Partnership for Health System Sustainability and Resilience

In collaboration with London School of Economics, AstraZeneca, Royal Philips, KPMG, Apollo Hospitals, WHO Foundation and the Center for Asia-Pacific Resilience and Innovation

PHSSR at WEF DAVOS 2022: Collaborating to Build Resilient and Sustainable Health Systems

On 25 May 2022, the Partnership for Health System Sustainability and Resilience (PHSSR) held an affiliate session at the World Economic Forum (WEF) Annual Meeting in Davos on ‘Collaborating to Build Resilient and Sustainable Health Systems’.

Hosted jointly by WEF, the London School of Economics, AstraZeneca, Philips and KPMG, the session provided a platform to discuss how all participants in health systems globally, whether industry, government, health provider or patient, have a role to play in transforming healthcare, to make it sustainable, accessible, and responsive to the unmet needs of the future.

Opened and moderated by Dr. Anna van Poucke, Global Head of Healthcare, KPMG International, the event included an overview of ongoing crises in the world and their impact on health systems from Prof. José Manuel Barroso, Chair of the Board of Gavi, the Vaccine Alliance; former President of the European Commission and Prime Minister of Portugal.

For too long, health systems have been underinvested and viewed narrowly as a driver of costs to be contained. The pandemic exposed underlying gaps and showed us that this is unsustainable.. We need to treat healthcare as a strategic asset, with an investment mindset to build more sustainable and resilient health systems,” said José Manuel Barroso.

This was followed by a panel discussion from PHSSR leaders on the ways public-private partnerships can help health systems withstand future crises. Speakers on the panel included Frans van Houten, CEO, Philips; Leif Johansson, Chair, AstraZeneca; Prof. Syaru Shirley Lin, Chair of the Center for Asia-Pacific Resilience and Innovation (CAPRI) and Emanuele Capobianco, Chief Strategy and Impact Officer, WHO Foundation.

The pandemic has taught us that public-private collaboration is critical to making health systems more resilient and sustainable at the local, national and global levels. Collaboration across academic, public and private sectors can catalyse innovative ecosystems that will drive solutions to health challenges,” said Leif Johansson, Chair, AstraZeneca.

Pandemic preparedness and resilience is ongoing obligation that requires a plan, and Public-Private Partnerships, where companies play an important role and governments allocate the requisite resources,” said Frans van Houten, CEO Royal Philips. “We need to draw up a set of game rules on how we collaborate moving forward. Tough lessons were learned from the pandemic but we can be cautiously optimistic. We must come together and strengthen governance that is inspiring to tackle the bureaucracy in healthcare and prevent further fragmentation.

Emanuele Capobianco and Prof. Lin have both recently joined the PHSSR Steering Committee, to help strengthen the work of the PHSSR across wider regions. Prof. Lin heads up the newly launched organisation, CAPRI, a non-profit, nonpartisan think tank, based in both Taipei and the University of Virginia in Charlottesville. CAPRI will be spearheading policy solutions for sustainability in health, economics, and the environment in the Asia Pacific region, and is the PHSSR’s first global partner in the region.


1 March 2022

Healthcare system resilience: Leaders call for urgent action

The Healthcare System Resilience Summit at Expo 2020 Dubai convened ministers and global experts to discuss learnings from the pandemic and ensure that health systems of the future are ‘crisis ready’.

As a direct result of the Summit held on 30-31 January 2022, a number of prominent global health and policy leaders signed a global call to action to re-build health system integrity following the COVID-19 pandemic: Call for urgent action to ensure health system resilience and sustainability.

The statement urges stakeholders across healthcare, government, academia and business to see healthcare not as a cost, but as an investment - and commits to collaborating across borders so the greatest health crisis of our lifetime can become the catalyst for stronger health systems.

The Summit also hosted discussion of key innovations to support system recovery amongst members of the PHSSR, which welcomed several new countries to the unique multilateral partnership during the event.

PHSSR summit

The PHSSR’s second phase is underway

PHSSR Phase 2 has launched, expanding into new countries with a larger geographic spread than ever before. New countries in the next wave of the project include: Belgium, the Netherlands, Ireland, Greece, Portugal, Switzerland, Canada, Brazil, Japan, Saudi Arabia, Egypt, the UAE and India. The research is already underway in these countries and will be made available on this website when complete.

The Partnership also welcomes four new members: Royal Philips, KPMG, Apollo Hospitals and the Center for Asia-Pacific Resilience, who will help to resource, guide and amplify the work of the PHSSR.


Building Crisis-Resistant Healthcare Systems in a Post-COVID World

On 25 January, 2021 AstraZeneca CEO Pascal Soriot joined a panel discussion alongside other leaders on ‘Building Crisis-Resistant Healthcare Systems in a Post-COVID World’ on the opening day of the World Economic Forum (WEF) ‘Davos Agenda’ meeting.

With healthcare systems facing not only shocks such as pandemics, conflict, and natural disasters, but also chronic structural and governance challenges, changes to policies, practices and partnerships are needed to radically improve health system effectiveness and resilience.

The session provided a platform to review the learnings through COVID-19, underline the need to create more shock-resistant systems post-pandemic, and highlighted the Partnership for Health System Sustainability and Resilience, co-founded by the WEF, London School of Economics and AstraZeneca to address some of these issues.

“If we think about healthcare systems in the future and how to be better prepared, the first thing to do is to invest in prevention, early detection and early treatment.”

— Pascal Soriot

While there is a general understanding that preventing disease is better than treating it, the reality is that in OECD countries today only 3% of total healthcare expenditure is focused on prevention. An even smaller percentage (0.6%) is spent on immunisation and early detection. A specific example of this is playing out in therapy areas such as Chronic Kidney Disease (CKD), where almost 80% of cases are not diagnosed early enough to prevent high treatment costs, or too late to improve patient outcomes and quality of life. Prevention – including through early diagnosis – was a key point iterated by panelist Catharina Boehme, CEO of Foundation for Innovative New Diagnostics.

There is also a need to optimise where healthcare is delivered and decrease over-reliance on hospitals. This was also underscored by Kevin Washington, CEO of YMCA USA, who spoke of driving “stronger connections between clinics and communities”.

Digital innovation is a key driver here helping shift care to outpatient services, such as primary care, and facilitating the care of patients outside of hospitals. AstraZeneca has been able to leverage digital tools to help patients be treated outside hospitals – for example to enable care delivery to patients with chronic conditions such as asthma and cancer, who were unable to or perhaps reluctant to visit hospitals during the pandemic.

We need a shift in mindset and must consider health as a strategic asset to be invested in - as opposed to a cost to try to minimise.”

—Pascal Soriot

Health as an asset will ultimately need to be driven by a shift in mindset.
Historically, global efforts have gone into keeping down the cost of healthcare when in fact, the financial burden of disease can have catastrophic costs to the global economy. It will be important for the international health community and governments around the world to re-envision health as an asset that is invested in for the long-term.

Finally, collaboration is fundamental. As Pascal Soriot outlined, it is a fundamental part of AstraZeneca’s DNA and at the heart of the company’s pandemic response. For example, AstraZeneca’s partnership with The University of Oxford has enabled the delivery of a vaccine for COVID-19 in record time, and there are many other examples from across the sector. It is important to remember that the efforts of the life sciences sector to develop multiple vaccines and manufacture them at scale has never been done before, and this huge undertaking has only been possible thanks to collaboration, which should be capitalised on going forward. Equity is also driven through collaboration and this is central to AstraZeneca’s approach to its COVID-19 vaccine programme: enabling broad, equitable and timely access to as many countries around the world as possible.


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