Sony, Panasonic to develop Blu-ray successor

The two firms have said they plan to create a new brand of optical disc by 2015 that will be capable of holding at least six times more data than a standard Blu-ray disc.

Over the last two years, both Sony and Panasonic have both been experimenting with the production of 4k ultra-high-definition videos, which offer four times the resolution of a standard 1080p video. Yet in recent months, these high-quality digital videos have proven impractical for most internet users; they take up over 100GB of space. Worse yet, the game-changing movies can’t be published on Blu-ray discs, as they can only hold 50GB of storage. Consequently, the two firms decided it was time to create a platform that could handle their high-definition videos – and Blu-ray discs just didn’t have the memory capabilities.

“In recent years, there has been an increasing need for archive capabilities, not only from video production industries, such as motion pictures and broadcasting, but also from cloud data centres that handle increasingly large volumes of data following the evolution in network services,” the companies said in a joint statement.

The joint effort between the two firms highlights the hiccups both Sony and Panasonic have encountered trying to produce their own unique vision of the future of optical discs. Sony has already commercialised a special triple-layer Blu-ray disc capable of holding 100GB. Yet the disc is more or less meant for use with its professional broadcasting products only, as normal Blu-ray players can’t process that much data. More recently, Panasonic launched a dedicated magazine that harnesses the power of twelve 100GB optical discs at once. Both innovations were geared at a very specific professional audience; however, this latest venture will aim to engage a much wider market.

Whilst Sony was forced to compete heavily with other firms over dominance of the post-DVD market, the company is unlikely to face much competition in their latest endeavour. Tech firm Pioneer made headlines in 2008 for trying to commercialise a high-quality optical disc capable of holding 400GB of information. Yet somewhere along the way, the plans fell through. No prospective Blu-ray competitor has appeared since. Without any other prospective competition, Sony and Panasonic should have plenty of time to produce their next generation Blu-rays.

“Both Sony and Panasonic have a proven track record in developing Blu-ray disc format technologies,” Sony said. “By actively promoting the adoption of a new standard for next-generation high-capacity optical discs, they intend to offer solutions that preserve valuable data for future generations.”

EU ends antitrust action over e-books

The row over the supposed price-fixing by major e-book distributors has come to an end after the European Commission secured legally binding commitments from Penguin; the last of the major publishing houses and distributors to reach an agreement.

The action began last year when Apple, Penguin, Simon & Schuster, HarperCollins, Hachette Livre and Macmillan were all accused of fixing the price of digital books as a means of cutting the influence Amazon had over the market.

All the other companies mentioned in the action settled with the Competition Commission in December of last year, while US authorities reached a $69m settlement with the US publishers in August 2012. Penguin-owner Pearson had been holding out, but has finally agreed terms with the EU, giving a significant boost to Amazon.

Announcing the news, EU Competition Commissioner Joaquin Almunia said: “The commitments are now legally binding on Apple and all five publishers, including Penguin, restoring a competitive environment in the market for ebooks.”

The ebook market has grown considerably in recent years, after a sluggish start. Amazon’s Kindle reader has become increasingly popular, while Apple’s iPad has also secured a large proportion of the digital book market.

A recent study by PricewaterhouseCoopers projected that the consumer ebook market will surpass print by 2017. The report also predicted that sales in the US would be worth around $8.2bn and the EU being even greater.

China’s Hanergy buys third US solar tech firm

Despite the ongoing disputes between China, the US and the EU over Asia’s largest economy’s pricing of solar panels; some Chinese firms are continuing to look overseas for businesses that will help grow the solar industry.

Chinese firm Hanergy acquired Global Solar Energy (GSE), an Arizona-based manufacturer of ultra-thin solar panels. This follows their recent purchases of other international firms, including the UK’s Engensa, Germany’s Solibro, and US firm MiaSole.
Hanergy’s acquisitions have focused on solar panels that use copper, indium, gallium and selenium (CIGS), and they have built up a considerable amount of intellectual property in this area. The firm is also a developer of wind and hydropower.

In a statement, Hanergy confirmed the deal, while explaining its strategy: “In the past year, Hanergy has acquired Solibro and MiaSolé; both leading players in the CIGS technology field. Those transactions took the conversion rate of Hanergy’s thin-film PV modules to an unrivalled 15.5 percent.

“The acquisition of GSE closes the loop of Hanergy’s strategic consolidation of technologies that combine the competitive advantages of flexible thin-film PV modules and large scale production. It also demonstrates Hanergy’s continued leadership and commitment to developing advanced thin-film technology, and is a further step in its investment in leading CIGS technology and efficient alternative cell materials.”

Ben Goldsmith, founder of leading European sustainability investment firm the WHEB Group, welcomed the news, told The New Economy: “China’s ambitions to become a world leader in both solar equipment manufacturing and solar generation installation are a boon for the rest of us. It is because of China that solar PV module prices are plunging and solar is getting closer and closer to grid parity.”

Many European countries are welcoming Chinese investment in their solar industry. Hanergy’s recent acquisition of Engensa gave a welcome boost to the UK’s solar industry. The UK’s Energy and Climate Change Minister, Greg Barker MP, told The New Economy: “The UK is a leading destination to do business in solar. We have a high demand for clean, green power; a stable policy environment; a world-class skills base; and an extensive set of global networks. These elements are putting us ahead in the global race for renewables.

“Unlike much of Europe where the solar market is already mature, Britain has huge potential for growth.  I want to see international companies capitalise on this opportunity and choose the UK as their top destination for investment.”

China is taking seriously the move into solar, but has been criticised by both EU and US policymakers for flooding the market with cheap solar panels. Negotiations between China and their Western allies have been on going to avoid a trade war.

In June, the EU imposed duties on imports of Chinese solar panels of 11.8 percent, far below what had previously been expected. EU Trade Commissioner Karel de Gucht told a conference that it was designed to encourage China to cooperate: “This is a one-time offer to the Chinese side, providing a very clear incentive to negotiate. It provides a clear window of opportunity for negotiations, but the ball is now in China’s court.”

Apple shares recover as demand for iPhone grows

Apple’s European sales have boosted share prices, after a difficult quarter. The tech giant has not updated its iPhone and iPad lines since last year, but has still managed to come on top in terms of analyst earning projections for the third quarter.

Apple shares have soared by nearly five percent after the company announced it had made a $6.9bn profit for the quarter ending in June, a feat it attributed to stronger than expected iPhone sales. According to the company, 31.2 million iPhones were sold in the period – a record – up from 26 million the same time last year. However, profit was down close to 22 percent year-on-year, with profit margins contracting from 42.8 percent to almost 37 percent. Though Apple has posted better than expected results, analysts have suggested that expectations were low compared to previous years.

Apple is rumoured to be working on a number of new launches, expected to cause renewed interest in the brand and boost sales. “We are laser-focused and working hard on some amazing new products that we will introduce in the fall and across 2014,” Tim Cook, CEO of the company, has revealed.

“Basically because there are only so many iPads and iPods you can sell and buy, they are expensive items there is evidence that people are pulling back in demand because they are waiting for the next one,” explains Michael Hewson of CMC Markets. “People want to see a better new product with new features. They have been talking about iPhone 6, iWatch, and maybe an upgraded iPad with an improved camera, but there has been no indication of them being nowhere near that. Competitors are innovating and bringing out new products so Apple need to be seen to be innovating too.”

Sales of Apple products were down four percent during the second quarter. Research by IDC suggests that Apple ranks fifth in the region in terms of market share, far behind Samsung who dominate the market. The data also suggests that the average smartphone in China is likely to sell for under $200, significantly less than Apple’s high-end products, which further harms its business in the country. “That is a lower growth rate than we have been seeing,” Cook said. “I attribute it to many things, including the economy there.”

For Hewson, unless Apple can boost growth in China, it is unlikely they will be able to emulate previous successes. “They don’t have an agreement with a phone provider, though they are in talks with China Mobile. What they need is uplift in China. Its good in India and they need to achieve similar results in China.

“There is a lot of pessimism surrounding Apple’s performance, but it’s all about expectations; there are governments that would kill for that kind of revenue. But it’s a different market right now. Consumers are not consuming a lot. Markets are slowing down. But apple is still susceptible to same vagaries of consumer demand as other brands. We had a booming decade from 2002 2012, fuelled by credit and now we are paying off that debt. In Europe there is a saturated market. How many phones can a person buy? Unless they get significant exposure in Asia, particularly in China; unless they come up with a new killer product on the level of the iPhone and iPad when they first came out, the status quo is the best they can hope for.”

Third Point offload Yahoo stake

With Yahoo’s shares having surged 80 percent over the past year, hedge fund Third Point have decided to sell two-thirds of their corporate holding back to the internet giant in a deal equivalent to $1.16bn. The sale comprises 40 million shares; each valued at $29.11, and will entail Daniel Loeb’s Third Point relinquishing their three seats on the board – his included.

Yahoo is currently in the midst of a comprehensive turnaround, with Mayer having embarked upon “merger mania” – most recently having bought mobile ad technology start-up Admovate in mid-July. Many believe Yahoo’s shares have peaked and will soon spark a mass selloff.

Yahoo revised its outlook for 2013 downward after having realised a 12 percent fall in ad prices through Q2 alone.

“Probably a lot of investors are saying, we had a pretty good run here, it makes sense to take some off the table,” said Ronald Josey, an analyst at JMP Securities. “Much like a lot of investors followed Third Point in, a lot will follow Third Point out.” Third Point’s head, Daniel Loeb first acquired near 45 million shares in 2011 for $13.02 and was later instrumental in appointing Mayer as CEO. Widely regarded as having instigated the upheaval of Yahoo’s broken management in 2011 and 2012, Loeb led an aggressive – though no less successful -campaign to oust former-CEO Scott Thompson.

Five top tips for big data projects

Whether projects are past the pilot stage and being deployed in production, or still on the horizon, they require strategic thinking and adequate planning to avoid well-worn pitfalls that prevent them from achieving success. Here are five top tips to help businesses achieve optimum value from big data projects:

1. Don’t focus on volume
It might seem like a paradox, but big data is both large and small: it’s diverse in origin, style, consistency and quality. In certain industries, some organisations are dealing with massive quantities of data, while others have much smaller data sets to exploit but might have a broader range of sources and formats to deal with. Make sure you go after the right data: identify all the sources that are relevant and don’t be embarrassed if you don’t need to scale your data computing cluster to hundreds of nodes right away.

2. Don’t leave data behind
Some of the data you need for your big data projects is clearly identified – such as transactional data used or generated by business applications. However, more of it is hidden on servers, or in log files, desktops or manufacturing systems. Much of this is neglected and tends to be referred to as ‘dark data’. Some of it is even going to waste in the ‘exhaust fumes’ of IT. This ‘exhaust data’ – generated by sensors and logs – is purged after a certain amount of time or never stored in the first place. All of it is potentially relevant. Don’t restrain your project to the first category: inventory dark data and deploy collection mechanisms for exhaust data, so that it also contributes value to your business.

3. Don’t move everything – distribute data logically
Too many organisations looking for ways to break down data silos focus on bringing all the data together in one central location. Hadoop is a great storage resource for large data volumes (and is itself distributed across clusters). However, you need to think ‘distribution’ beyond Hadoop. It’s not always necessary to duplicate and replicate everything. Some data is already readily available in the enterprise data warehouse, where fast, random access can be applied. Some of it might be better off staying in the location in which it was produced. The ‘logical data warehouse’ concept applies well in the non-big-data world. Make use of it for big data too.

4. It’s not just about storage – think processing platforms
Hadoop is not only a repository for big data with its distributed file system but also an engine that gives businesses the potential to process data and extract meaningful information from it. A broad ecosystem of tools and programming paradigms exists that covers all use cases of data manipulation. From YARN to MapReduce or from HiveQL to Pig – complemented by Impala, Stinger or Drill – or through the merging of Hadoop and SQL engines such as HAWK, there are processing resources available that make getting data out of the platform superfluous to requirements. All the resources are here, at your fingertips.

5. Last but not least, don’t treat big data as an island
Sandboxes are fine for proof of concepts but, when big data projects go live, they need to be dealt with as an integral part of your overall IT infrastructure and information architecture rather than a siloed project. You need to connect big data applications to other systems, both upstream and downstream. It is critical that big data becomes part of your overall IT and information governance policy.

Interest in big data is increasing rapidly and this is being reflected by more companies rolling out big data strategies. Unfortunately, many companies are still stuck on the starting blocks. The technologies are still in their infancy – and because the platforms and applications are new, big data projects are inevitably in the spotlight from the word go and quickly have to live up to a tremendously high level of expectation.

Leading-edge technologies lower the adoption barrier and make it easier to get started. Yet moving pilot projects into mainstream IT requires more than just technology. If businesses take note and follow the five tips above, they will stand a better chance of avoiding the pitfalls on their big data journey.

Corporate Citizen Awards 2013

Best Corporate Citizen, Angola
Catoca

Best Corporate Citizen, Australia
Arup

Best Corporate Citizen, Azerbaijan
SOCAR

Best Corporate Citizen, Bahrain
Batelco Group

Best Corporate Citizen, Brazil
Vale

Best Corporate Citizen, Brunei
Petroleum Brunei

Best Corporate Citizen, Canada
Walmart

Best Corporate Citizen, Chile
Colbún

Best Corporate Citizen, Colombia
Syngenta

Best Corporate Citizen, Denmark
Danish Crown

Best Corporate Citizen, Egypt
Telecom Egypt

Best Corporate Citizen, Equatorial Guinea
EG LNG

Best Corporate Citizen, Georgia
SOCAR

Best Corporate Citizen, Germany
Siemens

Best Corporate Citizen, Hong Kong
CLP Group

Best Corporate Citizen, India
Suzlon

Best Corporate Citizen, Indonesia
Indika Energy

Best Corporate Citizen, Jordan
Zain

Best Corporate Citizen, Kuwait
Zain

Best Corporate Citizen, Lebanon
Alfa

Best Corporate Citizen, Malaysia
YTL Group

Best Corporate Citizen, Mexico
Grupo Elektra

Best Corporate Citizen, Mongolia
Newcom Group

Best Corporate Citizen, Netherlands
Kiwa

Best Corporate Citizen, New Zealand
Telecom NZ

Best Corporate Citizen, Norway
Norsk Hydro

Best Corporate Citizen, Oman
Nawras

Best Corporate Citizen, Panama
Copa Airlines

Best Corporate Citizen, Peru
Volcan

Best Corporate Citizen, Philippines
Smart Communications

Best Corporate Citizen, Portugal
REN

Best Corporate Citizen, Saudi Arabia
The Savola Group

Best Corporate Citizen, Spain
Indra

Best Corporate Citizen, Sri Lanka
Aitken Spence Travels

Best Corporate Citizen, Suriname
Staatsolie

Best Corporate Citizen, Sweden
SCA

Best Corporate Citizen, Switzerland
Swiss Post

Best Corporate Citizen, Thailand
Siam City Cement

Best Corporate Citizen, Uruguay
TEYMA

Best Corporate Citizen, UK
BAM Construct UK

Best Corporate Citizen, USA
IBM

Better care

Healthcare has always faced huge challenges. Because it relates to their health and wellbeing, consumers are more passionate about this sector than any other. Every year, the sector faces new challenges, and must find new and innovative ways to overcome those adversities. But unlike other, more conventional, industries, healthcare innovation is extremely costly and time-consuming. But it is also vital – not only for the functioning of the industry, but for the quality of life of its consumers. The healthcare industry is unique in that it must find a balance between innovation and accessibility.

A report by Harvard Business Review found spending in healthcare in emerging markets is increasing and “will continue to rise in line with their economic growth”. PricewaterhouseCoopers India estimated the total value of the healthcare sector reached $40bn in 2012. This will mean a phenomenal rise in demand, which will require innovation in technology, delivery and business models.

Technological advances are key to the delivery of healthcare across demographics. Writing in Psychology Today, John C Goodman, a research fellow at the Independent Institute, suggested the industry is “discovering that healthcare markets can give patients transparent package prices and that costs can be controlled – despite a huge increase in demand and enormous technological change (of the type we are told increases costs for healthcare generally). For services as diverse as walk-in clinics and mail-order drugs, we are seeing that price competition is possible and that price competition promotes quality competition as well.”

Technology vs cost
One of the biggest advances in technology has been the rise of personalised medicine. The Mayo Clinic estimates 100,000 deaths in the US could have been prevented with the use of pharmacogenomics. These new, simple DNA tests can determine which patients are suitable for which drugs, or if the treatments might cause them harm.

Karen Dillon and Steve Prokesch, writing in Harvard Business Review, said: “With the cost of decoding an individual’s genome expected to fall in the next two to three years to $1,000, from its current price range of $10,000 to $25,000, the market for genome decoding in developed countries will explode.”

There are many benefits associated with the increased accessibility of personalised medicine; decoding genomes will increase our understanding of the genetic make-ups of diseases, which could speed up the development of new drugs, and these in turn would be more efficient.

Technological advances are key to the delivery of healthcare across demographics

Despite the reduction in costs, the rise of personalised medicine will almost certainly exclude large sections of consumers from taking advantage of the technology – particularly in emerging markets. In fact, the cost of healthcare has been rising steadily, partly because of the costs associated with an aging population, but also due to the cost of innovation.

Medical innovation is often more costly
than other types of technological developments because of stringent regulation and extensive trial periods mandated by most authorities in order to ascertain patient safety. According to the Kaiser Family Foundation, the cost of healthcare in the US soared from $253bn in 1980 to $2.3trn in 2008, and those costs are likely to continue rising.

This is a major issue the industry will have to contend with. An aging population, in the US and Europe in particular, means the number of people being treated for chronic, expensive-to-treat diseases and disabilities is on the rise, increasing the costs and putting pressure on healthcare systems.

As erstwhile fatal diseases such as measles are overcome or held in check with modern treatments, disease prevention is the new trend in research and development. According to research by GlaxoSmithKline – and despite the many advances in medicine over the past two decades – chronic diseases, which are usually preventable, account for 75 percent of healthcare spending in the US.

Dillon and Prokesch explained: “More dollars will be spent on vaccines and other means of preventing or reducing the incidence and severity of serious diseases (e.g. cancers) and chronic conditions (e.g. obesity-related illnesses such as diabetes).”

Prevention and competition
There are new paradigms emerging in the way people consume healthcare. New research by PricewaterhouseCoopers (PwC) has revealed the tables are turning in healthcare, with the spotlight focusing on states. The British NHS and American Medicaid were prominent in the news in 2012, and, according to PwC, will continue to dominate headlines.

The PwC report said: “It is almost a cliché to observe that healthcare in America is changing rapidly. Yet the pace of the transformation is certain to quicken in 2013 with the effects of technology, consumerism, budgetary pressures and the Affordable Care Act… converging on a sector that represents nearly one-fifth of the economy.” For PwC, this role reversal in American healthcare is positive, as it brings much-needed stability to an industry that has grown accustomed to uncertainty.

The same PwC research also found consumers’ attitudes towards healthcare are changing fast: “[They] are raising their voice in how they spend their healthcare dollars, coupled with state insurance exchanges, prompting the industry to compete differently.”

Nearly 40 percent of consumers surveyed by PwC claimed they would be willing to purchase insurance at a private insurance company retail store, potentially revolutionising the way insurance companies market their products. Health insurance consumers are also increasingly turning to the internet to find the best deals for their coverage. A total of 41 percent would buy insurance on the provider’s own we site and 23 percent would be willing to turn to well-known retail websites to purchase their insurance.

For more on the Healthcare Awards 2013, please see here

Taking responsibility

The last year has been laden with signs that major corporations are dedicating considerable resources towards improving society and the environment in which they operate. Corporate citizenship is being taken ever more seriously by businesses that are eager to prove their commitment to improving local communities, sustainability and general business practices the world over.

New types of strategy are being implemented too, with organisations being formally set up to manage this part of a company’s operations. What is clear is the key role corporate responsibility now plays in a company’s strategy; a significant shift from when it was just a brief and vague statement in an annual report to placate the press, campaigners and concerned shareholders.

Sustainability has formed an integral part of all corporate citizenship policies, which was reflected in a report by Ernst & Young that highlighted six emerging trends in corporate sustainability. One significant finding was that many firms were treating sustainability as more of a risk reduction and mitigation practice, as opposed to a focus on environmental issues. The report says risk management and sustainability were interlinked, and companies were realising this: “The role of sustainability issues hasn’t historically been front and centre of business strategy, but these issues continuously linger in the background. Companies may not talk about climate change per se, but many are being buffeted by its effects. Similar issues, including deforestation and shrinking biodiversity, are affecting the availability of agricultural and corporate sustainability. That, in turn, is making sustainability issues more prominent on company agendas.”

Around the world
In the US, a large number of companies have shown that enhancing their role in the community can have real benefits to the business as a whole. Leading telecommunications firm AT&T has been widely praised for its activities in enhancing communities, particularly through its ‘It Can Wait’ campaign, which encourages people not to use their mobile phones while driving. The company has also heavily invested in a pilot scheme for creating more efficient cooling towers that could save million of gallons of water each year.

The company’s Vice President of Sustainability and Philanthropy, Ben Shiroishi, told reporters: “We’re continuously learning, but know that the full impact of sustainability comes when it is integrated across the company operations and benefits both the community and our shareholders.” Shriobi’s is just one of the companies that realise their success relies on a strong society.

There have been calls across Europe to improve the way in which companies report on their impact on communities and the efforts they are taking to improve the environment around them. In April, European Commissioner for the Internal Market and Services Michel Barnier unveiled plans to force large corporations to reveal their environmental, sustainability and diversity strategies.

The US has some of the largest corporate givers, with many found in the pharmaceutical industry

These proposals split opinion, however, with trade body BusinessEurope joining four German industry groups in saying the rules were too strict, while some non-governmental organisations complained the rules lacked teeth. Coca-Cola recently celebrated 50 years of operations in Kenya by launching a series of events aimed at highlighting its impact on the local community. The drinks giant has helped foster local entrepreneurship through schemes like Project Nurture, which helps local farmers provide fruit for the company’s drinks and last year received a large increase in investment.

The company has also developed its 5by20 project, in partnership with the Bill & Melinda Gates Foundation, which looks to empower local women to become entrepreneurs, with training in business skills, financial services and networking.

Philanthropic causes
Many of the world’s largest companies also donate considerable resources to philanthropic causes, aiming to enhance and support the communities that they serve and those that are less fortunate. In its Giving in Numbers report for 2012, the Committee Encouraging Corporate Philanthropy found the 214 companies surveyed had contributed over $19.9bn in cash and product donations.

The study also found 60 percent of companies had increased their donations from the previous year; 46 percent was through direct cash donations, and the main focus areas of corporate philanthropy continued to be health, education and economic development for communities.

The US has some of the largest corporate givers, with many found in the pharmaceutical industry. In 2009, Pfizer donated cash and products amounting to $2.35bn, while retail giant Walmart gave the most in terms of cash with a donation of $288.1m.

Corporate foundations
According to a recent report by consultancy firm Corporate Citizenship, companies in the UK are increasingly looking at outsourcing their corporate responsibility activities in the form of independent corporate foundations. The report, ‘The Foundations of Business: The growth of corporate foundations in England and Wales’, shows there are now 140 corporate foundations in England and Wales, dominated mostly by companies in the financial services industry. These foundations manage all manner of aspects of a company’s corporate responsibility plans, including volunteering and charitable investments. Corporate Citizenship’s Co-Founding Director, Amanda Jordan, said many companies “continue to voice strong support for responsible business practices, including playing an active role in their communities”. She added: “Stakeholders expect companies to not just talk about responsibility, but demonstrate through their actions that being good corporate citizens is part of everyday activity.”

The report goes on to say that it is not surprising that many financial institutions have been keen to implement some form of corporate foundation to address the mistrust from the public they have received since the financial crash in 2008.

The report said: “From a reputation-building point of view, the strong growth in foundations from the financial services sector is not surprising. Many companies have been rocked by high degrees of scrutiny in recent years and some have sought to ‘give something back’, more prominently to the community through a foundation.”

The reasons for forming a corporate foundation are diverse, according to the report, and not just part of a PR stunt: “The reality is that companies have many and varied motives for setting up a foundation. For some, there are reputational benefits; for others, a more structured and independent approach to community giving is the logical next step on their corporate responsibility journey. Often, this is linked to an anniversary, providing an enduring legacy for the foundation.”

For more on corporate citizenship, please see here

Healthcare Awards 2013

Best Healthcare Consultants, Asia
Dr Agarwal’s Eye Hospital

Best Healthcare Consultants, Europe
med eHealthCY

Best Healthcare Consultants, North America
Blossom Bariatrics

Best Healthcare Consultants, South America
Fundación Cardioinfantil – Instituto de Cardiología

Best Medical Tourism Provider, Asia
Taipei Medical University Shuang-Ho Hospital

Best Medical Tourism Provider, Europe
Med2Heal

Best Medical Tourism Provider, Middle East
GMC Hospital

Best Medical Tourism Provider, North America
Blossom Bariatrics

Best Medical Tourism Provider, South America
Hospital Vila da Serra – Instituto Materno-Infantil

Best Healthcare Provider, Asia
Apollo Hospitals Group

Best Healthcare Provider, Europe
Buda Health Center

Best Healthcare Provider, Middle East
Clemenceau Medical Center

Best Healthcare Provider, North America
Centro Medico ABC­

Best Healthcare Provider, South America
Medical Access System

Best Medical Supplier, Asia
Asia Medical Supplies

Best Medical Supplier, Europe
Tehnodent

Best Medical Supplier, Middle East
Big Sea Medical

Best Medical Supplier, South America
Bace Healthcare

Best IT company, Asia
VasoGlobal

Best IT company, Europe
med eHealthCY

Best IT company, Middle East
Diyar United Company

Best IT company, North America
Carestream Health

Best IT company, South America
Syspec Tecnologia em Saúde

Best Healthcare Technology, Asia
VasoGlobal

Best Healthcare Technology, Middle East
Advanced Technology Company

Best Medical R&D, Asia
Serum Institute of India

Best Medical R&D, Europe
Ludwig Institute for Cancer Research

Best Medical R&D, Middle East
Infomine Healthcare Research

Best Medical R&D, North America
Eisai

Best Medical R&D, South America
ESTERN Medical

One step ahead of the rest

Established in 1981, Advanced Technology Company (ATC) designs and builds hospitals and healthcare institutions. It supplies a large range of medical devices and healthcare products, and complements its offerings with state of the art after-sales services.

ATC can provide up to 95 percent of the equipment requirements of any hospital

Today, ATC is seen as the forerunner of the market, catering to a well-built client base, supported by an agency network of world-renowned manufacturers and suppliers, and manned by a professional team of over 600 multinational employees.

Looking ahead, ATC will continue to emphasise innovation in response to the rapid changes in customers’ requirements and market conditions, while fulfilling its commitment to excellence in services and value to its stakeholders.

Our achievements
ATC was listed on the Kuwait Stock Exchange (KSE) in 2007. With KWD15m (approximately $53m) in paid-up capital, ATC reported total assets of $350m. Revenues from yearly sales and services reached $235m in 2012. In addition, the company boasts a number of achievements:

  •  ISO 9001 certified: ATC was the first medical company in the region to obtain ISO 9002 certification – recognition of the quality of service it provides. This year, the company has obtained ISO 9001:2008 certification with Bureau Veritas.
  • Market leader: ATC is an established player in Kuwait’s medical equipment industry. With a market share of approximately 40 percent, it is the leader in the overall equipment market in the country.
  • One-stop shopping: ATC can provide up to 95 percent of the equipment requirements of any hospital, including turnkey projects. The company is positioned as an ‘end-to-end’ solutions provider for the healthcare sector, with services ranging from the design and construction of medical facilities to the supply and maintenance of equipment.
  • After-sales services: With a diversified products portfolio representing the leading global suppliers for each category, ATC provides quality after-sales services to its end users. Around the clock service and continuous staff training are among the factors contributing to our service delivery standards.
  • Revenue and net profit: ATC’s remarkable revenues growth and net profit are supported by contributions from both the government and the private sector, to keep Kuwait healthcare modernised and current.
  • Management and relationships: Since its inception, ATC has been focused on building long-term relationships with its stakeholders. The company has cultivated strong relationships by providing high-quality services to its customers and establishing commitment to its stakeholders. Low employee turnover has also contributed to its well-established position.

Changing position
ATC differentiates itself by providing healthcare solutions that are a step ahead of its competitors. They are supported by an operation and structure driven by an expanding vision and a strong selection of global partners – ones that are committed to its shared values and respectful of their cultural differences.

The company understands the vital role it is filling in the market today. It also understands its position in the ‘value proposition cycle’: what is expected of ATC and what ATC expects from its network to ensure its ability to deliver healthcare that makes a difference.

ATC worked successfully with its clients to reset the benchmarks of healthcare delivery, and walked away from the normality that had exhausted the system and limited the advancement of services for years. Its projects and services are a testament to the vision and commitment that it put forward, as well as the path it has chosen to take.

All under one roof

ATC has positioned itself as an end-to-end solutions provider, supplying:

  • Diagnostic and imaging systems
  • Biomedical devices and solutions
  • Medical and surgical operating room solutions
  • Laboratory equipment and reagents
  • Sterilisation, medical furniture and physiotherapy
  • Dental material and equipment
  • Information technology and infrastructure solutions
  • Industrial kitchens and laundry
  • Pharmaceutical, medical, agricultural and veterinary consumables
  • Scientific, environmental and medical waste systems
  • Operations, contracts and supplier affairs
  • Point-of-care and therapy systems
  • Security systems and CCTV
  • Project management

An equitable company

The small geographic size of the West African country of Equatorial Guinea belies the nation’s stature in the global energy industry. Once a country whose economy was based largely on cocoa and banana plantations, over the past 12 years Equatorial Guinea has emerged as a key producer and exporter of oil and natural gas to help meet the world’s growing energy needs. In fact, it is currently the third largest oil and gas producer in Sub-Saharan Africa.

Accompanying this tremendous growth have been challenges related to infrastructure, education and healthcare, but the nation’s economy has proved resilient, even in the face of the global economic problems of the past few years. In fact, Equatorial Guinea’s economy effectively recovered from the global recession in the period spanning 2011-12, having been stimulated by heightened oil prices and a number of sizeable investments in public infrastructure and hotels.

Continued significant investments by the Equatoguinean government and foreign companies are contributing to the nation’s ability to address the challenges it faces. In their drive to further CSR goals, many companies are investing not only in the specific assets associated with their operations, but in community projects and initiatives. These are aimed at increasing local content and the capacity of Equatoguineans to play an increasing role in the development of their country’s abundant natural resources.

Perhaps most indicative of corporate citizenship and CSR in this sense is Equatorial Guinea LNG Company SA (EG LNG), a producer of liquefied natural gas (LNG). The company’s mission is to “…develop our staff with an emphasis on recruiting and training nationals, and to be seen as a responsible corporate citizen both throughout Equatorial Guinea and beyond.”

Development and reliability
EG LNG comprises a staff of approximately 300 individuals, representing 15 countries and six continents. Coordinating Manager Manuel Alvarez says the company “is very much the poster child of Equatorial Guinea. A young company where integrity and social responsibility are among the highest of its core values”.

Since delivering its first LNG cargo on May 24, 2007, EG LNG has emerged as one of the world’s foremost LNG suppliers in terms of speed of development and exceptional reliability. More importantly, it has emerged as a source of hope to a region where national interests have too often been forsaken in favour of profits.

Presently an independent enterprise owned ultimately by four shareholders – Marathon Oil Corporation, Sonagas, Mitsui & Co, and Marubeni Corporation – EG LNG encompasses an array of expertise and understanding in its continued operations throughout Equatorial Guinea and beyond.

EG LNG’s standout Train 1 project currently produces in excess of its nameplate capacity of 3.72 million metric tonnes of natural gas per annum. Far from its achievements being exclusive to the energy sector, EG LNG has made – and continues to make – a sizeable contribution to the local community.

EG LNG… is very much the poster child of Equatorial Guinea

EG LNG’s pledge towards developing National Content – a component of CSR – “encompasses initiatives to build the capacity of local vendors and contractors,” says Commercial Director Pat Sanders. “An important objective is to help create an enabling environment and thereby improve local companies’ capacity to supply goods and services that meet EG LNG’s quality, cost and schedule requirements.”

The company, in light of this objective, has championed measures to improve access to finance, provide training in business skills to entrepreneurs and hold a variety of National Supplier Forums to communicate both its procurement, and contracting processes and to forge relationships with potential suppliers. Furthermore, Sanders says: “Where appropriate, local companies and entrepreneurs are encouraged to partner with foreign companies to gain exposure to additional technologies and processes.”

However, EG LNG’s contributions to the community are not exclusively matters of a purely business-centric nature – the company is also committed to developing initiatives in support of those that are entirely societal and cultural in nature.

Community relations
Far from merely craving headline worthy acts of CSR, EG LNG seeks to maximise the impact and sustainability of its community initiatives on all platforms. Sanders maintains: “Stakeholder engagement and continuous dialogue [are] at the core of EG LNG’s community relations strategy. By building relationships within the Equatoguinean community and by implementing sustainable development projects, EG LNG strives to improve living standards and to benefit future generations.”

The company’s strategic objectives for community relations are: to support education and vocational training programmes; implement sports and youth empowerment programmes; expand access to clean water in Malabo and surrounding communities; and to improve health in a general sense.

Whether it’s the company’s building of schools, sports and medical facilities, donation of supplies and information technology to schools, campaigns to inform youths of sexually transmitted infections, partnership with John Hopkins to lower maternal and neonatal mortality or construction of deep water wells throughout the surrounding region – all of which EG LNG has undertaken or is undertaking in pursuit of its strategic objectives – the company, in all its operations, strives to proceed with an implacable air of integrity and transparency. It looks to uphold its reputation as a charitable and exacting organisation.

Where possible, EG LNG works with grassroots community organisations and NGOs, intending to hand projects over to the community on completion and ensure a marked degree of sustainability in their continued workings.

Sanders says: “EG LNG principally strives to maintain a steadfast reputation as a socially responsible company and as an outstanding corporate citizen. Our unwavering commitment to serving as a good neighbour is evidenced in our community initiatives, support of local businesses and in the lives of our employees. People from across the company – engineers, operators, administrators, managers and directors – are prepared to dedicate their time to volunteer in the community.” This, in part, illustrates the sustained benefits of EG LNG’s resolute commitment to upstanding CSR values.

Workforce development
Perhaps most imperative of EG LNG’s commitments is that of the professional development of its workforce. Sanders says: “This commitment not only covers on-job competency development, but also classroom and workshop-based training, as well as externally run courses. Our commitment provides employees with the opportunity to attain news skills, enhance their knowledge and expertise, together with having the opportunity to work alongside diverse cultures.”

EG LNG’s stated policy is intended to foster a continual learning work environment, in which employees are granted the necessary skill sets, experience and background to make a continued contribution to a world-class LNG facility. EG LNG’s employees can readily pursue a range of advancement opportunities to positions of increasing responsibility and scope. Progression is based on individual performance, attainment of competencies relevant to the position, and personal initiative.

The company’s far-reaching initiatives of advancement – internal or otherwise – are indicative of EG LNG’s overriding goals in their contribution to the long-term success of Equatorial Guinea as a whole.