the city with the aim to improve the survival rate and the quality of life (QOL) of our patients.”

HKSH’s Comprehensive Oncology Centre (COC) offers holistic management for cancer patients. Patients at COC will  be seen by a team of specialists in surgery, medical oncology, radiation oncology and haematology. A particular initiative was HKSH’s weekly tumour board meetings, which gathered dozens of specialists to evaluate the treatment plans and discuss the best possible options for individual patients.

HKSH attaches great importance to research projects that are seen to drive medical advances and improvement in treatment outcomes, which will eventually benefit our patients. HKSH has been very active in supporting research and presenting findings at international conferences.

Cancer genetics is also a significant research area at HKSH. In collaboration with Stanford University and the University of Hong Kong, HKSH participated in the first high-risk breast cancer screening project in Hong Kong in 2007, offering familial breast cancer screening services at the Cancer Genetics Centre. HKSH has actively participated in molecular pathological studies with the publication of around 20 academic papers so far.

The Molecular Pathology Laboratory of HKSH is on a par with a university research laboratory in terms of scale. The Next Generation Sequencing (NGS) introduced in November 2011 marked a major step towards the ultimate goal of ‘Personal Medical Genomic Profiling Services’, extending our genomic capacity to the provision of tailored treatments, precise diagnosis and accurate disease risk stratification to our patients.

HKSH completed its fourth “Walk for Vision” in March. What are some of the other ways to show its care within the community?
HKSH has been an active supporter of a wide-range of charity activities. Recently, the hospital has been encouraging its staff members to take part in voluntary services after work. “Village Volunteers” was established in April 2009 with an aim to support and serve disadvantaged citizens in the community.

“HKSH is committed to the betterment of social wellbeing. That is why we focus on supporting medicine-related charities and non-profit organisations. We hope that we can give our very best to the public in our professional capacity,” says Dr. Joseph Chan, deputy medical superintendent of HKSH and Chairman of ‘Village Volunteers’ programme.

‘Village Volunteers’ has taken part in various community activities, such as visiting homes of the elderly and institutions for the mentally handicapped and the physically disabled, and other fund-raising activities such as the annual walkathon, “Walk for Vision”.

Subsequently, HKSH was awarded the ‘Caring Company Logo’ in March 2011 for the first time.

A social prestige in itself, the ‘Caring Company Logo’ serves as recognition for the hospital’s contribution to community services. Advocated by the Hong Kong Council of Social Service, the ‘Caring Company Scheme’ is committed to building a cohesive society by promoting strategic partnerships among businesses and social service partners, while inspiring corporate social responsibility through caring of the community, employees and the environment. Just like its resolute commitment to quality medical services, HKSH’s enthusiasm for community wellbeing will always light the way for the hospital in future.

What are some of the opportunities HKSH offers with its teaching programmes?
For nursing education, HKSH offers thorough training from enrolled nurses and registered nurses to post-graduate levels. HKSH has had its own School of Nursing since 1927, having trained over 2,000 nurses at its own expenses through the years. From 2005-2011, HKSH collaborated with the Open University of Hong Kong to organise a Bachelor in Nursing programme, and since 2008, HKSH collaborated with The Hong Kong Polytechnic University to offer a Master of Nursing programme for non-nursing degree holders.

Together with the enrolled nurse training programmes offered by the School of Nursing, HKSH helps provide around 100 new nurses every year, not only for the hospital itself but also for other healthcare institutions in Hong Kong. For continuous nursing education at the hospital, HKSH offers scholarships to enrolled nurses to study conversion courses to become registered nurses. In 2011, HKSH also pledged a multi-million, five-year professional training scheme by University of California, Los Angeles School of Nursing, for its senior nursing staff.

For its medical education, since 1998 HKSH has been in collaboration with the University of Hong Kong (HKU) with a “Medical Student Teaching Programme”, in which all medical students are required to spend one week in HKSH as part of their curriculum, and since 2010 an additional week is also required as part of the Orthopaedics training programme.
HKSH also offers “Postgraduate Training for Doctors” in family medicine, surgery, ophthalmology and orthopaedics. HKSH is the only private hospital with an accredited family medicine training centre to offer a six-year speciality training programme since 2001, where 10 fellows were trained. For the speciality training programmes in surgery, ophthalmology and orthopaedics, each doctor spends three months in HKSH as part of their higher training with sponsorships paid for by HKSH.

HKSH has made generous donations in support of medical education. In 2007, 2010, 2011 and 2012, HKSH donated HK$4om to establish four Endowed Professorships to the University of Hong Kong. Since 2010, an annual donation of HK$15m to HKU’s Faculty of Medicine has been made in support of training of doctors and research. A UCLA Fellowship is also installed to sponsor HKU doctors for training at the UCLA.

Looking towards your centenary, what are the particular achievements the hospital has achieved over the years, and how will you be celebrating the landmark?
From a humble nursing home with 28 beds, today the hospital has over 400 beds and numerous speciality centres, committed to meeting and exceeding patients’ and doctors’ expectations. As embodied in its motto “Quality in Service, Excellence in Care”, it has always been, and will continue to be, the hospital’s mission to strive for the best medical treatment and hospital care for our patients with state-of-the-art equipment, a pleasant environment, whole-person care and most importantly, highly trained staff.

To celebrate its 90th anniversary, HKSH has kicked off a yearlong celebration campaign for its 2,000 members of staff, patients and families, partner organisations, media and the public about the hospital’s vision for the region. Specific events include:
– A fundraising ‘Walk for Vision’ in March to showcase our corporate social responsibility
Dr. Li Shu Fan Oration in May to raise public awareness about quality healthcare and the long-time contribution of HKSH to the community
– Li Shu Pui Symposium in June to provide a platform for academic exchange among healthcare professionals to continue HKSH’s contribution in the advancement in community health and future medical advances
– Finally, a grand celebration in September will be a finale of the anniversary year as well as a starting point of the exciting centenary period.

What measures are you looking to put in place for the hospital to become the medical centre of excellence in Hong Kong? Are there any future projects in the pipeline?
HKSH will continue to uphold its motto “Quality in Service, Excellence in Care” which embodies our core belief in the provision of healthcare services. The hospital plans to realise this motto with the concepts of 3Ts: ‘Teaching’, ‘Teamwork’ and ‘Trust’. HKSH aspires to become a centre of excellence in services, training and research towards the centenary.

Major initiatives in the next couple of years include the redevelopment and expansion of the hospital’s service capacity. Private hospitals can make a bigger contribution if they have sufficient hospital beds available. As a result, we are planning to move from multi-bed wards to single-bed rooms to optimise patient safety, infection control and environmental conditions for promoting recovery. Another key project would be the introduction of Proton Therapy, the latest technology in the fight against cancer. “We have spent several years studying the introduction of the proton therapy system. HKSH will be the first to launch Proton Therapy System into Hong Kong to further augment our armamentarium for cancer treatment”, said Mr Wyman Li, HKSH’s administration manager.

The hospital’s long-term vision is to be an internationally recognised healthcare provider offering the most advanced medical technology; highly skilled and knowledgeable professionals and a patient-focused culture. To ensure this, HKSH will continue to attract, retain and develop the best people by providing professional education, training and research in the healthcare service sector.

Optical lens expert explores microscopy

Posted on by Ben Debski

Major advances and progress in medicine and life sciences have always been spurred on by the latest developments in technology and the dedicated work of scientists. Like no other invention, the microscope has helped unveil the secrets of nature. With them, whole new worlds have become available, leading to numerous discoveries, without which we would be left with a limited understanding of everything around us.

The first scientific discovery based on microscopy dealt with the circulatory system and subsequently changed our view of the human body. Scientists have gone on to discover and explore life’s own building blocks, and recognised different types of bacteria and endeavoured against the spread of diseases such as cancer.

Once merely an ornament in the homes of the rich, the development of the conventional microscope at the end of the sixteenth century would lead to a great step forward for science, particularly in biology, and also in the development of materials and their usage; cast-iron and steel, minerals and polymers to name but a few. Largely considered to be the oldest existing optics manufacturer in the world, with lenses thought to be at the forefront of technological excellence; optical and precision mechanics specialist Carl Zeiss founded his optical workshop in the city of Jena in Germany in 1846. Carl Zeiss initially produced simple microscopes intended for dissecting work, and later, compound microscopes.

Before then, building a microscope was usually seen as a trial-and-error process, however his workshop was later to be considered an important hotbed for breakthrough concepts in optics and the collaboration between science and handcrafted technology.

Laying the foundations  
In 1866, Zeiss met a young physicist called Ernst Abbe, and it was this partnership that led to the research of the theoretical principles of optical imaging in 1871, and the discovery of the Abbe-sine condition, which ultimately helped improve how well modern lenses could be made. A type of glass effective enough to fully test the theory didn’t exist at the time but a third collaboration with 30 year-old glass chemist Otto Schott produced a new type of glass, which could fully use the Abbe sine condition. This breakthrough – together with subsequent innovations of glass – enabled an entirely new class of microscope, the apochromatic lens, and enabled the large-scale production of high-powered specialist microscopes that allowed reliable, crisp imagery.

Helium ion microscopy allows researchers to drill holes in special substrates with extraordinarily small diameters for fast DNA sequencing

Today, Carl Zeiss Microscopy GmbH offers a uniquely broad portfolio: Innovative optic lenses and lighttrains in microscopes, high-performance confocal systems, and leading-edge fluorescence imaging instruments tailored to capture almost every photon emitted by a probe. Over seven different technologies exist which can optically slice living samples, even over long time periods. The resulting 3D images and movies enable reserachers to understand the basic dynamic principles of the metabolism of cells and a whole organism.The same holds true for the development of electron microscopy, right from the early steps in the late 1930s and after WWII, when the company started the development of Transmission Electron Microscopes (TEM) and later Scanning Electron Microscopes (SEM). There have been numerous research programmes into the treatments of tuberculosis, genome decoding, and the root cause analysis of cervical cancer, overseen by well-respected scientists, among whom a dozen are Nobel laureates who achieved their accolades with research done using the company’s microscopes.

At the heart of science
Last year, the optics powerhouse joined its light microscopy and electron microscopy units to form a single 2,500-strong business group. The combined division, Carl Zeiss Microscopy, is set to embark upon a new chapter in the history of microscopy – and aims to drive an industry trend which is seeing customers in both the research and industry fields regularly using both optical and electron microscopy systems, thus positioning the company as the only supplier of correlative microscopy systems.

Innovation at Carl Zeiss Microscopy was and is always driven alongside customers. Focusing to further develop strong partnerships with key researchers and scientists, Carl Zeiss Microscopy today employs a number of embedded scientists at high-profile facilities. These teams are currently working on projects of huge scientific significance, including several groups undertaking brain mapping, with the aim to build a connectome of the brain. Newly developed ZEISS scanning electron microscopes with built-in sample slicing capabilities are a main driver behind these research activities. With the extensive raft of knowledge acquired out of this cooperation, a highly-skilled service and support team can support Carl Zeiss customers to get their research jobs done efficiently. A global network of demonstration facilities and the ZEISS` Microscopy Lab in Munich supports the selection process of the best-suited technology by offering proof of concept support and the ability to collect images and data for grant applications.

Latest developments
In 2011, Carl Zeiss Microscopy won a coveted “Life Science Industry Award” which recognises best-in-class science suppliers. The company also won the 2011 “Best cell Biology Instruments (microscope-based) Award”, beating six other nominees in the category, and truly cementing its status as a cutting-edge research and production facility. Over the years the prestigious “R&D 100” award as well as the “Red Dot Design” award was awarded to microscopes and microscope systems from Carl Zeiss several times.
But there are already efforts under way to further advance microscopy. There are still vast areas in science, where knowledge is still limited and major efforts are needed to develop cures and new technological solutions. Most degenerative diseases such as Alzheimers cannot be treated; in material sciences the storage of electricity in batteries is still not sufficient performant to enable electro mobility.

To better understand processes on a subcellular level in cancer research, super-resolution micrsocopy is a major step forward. With over 50 research facilities now using the ZEISS ELYRA system, specific markers of the illness can now be better localised and observed in living cells. Bridging this functional perspective with structural results of electron microscopes opens a totally new world. For the first time the overlay created by the shuttle and find tool enables reconstruction of the neuronal network in the brain.

In geosciences, scientists are analysing shale-rock permeability by using high-end focused ion beams and scanning electron microscopes made by the company. The aim is to find natural gas and oil reservoirs and to decide whether it’s possible to extract oil and/or gas in a cost-effective, economical manner.

The latest projects underway include the unique ORION heliumion microscope – a technology that enables ground-breaking research in imaging, nanomodification and nanoengineering applications. For example, helium ion microscopy allows researchers to drill holes in special substrates with extraordinarily small diameters for fast DNA sequencing. This will in the future dramatically cut down the costs for individual sequencing, enabling personalised cures aiming at specific tumors or other diseases. With an unrivalled number of results and insights into the properties and characteristics of their research, it seems Carl Zeiss Microscopy will remain a global leader in driving science for years to come.

A focus on the scientific camera market

Posted on by Ben Debski

What is PCO’s place in the high-performance and scientific camera market?
PCO is one of the leading manufacturers of high-performance camera systems. For 25 years the company has been making and developing cameras for scientific imaging, metrology and quality-control. We are usually competing with different companies, who range from low-light, low-noise, sensitive applications up to high-speed and high-dynamic imaging. With our proven knowledge and familiar contact with worldwide researchers, we are able to offer the most advanced technology to our customers. We also aim to combine this with an excellent service, ensuring that every customer goes home satisfied.

How does the development and manufacture of high-performance scientific cameras differ from mass digital camera production?
Since the requirements for each product’s performance are very different, it takes far more effort to offer high-linearity, excellent image quality, and the low-noise performance that our customers expect and need. For the correction and calibration of our cameras it takes extremely sophisticated algorithms in the cameras and test set-ups for the quality control of the camera’s system. In mass production, the manufacturing price is the most important optimisation topic. For us it is the image quality, and this sometimes this is not particularly easy to achieve.

CMOS technology is changing the digital photography industry. What is PCO’s involvement in the process?
A couple of years ago I was convinced that it takes a good CCD image sensor to create a good scientific camera, except maybe for high-speed applications (leading to high-frame rates) which are not usually possible with the serial readout architecture of CCD image sensors. Since the introduction of scientific CMOS, which we helped to co-develop, this has changed very much, because it offers performance data that we can reach with CCD image sensors. Firstly we took part in the CMOS image sensor application, and nowadays we contribute in trying to reach new levels of performance with CMOS technology. However, the company doesn’t do CMOS image sensor design itself, but only collaborates with some outstanding companies in this field.

Many digital imaging companies are struggling to stay afloat, and some are even facing bankruptcy. How has PCO fared in this crisis?
We have also seen many firms struggle in the high-speed camera business. I guess our advantage lies in the diversity of our niche market areas. If one area is weak, we can improve and profit from the others. We saw some sales drop during the recent economical crisis, sometimes with a delay, as research money tends to decrease over a period of around two years. However, the drop was never more than 10 percent and since last year it is steadily growing again. We believe that this growth is a more sustained and lasting development. Whatever the economic climate, with our technological expertise and new ideas, we are always able to offer products of high quality.

What are PCO’s plans for the future?
The company is always looking into new technologies, while trying to improve the performance of our existing  camera systems. We always strive to satisfy all our customers, from those who want to use the camera as a measuring device, to the customer who is looking for the best possible image quality to capture stunning images. To achieve this we are always pushing the latest and most advanced technology in electronics to its limits.

“Every person benefits from professional coaching”

Posted on by Ben Debski

The 2012 ICF Global Coaching Study concluded that professional coaching appears to be growing, generating close to $2bn in revenue annually worldwide. Why are businesses turning to coaching so enthusiastically?
The business sector is tougher than ever, and therefore the demand for higher productivity and effectiveness from every individual leader and the teams they lead is critical to sustain success. Professional coaching explicitly targets maximising potential and doing so unlocks latent sources of productivity and effectiveness. At the heart of coaching is a creative and thought-provoking process that supports individuals to confidently pursue new ideas and alternative solutions with greater resilience in the face of growing complexity and uncertainty. Positive results generate enthusiasm and professional coaching inside organisations is helping to maximise potential and unleash creativity.

The ICF strives to promote professional coaching as a leadership strategy. How do businesses stand to gain from coaching?
Humans are generally creatures of habit. Coaches will help to unlock clients’ inner potential and inspire them to learn new ways of thinking. A skilful management team is a crucial component to a company’s success. Studies suggest that among the four drivers in employment, staff rank their relationship with their bosses as the most important factor.

This indicates how important it is that company leaders act as role models. Most managers that move to senior positions do so because they possess high emotional intelligence (EQ) and can relate effectively with their employees and inspire them in a way that enhances their productivity and creativity. Coaching can help to develop business leaders’ levels of EQ and subsequently improve their relationship with their staff.

Is coaching effective on all levels of a business, or is it primarily a tool for senior leaders?
Professional coaching primarily focuses on maximising potential and thereby builds a dynamic capacity to originate, to produce, and to learn from results. Every person benefits from coaching and there are specific practices for creating coaching programmes and a coaching culture that addresses each level of an organisation so that consistency and congruence are achieved.

Coaching isn’t just for senior leaders. Coaches can help to unlock clients’ inner potential.  Investing in a professional coach will signal a commitment to support individuals in an organisation in order to help them continue driving positive results and take the measured risks to implement new creative solutions.

Some of the case studies presented by the ICF point to a monumental return of investment from coaching, not just in increased revenue but in productivity and quality of work. How does coaching achieve that?
In the face of uncertainty caused by workforce reductions and other factors, expectations of a workforce which remains in a suffering company are very high. Leaders expect the workforce to adapt and be creative, tapping into unused potential both as individuals and as teams throughout the company. Restoring self-confidence and trust to face any upcoming challenge is critical to meet organisational demands. Professional coaches focus on all of these needs through thought-provoking exchanges, which heighten personal and professional potential.

There has been a call for coaching to be regulated by professional bodies such as the ICF. How would that affect the industry and clients?
The ICF Global Coaching Study 2012 indicates that among those who believe coaching should be regulated; nearly 78 percent feel that professional coaching bodies are best suited to facilitate the profession’s governance. To that end, the ICF stands strongly for professionalism and self-governance within coaching. The standards and structures built by the ICF over the past decade – which support the emergence of coaching as a valued profession – also provide a solid-foundation for the self-governance of the profession. In addition, rigorous adherence from professionals to these standards and practices provides the necessary assurance that consumers of coaching are protected from any harm. The ICF works very closely with allied association colleagues and governmental entities around the world to ensure that the self-regulation of coaching is meeting the demands of professional coaching practitioners and clients alike.

Anecdotal evidence suggests that coaching is an effective tool for a variety of different industries. How does a coach prepare a strategy for a client? What are a coach’s goals?
Every coaching engagement is customised by definition because the relationship is a co-created partnership. The individual client and the sponsoring organisational leader are involved in the creation of coaching goals, documenting measurable outcomes and declaring observable evidence for new behaviours that match the job and role competencies required for the business to succeed.

Some of the more common examples include; executive assimilation, high-potential leaders being prepared for an expanded range of control or greater strategic authority, strengthening executive presence, improving team consistency for delivering on-time, on-budget solutions by addressing interpersonal communications and preparing for organisational change. Organisations define their key goals. The specific client, working in partnership with the coach, identifies the mindset and skillset targeted for development and growth that will facilitate that individual or team in achieving the relevant goals.

Accountability for achieving the goals rests in the hands of the client. And as clients become more aware of the personal impact the coaching is having, they may choose other ways of relating that engage colleagues and team members.

What are the key characteristics that make for a good coach? What should businesses look for in a coach? What should clients avoid?
Effective professional coaching occurs when the practitioner is well trained and experienced while allowing a respectful relationship between themselves and their client. Interview different coaches to determine the length of training and whether the school that provided the training is recognised by a professional coaching organisation. Furthermore, ask if the coach has been awarded a credential by that organisation.

An ICF-certified coach would have received 60 to 200 hours of training, (the number of hours depending on the credential level) and within that successfully demonstrated knowledge of ethical practices and peer-reviewed applications of the coach competence with clients. Additionally, 40 hours of continuing coach education are required every three years in order to retain an ICF Credential. There are three levels of ICF Credentials: Associate Certified Coach (ACC), Professional Certified Coach (PCC) and Master Certified Coach (MCC).

The process of selecting a coach operating within the ICF can seem overwhelming. To aid the procedure, all ICF-credentialled coaches are searchable through an online directory, the ICF Coach Referral Service (CRS) – a free public resource that allows clients to tailor their search for a qualified coach based on specific criteria. When in the process of selecting a coach, clients will usually interview three different coaches to find a match.

Ultimately, the candidate has to find confidence in a coach, while also the chemistry between all parties has to be right. The personality between client and coach doesn’t have to match – sometimes opposite personality types will bring the best results.

E-health modernises medical services

Posted on by Ben Debski

In recent years, new forms of healthcare have crept up on the agenda of many south-eastern European countries, within both private and public sectors. While key signifiers of health such as life expectancy and rates of infant mortality in the region have steadily improved, there is further progress still to be made.

The recent political stability of the late 1990s has brought about new investment in healthcare technology, and a flourishing digital economy has granted access to new networks and knowledge. The south-eastern European e-Health Network (SEEeHN), established in 2001, has demonstrated a significant commitment to this new field.

Consequently, as healthcare and medical industries have evolved, the south-eastern region of Europe has witnessed a growing demand for IT systems in these fields. Businesses ranging from hospitals and medical laboratories, to the pharmaceutical industry have all witnessed the improvements e-health networks can bring about, namely efficiency and integration of services.

E-health technology is a hugely important facet of the restructuring and modernisation of twenty-first-century healthcare

In this dynamic and expanding field, eHealthCy based in Nicosia, Cyprus, is pioneering in its innovation and development. The aim of eHealthCy is to streamline national healthcare services through improved IT services. These services include among others; healthcare information systems (HIS,CIS,LIS) health-data analysis, health-data mapping, and management of healthcare organisations. The success stemming from the provision of these services is apparent from the company’s continued success. Founded in 2008, it is already expanding far beyond the reach of its Cypriot roots. Furthermore, the work undertaken by eHealthCy is crucial to the evolution of an effective healthcare infrastructure in the region and further afield. In an area with a growing and more mobile population, adequate healthcare services are of vital importance in order to keep pace with developments in western Europe.

People first
The motivation behind eHealthCy’s work is clear: prioritising and addressing the healthcare needs of citizens. This mentality of ‘people first’ underlies all of the company’s work, aiming to safeguard the wellbeing of the individuals for whom they care for. In order to achieve this, their vision is to develop a transnational network of electronic healthcare services allowing the free transfer of data to all parties involved. This means that, with relevant permission, data will be shared easily by affiliated care units, leading to a more efficient care network.

The health network pioneered by eHealthCy is extensive, with care units including private clinics, diagnostic laboratories, public services, and nonprofit audit bodies such as the Ministry of Health and Welfare, Centre for Disease Control and the National Organisation for Medicines. The benefits of this style of e-health strategy are many, as not only does the integration of data services improve the quality of care, it simultaneously reduces the cost of healthcare services. Subsequently, this technology benefits both service-users, and governmental organisations which have sub-contracted companies such as eHealthCy.

The strategic model the firm has created is intertwined with healthcare innovation in the region, in Europe and globally. The implementation of new IT can be seen across the board throughout the continent and its benefits are evident. E-health technology is a hugely important facet of the restructuring and modernisation of twenty-first-century healthcare. As a result, a growing number of governments and institutions are planning to adopt these new strategies in the near future.

New horizons
At the core of the e-health project is the principle that today’s healthcare services no longer operate in isolation but are most effective when united. The medical industry thus becomes a completely national – or even transnational – network. This idea is exemplified by eHealthCy’s ‘Integrated Hospital Information System’ a programme that brings together a range of services (medical and imaging laboratories, blood and transplant resources, nursing and outpatient services and administration) in order to improve the quality of care and the efficiency of their services. With its proven efficacy, eHealthCy is expanding its work further afield in Europe, developing new care-providing and managerial networks. The firm is aiming to create a broader network in which all organisations involved in healthcare can participate in the e-health project, with a view to extend across the entire south-east region of Europe. This project will require the involvement of governments, citizens, healthcare NGOs and educational institutions. It is without a doubt ambitious; however, the company’s founders are confident that they have the ability to bring this about through the strategic recruitment of likeminded individuals.

A voice for patients
eHealthCy identifies with humanitarian causes and regularly engages with NGOs to provide consulting and software services on a pro bono basis. The company is committed to working with NGOs such as the Association of Congenital Heart Patients Adolescents and Adults of Cyprus (ACHDAC) and the Central Information System of Congenital Heart Patients of Cyprus. These initiatives demonstrate how e-health technology can benefit all areas of the healthcare community, whether it is profit or non-profit motivated. Not only does eHealthCy provide services free-of-charge, but any profit made from charity-linked work for the government is invested directly back into the NGOs. This involvement within charities has vastly improved the standard of both patient care and medical research, especially within the field of cardiology.

The big picture
In an area of the world which has previously had limited access to healthcare resources, south-east Europe is rapidly emerging in the e-health industry. With a proven ability to streamline the data services needed to deliver excellent standards of medicine, interest in this area is growing. Innovators such as eHealthCy provide a unique and empowering link, directly connecting patients to local care resources, medical institutions and healthcare policy makers.

However, eHealthCy are not working alone. Instead they have developed a further, secondary network which consists of a range of strategic partners. These include: The Hellenic Technical Enterprise, Logos Net Services, Healthcare International Consulting and Oracle. This secondary network is a much larger structure, which incorporates many important services other than those provided by eHealthCy. The aim is to expand this network of health informatics further still, extending to new regions in order to create a transnational and an international e-health network. This network will enable accurate, timely and efficient sharing of data, something that would benefit patients and healthcare professionals alike.

Specialised surgery draws tourists

Posted on by Ben Debski

For decades, people have come to the US for access to certain medical specialties that are unavailable elsewhere. Many have come to avoid long waiting lists in nations which have government-run healthcare or socialised medicine.

More people are discovering that their journeys towards better healthcare and a more fulfilling life begin at Blossom Bariatrics in Las Vegas, Nevada. People travel from all over the US, Canada and overseas to see Dr Thomas Umbach – with good reason. Dr. Umbach is passionately devoted to helping them regain a higher quality of life through overcoming obesity and keeping their weight off long-term.

Internationally renowned
Dr Umbach is a nationally recognised, board-certified and fellowship-trained bariatric surgeon. He’s been recognised as one of the nation’s top bariatric surgeons by Newsweek. Dr Umbach’s other notable achievements include being named “America’s Top Surgeon” in 2008, 2009 and 2010, and several Who’s Who listings.

“Bariatrics has always been my passion,” says Dr Umbach. “My practice is 100 percent devoted to helping obese clients achieve healthier lifestyles. It brings me great pleasure to see my clients shed their excess weight and enjoy the simple pleasures of life again – playing with their children or grandchildren, riding a rollercoaster for the first time or dating again.”

Unlike many bariatric surgeons who focus on one or two procedures, Umbach offers his experience and expertise in gastric banding, Roux-en-Y gastric bypass, gastric sleeve resection and revisional surgery. Some Canadian clients, for example, choose Dr. Umbach for gastric sleeve procedures that they cannot find in Canada.

Worldwide reach
Many of Dr Umbach’s out-of-state and foreign clients combine their surgical procedures with a fun-filled vacation in Las Vegas. Thanks to the advanced technology and surgical techniques used by Dr Umbach, most procedures do not require lengthy recovery periods. As a result, his bariatric surgery clients – especially those who travel from other states or countries – often celebrate the blossoming of their new lives by enjoying the exciting thrills of Las Vegas after surgery.

“Many overseas clients suffer from obesity-related health conditions such as diabetes, hypertension, high cholesterol and heart disease,” says Dr Umbach. “Many arrive with digestive disorders, sleep disorders, respiratory problems and reproductive health issues and many are on medication for their conditions. My goal is to help them regain their health and their self-esteem so they can enjoy life.”

Part of enjoying life is soaking up the thrills and excitement of Las Vegas, one of the most popular tourist destinations in the world. Clients from other states or countries can enjoy many diversions that can help them take their minds off their surgery. Clients can experience some of the finest entertainment in the world before or after surgery. Lavish performances by the Cirque du Soleil, Celine Dion, Tony Bennett and other world-class entertainers are all part of the Las Vegas experience. Since most of Dr Umbach’s procedures require short recovery times, it’s typical for clients to have their procedure then celebrate with a well-earned holiday.

Calling card
In addition to his experience, skill and surgical expertise, Dr Umbach offers his clients something they cannot get anywhere else – his personal mobile phone number and an offer to call him anytime, day or night.

“I want my clients to be able to reach me 24/7 with any questions or concerns they have before surgery and for as long after surgery as they feel they need me,” says Dr Umbach. “Most of them are amazed when I hand them my cell phone number, and even more amazed when I answer their calls and treat them as friends.”

Umbach offers every client comprehensive pre-and post-surgical programmes. His pre-surgical programme is aimed at maximising client safety and increasing their chances for excellent surgical results. His post-surgical programmes include nutrition (Blossom Bites) and fitness (Blossom Bodies) counselling, support groups (Blossom Buddies) to help them adjust to life after bariatric surgery and psychological and emotional counselling (Blossom Beauty) to help empower them towards a better quality of life.

According to one medical tourism client, James Delao, “Dr Umbach’s pre-surgery programme is one of the best I have ever seen or heard about. He has an excellent group of staff who helped me get through all the required paperwork with little effort. I trusted him with my life and he came through with flying colours.”

“My surgery went very well and I felt no pain during or after, says Delao. “I had my surgery on Wednesday and went back to work on Friday. He also has an excellent after-care programme that helps you achieve your goals. I highly recommend Dr Umbach if you are looking to have a bariatric procedure in the Las Vegas area.”

Comfort and convenience
Visiting clients can relax and enjoy the warm, friendly atmosphere at Blossom Bariatrics. Dr Umbach and his entire care team take as much time as clients need to feel comfortable. He answers all their questions and makes himself available and accessible. His staff even help clients with travel and hotel reservations.

Dr Umbach operates out of a state-of-the-art, fully equipped, JACO-certified surgery centre. He uses special protocols to achieve exceptional pain control for his clients, which increases comfort and helps them enjoy their Las Vegas experience even more. For added client convenience, Blossom Bariatrics also accepts Visa and MasterCard, offers flexible financing options and cash discounts.

For more information 600 Whitney Ranch Drive, Suite E26, Henderson, NV 89014, US
Phone: 702-463-3300, www.BlossomBariatrics.com

Chilean pharma pushes emerging markets

Posted on by Ben Debski

Ninety years ago, Nicolás Weinstein Rudoy, a pharmaceutical chemist who descended from Ukrainian immigrants, founded a drugstore in Santiago, Chile. Today that drugstore has evolved into a leading pharmaceutical company in Latin America, with operations in 15 countries in the region, as well as in Vietnam, Canada and the UK, with ambitious plans for expansion into other emerging markets.

In May 2011, CFR Pharmaceuticals’ initial public offering was the year’s most successful operation in Chilean capital markets, with an oversubscription rate of more than nine times, and saw a great deal of interest from foreign investors. The company raised $370m, and its share price grew 43.6 percent by the end of the year. But what is behind CFR’s success, and what drives the interest that investors have shown in the company’s future?

A unique position
CFR Pharmaceuticals is the only publicly traded, pure-play pharmaceutical company in Latin America. The company’s solid presence in the region, coupled with its effective combination of organic and inorganic growth, makes it an attractive and unique investment opportunity. Historically, the pharmaceutical industry has not been particularly sensitive to economic cycles, even boasting sustained growth during the financial crisis of 2008 and 2009. Moreover, CFR’s focus is on a region which offers above-average growth, even for this industry – with an eye to expanding into other emerging markets with high growth potential.

“Today, emerging markets are the hot topic, because that’s where the growth is, and these markets are especially attractive now that they seem to have greater political stability. At CFR we have been targeting emerging markets for the last 20 years, ever since we first started our international expansion throughout Latin America,” states Alejandro Weinstein Manieu, the company’s chief executive officer, who also happens to be the grandson of its founder.

Looking forward, most of the growth within the pharmaceutical industry will come from emerging markets, due to a combination of factors associated with economic development, such as improvements to medical standards and an expanding middle class with better access to healthcare. At the same time, longer life expectancies will result in more people developing serious diseases such as cancer, and increased affluence and urbanism may lead to a higher incidence of problems such as heart disease, which are traditionally associated with rich countries.

CFR’s business model is well suited for emerging markets, with its emphasis on innovation, flexibility and execution. The company’s highly trained sales force – over 1,600 medical reps who log more than three million doctor visits per year and distribute around 100m  medical samples – is another key part of its strategy in these markets, where healthcare regulation is still evolving; greater emphasis is placed on trust and quality, and doctors now rely more on brand reputation.

Another fundamental part of the company’s strategy lies in being the first to launch new products – getting drugs onto the market even before larger multinational pharmaceutical companies. This is something that CFR has achieved in nearly 30 percent of its product launches over the past three years, and it constitutes a considerable competitive advantage, differentiating the company from its peers by being the first to offer innovative treatments to doctors and patients. In 2011, CFR launched more than 220 products, nearly 50 percent more than in 2010, including new treatments in markets where they were not previously available, as well as extensions of product lines that had already been launched.

Furthermore, the company has 200 new products in its development pipeline, as well as more than 700 pending product registration requests that, once approved, will become part of CFR’s product portfolio.

CFR also possesses diverse manufacturing capabilities strategically positioned throughout Latin America, allowing the company to tailor production to different markets. With GMP-approved manufacturing facilities located in Chile, Peru, Colombia and Argentina, the company can distribute its products all over the region, and even to such countries as Vietnam and Thailand. Years of experience have allowed the company to develop an understanding of the markets in which it operates, and this insight is another competitive advantage for CFR. By recognising the similarities and trends across countries, the company is able to identify fresh growth opportunities and replicate its past successes in new markets.

Reinforcing growth
In the 1990s the company began to expand its operations beyond Chile and into the rest of Latin America, gradually growing in each of these markets, either through greenfield operations or joint ventures. CFR is now looking to accelerate its growth through acquisitions, and this will be the primary investment focus for the proceeds from the recent IPO. In fact, since the IPO the company has announced three new transactions, in Vietnam, Canada and India.

“Just to give an example, Vietnam is a market whose regulatory framework is very similar to that of Latin America, and where the pharmaceutical industry exhibits double-digit growth. It is an ideal jumping-off point for the rest of southeast Asia: subsequently we can export our products there from Latin America, and at an excellent price,” notes Weinstein.

CFR’s markets are highly fragmented, with multiple small players, but the company is well positioned in these markets and should be able to lead consolidation within the sector. The main challenge will be to integrate its new acquisitions. Although CFR’s recent experience in this area has been very positive – its operations in Colombia, Vietnam and Argentina are now fully owned – expanding further into additional markets poses an even greater challenge. If the company succeeds in this new phase, it will have made the leap from being a leader in the Latin American pharmaceutical industry to being a leader in global emerging markets.

Slicker cities turn to smart grids

Posted on by Ben Debski

Imagine a city truly committed to environmental protection, capable of reaching a target of zero emissions by 2030. Imagine a city that uses innovative technologies to enable energy efficiency, public safety, and smart urban services. Imagine a city that uses a scalable wireless network to control street lights, but can also monitor and control parking spaces and meter pricing, manage electric vehicle charging stations, pumps and seasonal lighting. That city is San Francisco, the latest addition to a new wave of smart cities.

In order to implement such projects, San Francisco chose to cooperate with Paradox Engineering, a highly dynamic company, building its success on a spirit of exploring markets and pioneering technologies enabling customers to unlock the value of their data. Established in 2005 and headquartered in Switzerland, the company is now starting a pilot project to help San Francisco manage its lighting infrastructure, and further advanced services in the future.

Cities can become ‘smart’ when they rely on the use and interpretation of information for any decision about energy and public resources management and service delivery. There is a variety of things (energy distribution networks, public transport, car parks, lighting infrastructures) which can be sources of useful information, with more to come via the transformation of any object into a talking entity through the advancement of the internet.

Municipalities, though, often do not have the possibility to take advantage of these pieces of information due to their infrastructure.

Reliable infrastructures for data collection and the relevant correlation processes are fundamental to turn any system into smart architecture. Furthermore, the foundation of any ‘smart city’ is the integration of existing distribution, communication and service networks with an advanced communication platform. Paradox Engineering offers a unique set of solutions to collect, transport, store and deliver data from new or existing urban infrastructures, therefore enabling the development of any kind of smart services.

Future-proof solutions
Paradox Engineering’s PE.AMI metering infrastructure package stands as the ideal architecture for a full-mesh IPv6 ultra-low power wireless sensor networks for smart grid and smart city projects. Wherever a object generates data, PE.AMI is the platform to collect it and integrate it into a wider system of devices, which enables a new generation of services. Offering full modularity, it also allows municipalities and utility companies to develop new methods to take advantage of their large investments.

Another Paradox Engineering system is the PE.WSNi. This system is the first IPv6 modular cost-effective wireless mesh sensor network platform for industrial data acquisition. It can be successfully implemented in power generation/distribution and waste-to-energy plants to enable smarter conditioning and remote monitoring processes.

Finally, the PE.VNO system allows municipalities and multi-utilities to cost-effectively integrate satellite communication into their wireless sensor networks and smart city infrastructures, so to ensure reliable communication of data and commands even in congested urban centres where standard wired and wireless technologies may be unfeasible (such as limitations in terms of right-of-way access or line-of-sight). Thanks to Paradox Engineering’s technologies, the goal of a sustainable development model is now fully achievable, offering a higher quality of life for communities, a wiser management of natural resources and greater public participation.

For further information: Paradox Engineering SA; Email: info@pdxeng.ch; Phone: +41 91 233 0100

Drug developer looks to specialist market

Posted on by Ben Debski

ImmuPharma is one of the leading specialist drug development companies in Europe and has been listed in London since 2006, with the company’s shares also trading in Berlin, Germany. The company has five drug candidates in development, two platform technologies and approximately 70 patents.

ImmuPharma was founded and is led by a commercially focused board and management team with extensive experience. Its corporate strategy and business model differentiates it from many of its peers. Founded in 1999 in Basel, Switzerland with R&D operations in Switzerland and France, ImmuPharma is focused on developing pioneering drugs in specialist therapeutic areas with conditions characterised by the following:
– A “blockbuster” potential in niche markets
– High unmet medical need
– The ability to command high pricing
– Low marketing costs
– Relatively low development costs

The company’s low-risk strategy is to capitalise on pioneering research taking place primarily at Europe’s largest fundamental research institution, the Centre National de la Recherche Scientifique (National Centre for Scientific Research or CNRS). The CNRS was founded in 1939 and is a government-funded research organisation, under the administrative authority of France’s Ministry of Research and has over 30,000 employees and an annual budget of over €3bn. The CNRS has received many prestigious awards and has previously produced 17 Nobel laureates and 11 Fields Medal award winners.

ImmuPharma has a significant collaborative research and development agreement with the CNRS, which allows the company access to many scientists and doctors, keeping its costs low by avoiding the constant funding necessary for early stage research.

In the pipeline
ImmuPharma’s most advanced drug candidate is for the treatment for lupus which is a chronic, sometimes fatal disease which attacks multiple parts of the body such as the skin, kidneys, blood cells, heart and lungs. According to some analysts and professional organisations, there are an estimated 1.4m people diagnosed with the disease just in the seven major drug markets (US, Japan, Germany, France, UK, Italy and Spain) alone. The US Lupus Foundation believes that the number is higher, estimating 1.5m people just in the US. The rest of the world represents an additional market potential. There is no recognised cure for the disease.

The drug is called Lupuzor, and has a novel mechanism of action aimed at modulating the body’s immune system so it corrects the abnormality causing lupus without causing adverse side effects. It has the potential to halt the progression of the disease.

Lupuzor was licensed to American specialty pharmaceutical company Cephalon in 2008/2009 in one of the largest pharma deals in Europe. Cephalon paid ImmuPharma $15m before the results of the ImmuPharma’s phase llb study for the exclusive option to enter into the worldwide licence. Following positive results of ImmuPharma’s phase llb study in early 2009, Cephalon exercised its option by paying a further $30m for an exclusive worldwide licence. This was part of a corporate deal worth over $500m in cash with milestone payments, on top of high royalties on product sales. In addition, Cephalon assumed all responsibilities and costs for the development and commercialisation of the drug. In May 2011, Cephalon agreed to a takeover bid by Teva Pharmaceuticals. The acquisition was finalised back in October 2011. Given the fact that Teva has a competing drug candidate for lupus (laquinimod) and the existence of key provisions of the agreement between ImmuPharma and Cephalon, Immupharma requested and was granted the return of the rights for Lupuzor.

ImmuPharma regained the drug at an exciting stage in its development.  The FDA has granted Lupuzor approval to start a third phase with a SPA and Fast Track designation, shortening the approval time by about a year. The company is now in detailed discussions with potential partners to re-licence Lupuzor while also exploring the option to retain the rights until commercialisation.

A potential treatment for cancer
Data on ImmuPharma’s anti-cancer programme, (IPP-204106), have shown to confirm the ability of the compounds to effectively control and stop the growth of a large panel of human cancer cell lines both ‘in vitro’ and ‘in vivo’. Collectively the studies comprised breast cancer, prostate cancer, melanoma, glioblastoma, leukemia, colon cancer and pancreatic cancer cell lines.

In May 2010, ImmuPharma received an investigational new drug (IND) approval from French authorities (Agence Française de Sécurité Sanitaire des Produits de Santé), to start testing IPP-204106 in a phase I/IIa study in cancer patients in three centres in France.

The patients dosed had been suffering from breast cancer, lung cancer or bladder cancer and all with metastasis. No serious drug-related adverse effects have so far been reported and a number of patients have already been rated as having stabilised the disease. In May 2011, the drug was chosen to feature on the front cover of Cancer Research, the prestigious medical journal of the American Association for Cancer Research. ImmuPharma have been awarded grants of over ¤1m from national French research agencies for its work on the drug.

Encouraging developments
ImmuPharma has a third compound aimed at tackling strong pain (IPP-102199). The drug is being designed as a non-addictive replacement for morphine, with potential advantages such as longer duration and fewer side-effects. The compound is based on met-enkephalin, a small peptide that naturally occurs within the body. Regarding the treatment of infections, ImmuPharma’s fourth compound (IPP-203101) is an antibiotic aimed at tackling MRSA and other hospital-acquired infections. Research is using the fact that bacterial organisms have an electrical charge on their cell membranes while human cells do not. IPP-203101 is a peptide-based antibiotic that carries an electrical charge to disrupt the membranes of the bacteria.

Finally, in the field of inflammatory and allergic disorders, ImmuPharma has discovered that a lead compound from its library (IPP-201007) can inhibit phospholipases A2s (PLA2s) enzymes which can cause allergic reactions as well as inflammatory disorders such as rheumatoid arthritis, septic shock and acute pancreatitis.

ImmuPharma has been recently rewarded for its work, and was the winner of the “Breakthrough of the Year 2009, European Mediscience Award”, sponsored by Piper Jaffray, the “Best Technology Award” at the AIM Awards 2009, organised by the London Stock Exchange and was voted “Best Drug Development Company in Europe” by The New Economy “Pharmaceutical & Healthcare Awards” in 2010. The company has also attracted interest from some prestigious institutional investors, including: ING (Belgium), M&G, Gartmore, Jupiter, Aviva, Legal & General, Close, Standard Life and Pictet.

Dealing with energy overconsumption

Posted on by Ben Debski

Between 1960 and 2011 the world’s population increased from three billion to seven billion people. By 2100 the world’s population is estimated to reach 10-16bn people. Even if municipal solid waste (MSW) per capita would stay constant, the total waste quantity will increase by 50 to 100 percent in the next century. In emerging economies such as China, India, Brazil and South Africa, wealth and income will increase steadily in the near future which then goes hand-in-hand with the MSW per capita (which develops in relation to income).

To compensate for the growth of MSW in emerging economies, global awareness and readiness to reduce MSW must rise drastically. Today and in the future the biggest portion of MSW will be landfilled. Harmful substances will be washed out and will penetrate into groundwater. Organic compounds of MSW will be transferred into methane and will then be released into the atmosphere uncontrolled. The negative environmental impact of methane is over 20 times more dangerous than carbon dioxide (CO2), and the environmental pollution caused by MSW will drastically rise in the next few years.

Considering that economic growth can cause higher amounts of commercial and industrial waste, it will become a real challenge to find an effective solution for proper waste treatment.

The growth of the world’s population will cause another problem. Even today it is proving extremely difficult to feed the world population. In the next few decades, usable agricultural areas will not increase. The only way to provide sufficient nutrition to an ever-growing population is to drastically increase the output of the agricultural area currently available.

A good solution would be to use more fertiliser. Urea is the most popular nitrogen-rich artificial fertiliser. In 2009 more than 130m tonnes of it had been produced, and usually the fertiliser is produced via natural gas. An increased demand for hydrocarbon and the limited resources of hydrocarbon materials have caused a constant price increase of urea. During the last three years, the world market price of urea has risen by 80 percent, reaching ¤350 per tonne.

Tackling the mentioned problems will prove to be a hugely challenging task. However, a potential methodology has emerged that may be able to offer sustainable waste treatment while simultaneously producing nitrogen-rich fertiliser from the subsequent waste.

Making the most of waste
Thermoselect high-temperature gasification is a thermal technology that allows ecological and complete thermal recycling of different kinds of waste such as: MSW, commercial solid waste, industrial solid waste, hazardous waste, automotive shredder residues (ASR), refuse derived fuel (RDF), sewage and industrial sludge.

Hydrogen-rich synthesis gas (syngas) is produced by compressing and degassing the waste in a degassing channel at temperatures of up to 500° C, followed by a thermal conversion of the organic compounds with pure oxygen in a high-temperature reactor at temperatures of up to 2000° C. Non-organic compounds are melted at temperatures between 1600°C and 2000°C. They result in recyclable, ecologically stable solid products (minerals and metal granulates). The oxygen used for the gasification of the organic compounds contained in the waste is produced on-site in a cryogenic air-separation unit. Air consists of about 80 percent nitrogen, which is not needed for the gasification process. Usually it is released into the atmosphere.

Beyond the high-temperature reactor, a quench is installed, where the synthesis gas is “shock-cooled”, avoiding the formation of toxic organic compounds like furans and dioxins. Most of the corrosive material is washed out from the synthesis gas into the quench water. Afterwards, the synthesis gas is neutralised in an alkaline scrubber, before entering a desulphurisation unit, where the sulfur compounds are oxidised to elementary sulfur. The devices for cleaning the synthesis gas depend on the use of the synthesis gas.

The synthesis gas consists of hydrogen, carbon monoxide, and carbon dioxide. The volume and composition of the synthesis gas depends on heating values and on the composition of the waste to be gasified. The cleaned synthesis gas for instance can be used to produce fertiliser without requiring limited, raw resources and without producing gaseous emissions like carbon dioxide. Seven Thermoselect plants are in commercial operation operating different kinds of waste.

Utilising the expenditure
The cooled and cleaned synthesis gas is initially compressed and converted by a process called ‘steam reforming’. This is performed in a reactor with a special catalyst and under defined parameters. Subsequently, carbon monoxide is then made from this synthesis gas, combined together with steam it is then transformed into hydrogen and carbon dioxide.

The next step in the process involves the hydrogen being separated in a state-of-the-art stripping device. The separated hydrogen and the nitrogen from the air separation unit are then used in a special reactor involving a specific catalyst for the ammonium synthesis. In the final step of the process, a urea synthesis takes place by using the resulting ammonia from the ammonia synthesis and carbon dioxide from the rest gas.

Depending on the characteristics of the input, a final production of about 600kg fertiliser per tonne of waste can be obtained. If the produced hydrogen as part of the synthesis gas creates a bottle neck, hydrogen can be supplemented to increase the ammonia production or ammonia can be purchased in order to increase the production of urea.

To produce fertiliser on an economically-viable basis, about 800,000 tonnes of waste per year are needed. The process described has numerous advantages to other methods. First of all, different kinds of waste are treated ecologically, with no gaseous emissions subsequently occurring. Coupled with that, the proper treatment of MSW becomes affordable even in emerging economies.

Furthermore, the fertiliser produced can be used in the nations where the most waste is generated. By using this method, the costs to produce fertiliser are much lower when compared to the average world market price. Finally, the fertiliser that is consequently produced is of an extremely high quality.

Banking on establishing momentum

Posted on by Ben Debski

Headquartered in Beirut, BankMed is one of the fastest growing banks in Lebanon. Originally established in 1944, its market share – measured by total assets – has grown considerably over the years to comprise almost 10 percent of the total Lebanese banking system. Through its 55 branches spread all over Lebanon, and one in Cyprus, the Bank offers a wide range of innovative products and quality services that are tailored to individuals as well as corporations’ needs. Results achieved in 2011 placed BankMed as the top performer among its peers, with its net profits increasing by 11.3 percent to reach $117.5m by the end of the year, compared to $105.6m in 2010. At the end of the first quarter of 2012, BankMed’s total assets stood at $13.60bn and customer deposits recorded $11.12bn. Overall, the bank achieved a $29m net profit in the first quarter of 2012, a 13.9 percent increase on the same period last year.

Diversity in operations
BankMed has been traditionally known more as a corporate bank given the key role it played in funding the reconstruction of Lebanon in the nineties after the end of the civil war. Nonetheless, understanding the importance of keeping pace with the needs of a fast-changing financial landscape, BankMed has opted to expand its banking services to include retail, private, commercial, investment, and brokerage services. Thanks to its distinctive customer-oriented culture, which delivers quick processing and responses to client requests, BankMed has been able to successfully cater to individuals and large corporate clients, as well as small and medium enterprises (SMEs).

In corporate banking, BankMed has continued to hold one of the largest commercial lending portfolios in the Lebanese Market, covering top-tier corporate clients that vary across all industries. The bank’s historical focus on the corporate sector has endowed it with a more focused business model and a history of transaction structuring. In 2011, and in spite of the regional turmoil and its financial consequences, BankMed’s commercial lending portfolio witnessed considerable growth, outperforming its peer group and achieving an average growth of 25 percent in its loan portfolio; the highest among Lebanese banks.

The bank has managed to attract new clients and expand its customer base, especially with the establishment of a dedicated international banking business entity, created to serve its current customers outside Lebanon more efficiently. In recent years, BankMed has put efforts towards enhancing trade finance, given its continual increasing demand. With its strong network of banking partners which consists of more than 70 names in over 55 countries, all of which reputable names with excellent services, BankMed has been able to successfully expand its trade finance activities on both primary and secondary markets, and has been able to explore new avenues of opportunities.

BankMed’s retail banking has also seen significant growth in recent years with the introduction of unique retail products and services. The bank has enhanced its delivery channels by adding new branches, entering new markets, and acquiring a full range of state-of-the-art remote delivery channels. Furthermore, new products and services have been introduced, tailor-made to customers’ individual needs, including new loyalty cards, gift cards, and payment cards.

On the investment front, BankMed’s treasury has offered clients access to local, regional, and international markets through its extensive and solid relationships with brokers and market makers around the world. In 2011, the treasury focused its efforts on structuring and marketing different hedging and investment products. The treasury has also successfully diversified its liquidity profile, minimising counterparty and sovereign risk without any effect on overall profitability. Available 24 hours a day, brokerage services have been handled by the bank’s wholly owned subsidiary, MedSecurities, the brokerage arm of BankMed. MedSecurities managed to end the very challenging year recording an increase in net income of 12 percent, with the introduction of new investment products and services.

Recently, BankMed geared its efforts by focusing on SME’s business, a steadily important segment of the economy. As such, and given its growing concern with sustainable community development, BankMed established ‘Emkan Finance s.a.l’ in June 2011; a financial institution licensed by the Central Bank of Lebanon. Emkan Finance has provided to date (up to March 2012) over $30m worth of microloans for the economically active poor in Lebanon, whose number has extended to about 20,000 borrowers, thereby allowing clients access to microfinance services unavailable to them in the formal banking sector.

International presence
The bank has recently grown its international presence in Cyprus, Switzerland, Turkey, Iraq, and the Kingdom of Saudi Arabia (KSA); by opting to expand only in selected markets, greater value has been added for clients. This well-studied oversees expansion of BankMed has proven to have served the bank well as it has no presence in countries that were recently affected by the political changes in the Arab world.

BankMed’s private bank in Switzerland, BankMed Suisse, has engaged in asset-management and advisory banking services, reinforcing the bank’s private banking offering across different markets, and encompassing both traditional banking services as well as new innovative products. On a more regional level, BankMed has expanded its presence to Turkey since 2007 through ‘T-Bank’. With its 27 branches across Turkey’s most prominent industrial and commercial hubs, T-Bank has provided its customers with unique banking solutions in line with its niche banking approach. T-Bank has enjoyed a robust position in the Turkish banking sector with its expertise in commercial lending, treasury products, and trade finance services.

During 2011, T-Bank focused on utilising its prominent branch network to diversify its product offers to existing customers, as well as gearing up marketing efforts to attract new ones. Today, T-Bank has been singled out as the most important partner for Turkish entrepreneurs willing to operate in the MENA area. Moreover, with other Lebanese and Arab banks only now just grasping the growth potential of the Turkish economy and starting to seriously consider the Turkish market, BankMed’s early entry into the market has given it a strong competitive advantage.

Since 2008, BankMed has opted to expand its activities to investment banking through the establishment of the ‘SaudiMed Investment Company’ in Riyadh, providing investment and corporate advisory services to a growing clientele base in the KSA and the Middle East region. SaudiMed has continued to pursue several local and regional corporate finance advisory mandates throughout 2011 in various industries and sectors; namely healthcare, real estate developments, industrial raw materials manufacturing, and credit card services.

Moreover, based on its extensive experience and in line with its plans for further regional expansion, BankMed announced the opening of its two new branches in Erbil and Baghdad, Iraq. The former became fully operative in May 2012, while the latter is set to open later this year. This step has been coupled with the bank’s strong belief in the potential of the Iraqi economy.

On the whole, and in spite of the recent global and regional instabilities, BankMed has been able to grow its business and to expand and strengthen its regional and international presence. The double-digit growth recorded in 2011 has served as an indication of the strong performance of the Bank’s activities. BankMed’s strategy moving forward is to further expand its client base and take advantage of new innovations and technologies in order to better serve them.

Investing in Lebanon
– Lebanese GDP: $61.61bn
– Before 2011, the country enjoyed four years of GDP growth at an eight percent average
– Main export partners include: Syria, UAE, Saudi Arabia, Turkey and Switzerland
– An estimated labour force of 1.5m, in addition to as many as one million foreign workers