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By Samrina Bhatti, Manager, Centre for Health Solutions
The World Health Organisation estimates that, between 2030 and 2050, climate change will be responsible for approximately 250,000 additional deaths per year.1 Climate change affects a number of social and environmental determinants of health – clean air, safe drinking water, availability of sufficient food and secure shelter - and experts consider it as the next public health crisis.2 ‘Net Zero’ has been adopted by the UK, the EU, and many other countries around the world as the best strategy to protect global populations from rising temperatures. This week is ‘NetZero Week,’ the UK’s national awareness week aimed at highlighting climate change challenge and providing expert advice and information to help individuals and businesses understand the challenge and how to benefit from making changes.3 This week’s blog builds on NetZero campaign to explores climate change’s impact on public health and how healthcare organisations can prioritise net zero efforts.
By Dominique Walcot, Consultant and Dan Donaghy, Director, Deloitte Consulting
Over the past few years, health regulators have been increasingly looking to use emerging technologies and new business models to reduce the burden of compliance and drive better efficiencies and regulatory outcomes. Recent changes to health legislation had been driving reform, and these changes were rapidly accelerated by the COVID-19 pandemic. Overnight, health regulators were unable to complete traditional face-to-face inspections or registration checks and had to rapidly evolve their models; deploying remote technologies and new ways of working to ensure key activities could be completed to keep patients and staff as safe as possible. For some regulators, this even meant moving into new areas of operations – such as vaccination monitoring. This blog discusses changes to the UK health regulatory system, growing trends in safety and quality regulation, and lessons learnt from the COVID-19 pandemic.
By Lisa Dittmar, Manager, Deloitte Consulting
Healthcare organisations face an exciting but uncertain future. In the face of the COVID-19 recovery, future health crises, the climate crisis, shifting models of care and increased digitalisation, generations of leaders will need to battle increasing levels of complexity alongside continuing uncertainty and make decisions quickly with incomplete information. Ultimately, however, they have less than 30 years to develop a net zero healthcare system that operates within a net zero economy. While this is daunting it’s also exciting and, if achieved, the future will be bright.
By Dr Maria João Cruz, PhD, Assistant Manager, Centre for Health Solutions
Following the launch of our eleventh annual report ‘Seeds of change: Measuring the return from pharmaceutical innovation 2020’, our UK and US Life Sciences R&D lead partners, Colin Terry and Neil Lesser, hosted a webinar with R&D executives from Pfizer and Novartis to discuss R&D productivity. The discussion also covered the impact of the COVID-19 pandemic on productivity. This week’s blog covers the main takeaways from this insightful discussion that resonated the most with me.
Integrating climate commitments into Pharma’s DNA: Good for business, the environment and public health
By Emily May, Research Analyst, Centre for Health Solutions
Last week, our Life Sciences & Healthcare UK leader James Gregson moderated a Reuters’ webinar, Pharma’s climate goals: The roadmap to delivery, with leaders from AstraZeneca, Roche and Health Care Without Harm. The discussion focused on the current pharma sustainability landscape and how to collaborate, accelerate and deliver climate commitments and embed them into pharma organisations’ DNA.1 Healthcare’s carbon footprint is estimated to have increased by 40 per cent since 1990 providing the pharma industry with an opportunity and responsibility to make a real difference. While there are promising signs across the sector of an increased willingness and commitment to counteract climate change, including adopting a more stringent timetable by which to meet carbon net-zero goals, the panel discussion and the focus of this blog is whether the pace of change is advancing fast enough and what more do companies need to do?
By Emily May, Research Analyst, Centre for Health Solutions
Giving blood or blood plasma saves lives, both in an emergency and for those people needing long-term treatments. Unfortunately, there are still many whose treatments are compromised because there aren’t enough supplies. Every year on June 14, organisations around the globe celebrate World Blood Donor Day (WBDD). This year’s WBDD campaign has the slogan ‘Give blood and keep the world beating’, aimed at reinforcing the global call for more people all over the world to donate blood regularly.1 In the UK, alongside championing donors, NHS Blood and Transplant (NHSBT) have used WBDD to introduce a new blood donation safety assessment initiative aimed at making donating blood more inclusive and accessible without affecting safety.2 This week’s blog explores this new initiative and how extra safety measures during the COVID-19 pandemic have protected the health of donors to enable blood donations to continue safely.
By Dr Maria João Cruz, PhD, Assistant Manager, and Emily May, Research Analyst, Centre for Health Solutions
Each year, Deloitte produces a report exploring the outlook for the life sciences sector. This year’s report, 2021 global life sciences outlook: Possibility is now reality, sustaining forward momentum, explores the many ways COVID-19 has accelerated change for the life sciences and MedTech sectors and what can be reimagined and made better. As a result of the pandemic, novel technologies that were expected to advance over a decade were adopted in a few months, weeks, and sometimes, even days and many organisations embraced this unprecedented pace of change. This week’s blog covers highlights from the report, with a specific focus on how sustaining and institutionalising new ways of working, collaborating and operating digitally, can help companies succeed and contribute towards a more compassionate and equitable world.
Devices that can remotely monitor/manage conditions could drive medtech growth, but business-model changes may be needed
By Glenn Snyder, principal, Medtech Practice leader, Deloitte Consulting LLP
Our report, The future unmasked: Predicting the future of healthcare and life sciences in 2025, highlights, among other things, healthcare’s move from episodic care to improving and maintaining the health and well- being of our population and supporting health ageing; an expectation that care will be designed around people not place; and the crucial role of MedTech and the Internet of Medical Things in driving value based care and influencing how the future will play out. This week’s blog, by Glen Snyder, our MedTech Practice leader in Deloitte consulting, appeared first as a US Center Health Forward Blog on 27 May and takes a closer look at an issue that links the aforementioned predictions, namely the role of medical devices in remotely monitoring and manging healthcare and how and why MedTech’s business models may need to change to stay ahead of consumer-focused, tech savvy companies that are entering the market.
By Dr Maria João Cruz, PhD, Assistant Manager, UK Centre for Health Solutions, and Sonal Shah, Senior Manager, US Center for Health Solutions
This week we launched Seeds of change: Measuring the return from pharmaceutical innovation 2020, the 11th report in our series on biopharmaceutical (biopharma) R&D. Since 2010, we have provided insights into the state of biopharma R&D by tracking the returns that leading global biopharma companies might expect to achieve from their late-stage pipelines. While the past few years has seen an increase in breakthrough advances in science and technology, the growing complexity of development and longer cycle times have reduced the average internal rate of return (IRR) for the cohort of companies covered by our research and placed mounting pressures on the industry. In addition, over the past 16 months, the search for treatments and vaccines against the COVID-19 virus have galvanised innovation at an unprecedented pace and scale. At the same time, many non-COVID-19 clinical trials have been delayed or even halted. This week’s blog explores our 2020 report findings and how companies can realise a productive future for drug development.
By Emily May, Research Analyst, and Karen Taylor, Director, Deloitte Centre for Health Solutions
Biosimilars are biological medicines made or derived from living organisms and comprise complex molecules that are highly similar and therapeutically equivalent to an approved reference biologic. As original biologics lose their patent protection, companies can develop biosimilar medicines in a shorter time frame and price them at around 20-30 per cent lower.1 The increased competition generated has the potential to deliver significant savings to healthcare systems. At last month’s Westminster Health Forum on ‘Priorities for biosimilars in the NHS’2 we discussed biosimilar competition, cost-effectiveness and access. This week’s blog summarises our related research on the benefits, market position and future implications of biosimilars for healthcare stakeholders.