Category: Expert Opinion

Navigating the Road to Universal Health Coverage in South Africa

By Dr Reno Morar, Director: Medical School, Faculty of Health Sciences, Nelson Mandela University

Dr Reno Morar

Johannesburg, 20 November: As Director of the newly established Medical School in the Faculty of Health Sciences at Nelson Mandela University, I am honoured to lead South Africa’s tenth and youngest medical school. Our medical students exude an infectious spirit of hope and enthusiasm as we progress toward graduating our first cohort of Mandela Doctors in 2026.

As we navigate our journey at the medical school and within the Faculty, our goal is to successfully graduate composite health professionals who are equipped to serve our communities.

This journey is inextricably linked to a larger national goal: achieving Universal Health Coverage (UHC) for South Africa.

With the signing of the National Health Insurance (NHI) Act into law, South Africa stands at a pivotal moment in its healthcare journey. Achieving UHC promises equitable access to quality healthcare for all South Africans, regardless of income or location. But transforming this vision of UHC into reality requires much more than policy reflected in the NHI, it calls for robust planning, thoughtful resource allocation, and, above all, collaboration across sectors.

Our nation’s medical schools and higher education and training institutions are essential to the UHC journey in their support of South African’s human resources for health strategy. This strategy provides a foundation for advancing universal health coverage by ensuring healthcare professionals are appropriately trained to meet the demands of a redefined healthcare system.

These institutions play an instrumental role in building a workforce ready to support the NHI system. Lessons from our response to the recent COVID-19 pandemic have already shown us the power of unity; as we move forward, this spirit of collaboration between the public and private sectors will be crucial in shaping a resilient and inclusive healthcare system that can achieve UHC.

The NHI Act sets out to provide universal access to quality healthcare services, bridging disparities and delivering equitable access to essential services for all South Africans. However, the path to UHC is about more than access, it requires quality, efficiency, and sustainability across a restructured healthcare landscape.

Photo by Hush Naidoo Jade Photography on Unsplash

The government’s role here is pivotal – responsible leadership, resource allocation, and effective oversight are critical to building public confidence. This transition poses complex governance and constitutional challenges.

Implementing the NHI Act requires establishing new accountability mechanisms, redefining roles, and reassessing funding streams. Addressing these structural challenges – especially in under-resourced and underserved regions – demands both strategic mindset and practical capacity to adapt quickly to evolving needs.

Many of South Africa’s rural and township communities face significant shortages in healthcare resources and access to quality services. For NHI to succeed in these settings, dedicated efforts in providing adequate healthcare infrastructure and equipment, staffing, and strong governance and leadership are essential.

Achieving the ambitious goals of NHI without a solid foundation in governance and accountability would be a costly misstep. The success of NHI demands careful, evidence-based planning with clear goals and accountability.

This approach will require decades of commitment, with the understanding that universal healthcare frameworks often take generations to mature fully. NHI will not be a quick fix, but with meticulous preparation, it has the potential to become a sustainable, far-reaching health system intervention.  

Government planning must also account for the rapidly changing landscape of healthcare needs and technology. South Africa’s healthcare system must prepare not only for current demands but also for future challenges, including digital healthcare infrastructure and data security.

Protecting patient information and ensuring uninterrupted services is paramount in a digital age where data breaches are a constant risk. Recent experiences with cybersecurity issues in the National Health Laboratory Services underscore the importance of proactive measures in this domain.

The pandemic has taught us the power of unity in times of crisis. During COVID-19, South Africa’s public and private healthcare sectors demonstrated resilience, adaptability, and a shared commitment to public health. This partnership was instrumental in resource-sharing, patient care, and vaccine distribution.

It serves as a powerful reminder that as the NHI system is implemented over the next 10 to15 years, the system will benefit from a collaborative model where the expertise and resources of the private and public sectors complement each other in the public interest and wider community access.  

Collaboration between the public and private sectors must focus on expanding healthcare infrastructure, enhancing service delivery in underserved areas, and integrating innovative technologies for more efficient patient care. By working together, public and private sectors can foster a healthcare environment that maximises strengths and mitigates gaps in service. 

To sustain the implementation of the NHI system, South Africa needs healthcare professionals equipped to handle both the scope and scale of this vision. Medical and health professions education must adapt and evolve to meet these challenges, training future healthcare providers not only in clinical skills but also in adaptability, empathy, and resilience.

At Nelson Mandela University’s Faculty of Health Sciences, we prioritise these qualities, embedding community-based learning and problem-solving into our curriculum to prepare graduates for a diverse and demanding healthcare landscape.

Students experience firsthand the disparities within South Africa’s healthcare system, and this allows our students to develop the necessary understanding of the realities their future patients face.

Our programme equips them to work in a wide array of settings – from rural clinics with limited resources to state-of-the-art urban facilities. This holistic training ensures our graduates are capable of addressing the multifaceted healthcare challenges with the empathy and innovation necessary to serve our communities across South Africa.

The journey toward UHC and the implementation of NHI system is both inspiring and challenging. It is a bold declaration of South Africa’s commitment to affordable universal access to quality health care services, healthcare equity – and must be approached with open eyes and a steady hand.

Our success will depend on a combination of strategic planning, effective governance, and a commitment to collaboration across sectors.

South Africa has a unique opportunity to build a healthcare system that is equitable and resilient. By prioritising these foundational steps, we can pave the way for a healthcare system that genuinely serves all South Africans, one that fulfils the promise of our constitution and reflects the spirit of our democracy. The future of our healthcare system is within our hands, but only if we approach it with responsibility, collaboration, and a deep commitment to the well-being of all our people.

It will be an intensely proud South African moment when we graduate our first 45 Mandela Doctors from our medical school in 2026! As South Africans, we also want to be proudly South African about the health system we build for and with our people. 

Navigating Medical Aid Changes – Why Gap Cover is Essential in 2025 and Beyond

By James White, Director of Sales and Marketing at Turnberry Management Risk Solutions

Photo by Alex Green on Unsplash

As South Africans prepare to review their medical aid plans ahead of the window for change leading up to December, many are grappling with the difficult decision of whether to downgrade their cover. Rising costs and ongoing economic pressures have led an increasing number of individuals and families to seek more affordable medical aid options. However, while downgrading may be an immediate cost-saving measure, it is crucial to understand how this decision impacts overall coverage and why adding gap cover should be a vital part of your strategy.

The consequences of downgrading medical aid plans

In 2025, medical aid contributions are expected to rise significantly, with many schemes projecting increases in the 10-15% range, far outstripping the Consumer Price Index (CPI) and most people’s salary increases. These hikes pose a major financial challenge, especially for the average family whose income growth may not keep pace with the rising costs of healthcare. As a result, many are choosing to downgrade from comprehensive plans to more affordable options, often focusing on hospital cover while choosing to manage day-to-day medical expenses out-of-pocket.

However, downgrading often comes with hidden costs. Lower-tier medical aid plans may only cover 100-200% of the scheme rate, while medical specialists and healthcare providers frequently charge significantly more than this. This leaves you vulnerable to substantial out-of-pocket expenses, particularly for specialist care or hospital procedures. As a result, gap cover, which is designed to cover the shortfall between what medical schemes pay and what healthcare providers charge, becomes increasingly essential when downgrading your medical aid.

The vital role of gap cover

When you downgrade your medical aid plan, you may face more co-payments, reduced benefits, and sub-limits on procedures that previously had unlimited coverage. Gap cover serves as a critical financial buffer, protecting you from these unexpected medical expense shortfalls. However, it is important to note that many medical aids are making changes to existing plans for 2025, with increased co-payments and reduced benefits, and potential sub-limits on procedures that previously had full coverage. This means you need to be more informed than ever, not only if you are thinking of downgrading, because changes may affect your existing plan as well.

By incorporating gap cover, you can safeguard against these potential shortfalls and ensure that you are not caught off-guard by additional expenses. This safety net can help you navigate the complex and evolving healthcare landscape in South Africa, ensuring that you remain adequately covered, even in challenging economic times, particularly as medical schemes change the way their cover operates.

Evaluating your medical aid and gap cover options

When reviewing your medical aid policy, it is essential to assess how well it meets your current and future needs, including factors such as affordability and coverage limits. Navigating the complexity of this often requires expert advice, which is why your broker is an invaluable resource. Brokers have an in-depth understanding of the medical aid landscape and can guide you in making the most informed decision for your unique needs, whether you are downgrading your plan or considering other options.

Your broker can help you understand the potential shortfalls that come with a downgrade and ensure you have the right gap cover to supplement your plan. They will also assist you in reviewing your policy schedule, interpreting medical aid terminology, and comparing plans to ensure that you are fully aware of the benefits and changes heading into 2025. The right broker will work with you to find a medical aid plan and gap cover that align with your life stage, financial situation, and healthcare needs.

Ultimately, working with your broker to ensure you have the right medical aid plan and gap cover will provide peace of mind and protect your financial wellbeing in an ever-changing healthcare environment. With the right guidance from a knowledgeable broker, you can make informed decisions that safeguard both your healthcare and your financial future.

About Turnberry Management Risk Solutions

Founded in 2001, Turnberry is a registered financial services provider (FSP no. 36571) that specialises in Accident and Health Insurance, Travel Insurance, and Funeral Cover.

With extensive experience across healthcare and insurance industries in South Africa, Turnberry offers unsurpassed service to Brokers and clients. Turnberry’s gap cover products are available to clients on all medical aid schemes, as they are independently provided and are therefore transferable in the event of a change in the client’s medical aid scheme.

Turnberry is well represented nationally, with its Head Office based in Bedfordview, Johannesburg with Business Development Managers in Cape Town and Durban. The Turnberry Team’s focus on outstanding client service comes from having extensive knowledge and experience in the financial services sector and is underwritten by Lombard Insurance Company Limited. Lombard Insurance Company Limited is an Authorised Financial Services Provider (FSP 1596) and Insurer conducting non-life insurance business.

Dr Jessica Voerman Highlights Key Healthcare Trends to Watch for in 2025 

Source: Pixabay CC0

The healthcare landscape is rapidly evolving, and 2025 is poised to bring significant changes driven by technological advancements and shifting patient needs. As the sector faces ongoing challenges such as rising costs, limited access, and increasing demand for mental health services, innovative solutions will be key to addressing these issues. From the rise of virtual healthcare and wearable technologies to the growing influence of artificial intelligence, these trends are reshaping how care is delivered and experienced.

“The healthcare sector must embrace innovation to address challenges like affordability and accessibility while leveraging technologies such as AI, virtual healthcare, and wearables to reshape how we deliver care,” said Dr Jessica Voerman, Chief Clinical Officer at SH Inc. Healthcare.

KEY TRENDS POISED TO DEFINE HEALTHCARE IN 2025

  1. RISING HEALTHCARE COSTS AND ACCESS CHALLENGES
    As we approach 2025, the escalation of healthcare costs is expected to persist, with medical aid contributions outpacing inflation and the general expense of healthcare services becoming increasingly burdensome. This growing financial pressure is placing significant strain not only on patients, but also on healthcare providers and the broader healthcare system. In response, identifying and implementing innovative solutions to alleviate this looming financial crisis remains a critical priority for healthcare businesses nationwide. For many South Africans, the rising cost of healthcare is exacerbating issues of accessibility and affordability, with an increasing number of individuals unable to access necessary medical care. In light of this, we anticipate a strong focus on policy reform aimed at addressing these inequalities. As such, addressing healthcare disparities will continue to be a central theme in the ongoing development of healthcare policies and initiatives in the coming years. 
  2. INCREASING DEMAND FOR MENTAL HEALTHCARE SERVICES
    One of the most prominent shifts anticipated in the healthcare landscape by 2025 is the significant rise in demand for mental healthcare services. The recognition that mental health is integral to overall well-being has led to a growing push to integrate mental health services into primary healthcare systems. Such integration is proving to be both preventative and curative, as early intervention can improve long-term outcomes. Furthermore, mental healthcare is particularly well-suited for the adoption of digital health tools, such as virtual consultations, which can enhance access to care, particularly in underserved or rural areas. The increased focus on mental health will likely continue to drive growth in this sector, as more individuals seek professional support to manage mental health challenges. 
  3. EXPANSION OF VIRTUAL HEALTHCARE
    The trend towards virtual healthcare is expected to continue its upward trajectory in 2025, as more patients turn to telemedicine as either a primary or supplementary means of accessing healthcare services. According to a McKinsey report, telemedicine is projected to account for more than 20% of outpatient consultations by 2025. This shift is expected to be particularly pronounced in areas such as primary healthcare, chronic disease management, dermatology, and mental healthcare. Virtual consultations offer patients the convenience of receiving care remotely, which can help to reduce barriers related to distance, time, and accessibility. For healthcare providers, virtual healthcare offers opportunities to streamline services, increase operational efficiency, and reach a broader patient population. 
  4. THE ROLE OF WEARABLES AND HEALTH DATA COLLECTION
    Wearable health technologies, including biosensors capable of monitoring, transmitting, and analysing vital signs, represent another exciting frontier in digital health. These devices have the potential to revolutionise the management of both acute and chronic conditions by providing continuous, real-time data that can inform clinical decision-making. With their ability to track everything from heart rate and blood glucose levels to oxygen saturation and sleep patterns, wearables offer unprecedented insights into an individual’s health status. This wealth of data has the potential to improve patient outcomes, empower individuals to take a more proactive role in managing their health, and help healthcare providers tailor interventions more precisely. As these technologies evolve, they will become an increasingly important tool in both disease prevention and management. 
  5. THE GROWING IMPACT OF ARTIFICIAL INTELLIGENCE (AI)
    Artificial intelligence (AI) continues to make significant strides in healthcare, particularly in areas such as clinical decision-making, diagnostics, and operational efficiency. AI algorithms have demonstrated their ability to improve the speed, accuracy, and reliability of diagnoses, enabling healthcare professionals to make more informed decisions. Furthermore, AI-driven tools are improving clinical workflows, optimizing resource allocation, and enhancing the overall patient experience. In the realm of surgery, robotic-assisted technologies are increasingly being used to improve the precision of procedures, reduce the risk of human error, and shorten recovery times for patients. Additionally, the use of virtual and augmented reality technologies in medical training and physical rehabilitation is gaining traction, offering immersive, interactive experiences that improve learning outcomes and accelerate recovery for patients.

Looking ahead to 2025, healthcare is set to evolve rapidly, driven by technological advancements and growing demand for accessible, affordable care. Key trends such as rising costs, expanded mental health access, virtual healthcare, wearable technologies, and artificial intelligence are reshaping the sector.

For businesses and policymakers, staying ahead of these changes is crucial to ensuring sustainable, equitable, and effective care. By embracing digital tools, AI, and data-driven solutions, the healthcare system can improve both patient outcomes and overall efficiency. Collaboration and innovation across all sectors will be essential to meeting the evolving needs of patients and society.

Opinion Piece: Business Continuity and Data Management – a Life-or-death Situation in Healthcare

Photo by Nahel Abdul on Unsplash

By Hemant Harie, Group CTO at DMP SA / Gabsten Technologies

Ransomware attacks are a growing concern for healthcare facilities worldwide, with attacks wreaking havoc, including encrypting complex patient records, cancelling appointments, delaying life-saving surgeries, and even rerouting ambulances. The critical nature of healthcare services, combined with the sensitive personal and medical data they handle, makes hospitals and healthcare providers a prime target for cybercriminals.

When these systems are compromised, the impact is severe, jeopardising patient safety, disrupting service delivery and causing financial strain. It has become imperative for healthcare facilities to adopt more robust cybersecurity measures, including effective data management strategies as part of an overall business continuity approach. Partnering with an expert third-party service provider can assist healthcare facilities in ensuring continuity of care and business operations even in the face of cyberattacks.

Attractive targets with unique vulnerabilities

Digital transformation within the healthcare space, while vital for improving patient care,  can also introduce significant cybersecurity risks. Many hospitals and healthcare facilities are at different stages in their digital transformation , and legacy infrastructure is a common challenge, alongside immature cybersecurity posture and processes, making them more susceptible to attacks.

Cybercriminals often target these systems because they handle vast amounts of sensitive data, including Personal Health Information (PHI), which is highly valuable on the black market. In addition, these facilities often lack the dedicated IT and cybersecurity specialists they need to adequately defend against or recover from ransomware incidents.

The nature of information housed within healthcare and the consequences of a breach mean the stakes are high. This, combined with the fact that healthcare facilities are legally bound by regulations such as the Protection of Personal Information Act (PoPIA), Health Insurance Portability and Accountability Act (HIPAA) and General Data Protection Regulation (GDPR) to protect this information, means potential breaches could have catastrophic consequences.

The impact of ransomware on healthcare

Ransomware attacks can have devastating effects on healthcare organisations, leading to significant downtime that directly threatens patient care. Operations may be postponed or cancelled, disrupting treatment schedules and putting patients’ lives at risk. Additionally, the exposure of PHI can result in severe legal and ethical repercussions, including costly regulatory fines and lawsuits. Financial losses also extend to ransom payments, the cost of recovery, and reputational damage, all of which can linger long after the attack is resolved.

Moreover, a ransomware attack on one healthcare facility can damage the reputation of the entire network, as trust is critical in healthcare. Patients may be less likely to seek care from a hospital they perceive as insecure, leading to long-term financial and operational challenges.

Data management mitigates ransomware risks

To effectively combat ransomware, healthcare organisations must prioritise data management and cyber resilience. This starts with classifying and understanding the types of data being processed and stored , such as medical records, surgical files, and other critical patient information. Once this data is properly categorised, healthcare facilities can implement security controls that ensure the integrity and availability of the data.

Regular, automated backups stored offline are essential for mitigating ransomware risks. These backups allow facilities to restore their systems quickly without paying a ransom, minimising downtime and ensuring continuity of care. In addition to regular backups, hospitals should adopt advanced security measures such as multi-factor authentication, firewalls, and intrusion detection systems to safeguard against unauthorised access.

An expert partner enhances data management and security

Third-party service providers offer critical expertise and comprehensive solutions that healthcare organisations may lack in-house. These providers specialise in data management, backup, and disaster recovery, ensuring that hospitals have access to the latest technologies and best practices for defending against cyber threats. These experts bring valuable experience from handling multiple cyber incidents across various sectors, which can inform and improve the healthcare facility’s own data management practices. In addition to providing technical expertise, third-party providers can offer ongoing education, helping healthcare staff stay informed about the latest cybersecurity threats and recovery processes.

One of the key services offered by third-party providers is automated backup and disaster recovery solutions. These services typically include offsite storage, secure cloud options, and regular backups, all of which are vital for restoring data and reducing downtime during a ransomware attack. Offsite storage and cloud solutions also protect data from physical threats like floods or fires, adding an extra layer of security. In addition to traditional backup services, advanced tools can enhance data protection by providing early warning systems and simulating real-time production environments, which allow healthcare facilities to detect and respond to potential threats before they can cause damage. For example, scanning tools can identify which versions of data are clean and free from malware, enabling faster and more effective recovery.

Partnering with a third-party provider ensures that healthcare organisations have access to continuous support and the latest innovations in data protection. These providers not only help mitigate ransomware risks but also assist in compliance with industry regulations and offer scalable solutions to meet the growing needs of healthcare facilities.

As ransomware threats continue to rise, healthcare organisations must take proactive steps to safeguard their systems and protect patient data. Effective data management, including regular backups and disaster recovery plans, is essential for mitigating these risks. By partnering with third-party service providers, healthcare facilities can leverage specialised expertise and advanced technologies to enhance their cybersecurity defences and maintain continuity of care, even in the face of growing cyber threats.

Building a Patient-centric Healthcare Ecosystem in SA: A Bold New Vision

Bada Pharasi, CEO of The Innovative Pharmaceutical Association of South Africa (IPASA)

Imagine a healthcare system which ensures that every patient’s voice helps shape their treatment, where barriers to life-saving care are dismantled, and where innovation is driven by meaningful collaboration. In South Africa, this vision is no longer a distant aspiration; it’s an urgent mission to create a system that truly serves its people, writes Bada Pharasi, CEO of the Innovative Pharmaceutical Association of South Africa.

South Africa’s healthcare system stands at a critical crossroads. Despite remarkable medical advancements, countless patients remain on the sidelines, hindered by financial, regulatory, and logistical barriers. Today, there’s an opportunity to reshape this reality by building a patient-centred healthcare model that expands access, amplifies patient voices, and creates strategic partnerships.

Empowering patient voices

In a truly inclusive healthcare system, patients aren’t just recipients of care; they are active contributors. By integrating patient perspectives into decision-making, healthcare becomes more responsive to those it serves. 

Through collaborations with patient advocacy groups, educational campaigns, and year-round initiatives, there’s a growing movement to create an environment in which patients feel heard and empowered to influence the care they receive. While events such as World Patient Safety Day help highlight the importance of prioritising patient needs, the goal is to make this a constant focus, not just an annual observance.

Key prerequisites for achieving this are efficient regulatory frameworks, impactful public-private partnerships, rare disease management, and a true commitment to innovation. 

Streamlined regulatory partnerships

Timely access to groundbreaking treatments depends on efficient regulatory frameworks. Collaborating closely with regulatory authorities such as the South African Health Products Regulatory Authority (SAHPRA) is pivotal in expediting access to new therapies. 

Such partnerships ensure that treatments meet rigorous safety standards while streamlining approval processes so that life-changing therapies reach patients without unnecessary delays. Maintaining high standards for post-market safety also strengthens public trust and reinforces the resilience of the healthcare system.

Public-private partnerships: Catalysts for innovation

Expanding access to quality healthcare in South Africa demands strong public-private partnerships (PPPs) that leverage both public resources and private sector innovation. 

Collaborative efforts with the Department of Health and other key stakeholders maximise impact by ensuring that resources are effectively allocated and that patients benefit from the latest treatments. These alliances are vital for achieving universal health coverage (UHC) under the National Health Insurance (NHI) framework, helping to ensure that equitable, high-quality healthcare becomes a reality for all.

Closing gaps in rare disease management

For patients with rare diseases, access to treatment is often riddled with obstacles, from limited therapies and high costs to a lack of awareness. Multi-stakeholder collaborations, including advisory boards initiated by organisations such as Rare Diseases South Africa, bring together patients, healthcare professionals, and industry experts to advocate for better support and access to treatments. 

This prioritisation of open communication and patient-centred outcomes offers hope to rare disease patients who, through these partnerships, gain better access to essential treatments and the support they deserve.

Breaking down barriers to innovation

The drive for a more accessible healthcare system also requires addressing policy barriers. Streamlined processes, simpler registration pathways for new drugs, and patient-centred reimbursement policies ensure that patients receive the right treatment at the right time. 

Working alongside policymakers, healthcare providers, and civil society, a concerted effort is being made to create a system in which innovation and equity go hand-in-hand to provide better outcomes and quality of life for all South Africans.

Shaping the future of healthcare

The future of South Africa’s healthcare lies in a system that prioritises patients, breaks down barriers, and capitalises on partnerships to make innovation accessible. 

The call to action is clear: build a healthcare ecosystem that is dynamic, inclusive, and adaptable to ensure that every South African has access to the care they need. By promoting patient voices and ensuring collaboration across sectors, we can transform South Africa’s healthcare system to be more responsive, resilient, and equitable – a system that truly serves its people.

British Sleep Society Urges Getting Rid of Daylight Savings Time

Photo by Cottonbro on Pexels

The British Sleep Society has released a position statement in the Journal of Sleep Research advocating for the abolition of the twice-yearly clock changes in the UK and the restoration of permanent Standard Time (Greenwich Mean Time). This recommendation is based on scientific evidence highlighting the adverse effects of the clock change and Daylight Saving Time (DST) on sleep and circadian health.

The British Sleep Society emphasises that sleep is central to health and well-being and the enforced changes of clock time to DST can interfere negatively with sleep regulation. “What we often don’t realise is that DST changes our schedules, moving them forward by one hour while daylight remains the same. DST forces us all to get up and go to work or school one hour earlier, often in the dark,” said co-author Eva Winnebeck, PhD, of the University of Surrey. The Society stresses that natural daylight in the morning is crucial for maintaining an alignment of our body clocks with day and night, which is essential for optimal sleep and overall health.

“Some people even advocate switching to DST all year around. We think this is misguided, because it would leave us with dark mornings during the winter, and morning light is critically important for keeping our body clocks synchronized,” says coauthor Malcolm von Schantz, PhD, of Northumbria University.

Other sleep societies have also argued against year-round DST and advocate for the return to year-round Standard Time, but this position statement is the first published UK perspective. “The unique location and orientation of our UK landmass needs to be considered because permanent DST would over-disadvantage people west and north of London,” said first author Megan Crawford, PhD, of the University of Strathclyde.

Source: Wiley

NHI Offers an Opportunity to Boost Primary Healthcare – We Must Seize it

By Russell Rensburg

To see National Health Insurance primarily as the setting up of a state-run medical aid scheme risks underplaying its massive potential to restructure how public healthcare services are organised and funded, and with that, its potential to boost the delivery of primary healthcare services in South Africa, argues Russell Rensburg.

It has been 30 years since South Africa emerged from centuries long racial suppression and state-sponsored apartheid and took her place among the community of sovereign, democratic nations. In 1996, we adopted the final Constitution, in which we committed to addressing the injustices of the past and building a society based on social justice and human dignity. That promise is carried through in the Bill of Rights, which under Section 27 includes the right to healthcare, food, and social assistance. The right to access healthcare services, like many socio-economic rights, is subject to the state taking reasonable legislative and other measures within available resources to progressively realise the right.

Pursuant to this, the National Health Act, which provides the framework for a structured uniform health system within the country, was adopted in 2003. The Act assigns the minister of health the obligation to ensure the provision of essential health services, which must include primary healthcare services. But, to date, no health minister has published regulations that define the exact scope of essential health services, nor has a framework been offered for the development of a defined package of care to be provided within the resources available.

The result is that, despite significant investments in public funded healthcare, the system and the services it provides has largely been shaped by existing infrastructure inequity. Put differently, health investments have typically gone where the infrastructure exists, rather than being guided by providing a defined package of primary healthcare services in all the places where it is most needed.

In the near term, the health system faces several immediate challenges. Per capita spending is declining. Spending is biased towards hospitals, with 42% of the national health budget spent on central and provincial hospitals. Another problem is that health service planning and budgets do not sufficiently account for our changing demographic profile –  life expectancy has increased and we have a growing population of young people.

The National Health Insurance (NHI) Act is an attempt to address this through the establishment of the national health insurance fund, which initially will be the only purchaser of public sector healthcare services. Broadly, the NHI aims to pool funds to provide access to good quality, affordable healthcare services for all South Africans and certain foreign nationals, based on their health needs and irrespective of their socio-economic status.

This shift marks a substantial change from the existing setup, where 85% of the national health budget is allocated at the provincial level. In South Africa, the share provinces get of the national budget is largely determined by the equitable share formula. The health component of the formula includes a number of variables to account for healthcare need, including premature mortality (as a proxy for unmet need ), multi index deprivation (to account for social determinants of health such as poverty ), income, housing, and measures of sparsity (to account for rurality). But the biggest driver of funding is historical utilisation, which shapes resource allocation at the provincial level. The result is that the funding is overly focused on providing care under the existing systems, rather than progressively expanding access to healthcare, and boosting access to primary care in particular.

In short, NHI represents a major shift away from this paradigm by which provinces receive healthcare funds via the equitable share and based on historic spending.

How it will work

Under NHI, the public sector will budget according to level of care, initially prioritising the district health system through the establishment of district health management offices. These offices will support contracting units for primary care, which will comprise a district hospital, community health centres , primary healthcare clinics, and ward based outreach teams as well as provisions for integrated practice comprising GPs, pharmacists, dentists, and rehab professionals (occupational health, physiotherapy, and speech therapy). The district health management offices will be responsible for the achievement of health outcomes in districts.

In theory, this will allow for healthcare priorities to be shaped at the district level and for services to be more responsive to the healthcare needs of communities. For example, a district like OR Tambo could prioritise more resources towards addressing maternal mortality by expanding ante-natal services or developing responses to address the health access gaps for older people in rural areas. In urban districts, like the City of Johannesburg, it could prioritise expanding access to reproductive health services by contracting in private health providers who are better placed to respond to the needs of working women. Ultimately, such a shift to a more responsive and more localised health system could also help increase uptake of TB and HIV prevention and treatment services across the board.

How to get the ball rolling

Reorientating our health system towards primary healthcare will be a difficult and time-consuming process, given the complex nature of health systems. But, there are things we can do right away to get things moving. We don’t have to wait for full implementation of NHI.

The current District Health Programme Grant can be expanded to enable provinces to increase primary healthcare services. The grant currently focuses on resourcing the country’s response to HIV, which seems to have reached a plateau with fewer people initiated on treatment. Contracting in private providers using this grant could improve service accessibility for testing, reproductive health services and routine healthcare for the working poor. Indeed, contracting in non-state healthcare providers, such as healthcare NGOs, pharmacies, and GPs, can significantly improve the patient experience and help build the public trust that is needed for NHI. As we repurpose the District Health Programme Grant, we can also start building the systems we will need for the district health management offices envisaged under NHI, thus helping to ease the transition when it comes.

The biggest immediate opportunity however lies in improving the accessibility and acceptability of district health services for the working poor. A study by the Bureau of Market Research at UNISA estimated that around 75% of working people in South Africa earn less than R6 000 a month. The current structure of publicly funded primary healthcare services do not respond to their routine needs, which include accessing family planning, seeing a GP when ill, a dentist to address oral health issues or access to rehab services. Apart from meeting the needs of these people, expanding service points, particularly in urban areas, can also improve disease surveillance through increased testing, and increased uptake of HIV prevention and treatment services.

There are more areas where we can make progress now that will ease the transition to NHI. For example, the current National Tertiary Services Grant, with an allocation of R15 billion, can be used to support a deep dive into what services our hospitals offer, what resources they are allocated and why, and how all of that lines up with the health need in our districts. The data isn’t currently there to really know whether we are getting value for money from our public hospitals. As with primary care, we need to get a clearer understanding of the need and start re-engineering the system so that we are in a better position to meet that need as we start implementing NHI.

Ultimately then, it is limiting to think of NHI exclusively as the establishment of a state-run medical aid scheme – as it is often portrayed in the media. A public discourse dominated by debates over the future of medical schemes risks obscuring the substantial potential NHI offers for improving and restructuring how public health services are organised and funded. The reality is that with NHI, we have an opportunity to shift the focus of our healthcare system toward primary healthcare and in the process to make our health system much more efficient and equitable. It is imperative that we do whatever is needed to deliver on that potential.

*Rensburg is Director of the Rural Health Advocacy Project.

Note: Spotlight aims to deepen public understanding of important health issues by publishing a variety of views on its opinion pages. The views expressed in this article are not necessarily shared by the Spotlight editors.

Republished from Spotlight under a Creative Commons licence.

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Opinion Piece: Prioritising Healthcare Access for All Employees Makes Sound Business Sense

By Reo Botes, Managing Executive at Essential Employee Benefits

22 October 2024

South African businesses operate in an environment in which many employees, particularly those in lower income segments, struggle to afford basic healthcare services. Healthcare benefits like medical aid are simply not affordable for the majority of the workforce, even if they are subsidised, which exacerbates the existing dichotomy. Addressing this issue should be a strategic imperative as well as a matter of ethical compliance and social responsibility.

While executives play a crucial role in setting strategy, many layers of employees are operationally required to fulfil said strategy. Keeping all layers of employees healthy by promoting access to quality healthcare, boosts both sustainability and competitiveness. We dare not wait for the National Health Insurance (NHI) to come into effect to solve this challenge; we have a responsibility to make private healthcare more accessible, and one way that companies can do this is by incorporating affordable health insurance products into their employee benefits basket.

A legacy of inequality

The legacy of apartheid has left an indelible mark on South Africa’s socio-economic landscape. This is reflected in the persistent inequality that permeates many facets of life, including significant disparities between rural and urban areas, as well as access to healthcare. Decades later, private healthcare remains predominantly accessible to the wealthy, while the majority of South Africans are left to rely on an overburdened public health system.

Medical aid has been the traditional path to affordably accessing private healthcare, but the premiums remain out of reach for the lower income earners, even if companies subsidise the cost. The lower-cost medical aid options have struggled to get off the ground, and the effective rollout of the NHI will take many years to come to fruition. Since most people cannot afford medical aid and cannot rely on universal access to public healthcare, there needs to be another option that will enable them to access healthcare affordably. Making health insurance benefits available with options that suit different income segments will not only help to address this issue, but it will also benefit businesses as well.

A healthy workforce just makes business sense

From a legal standpoint, South African companies are bound by the Labour Relations Act and the Occupational Health and Safety Act (OHSA), both of which mandate the provision of a safe and healthy working environment. While these regulations primarily focus on workplace safety, the concept of a healthy workplace extends beyond physical safety to encompass the overall well-being of employees. Ethical governance demands that companies do more than the bare minimum required by law; it requires a proactive approach to employee welfare.

Beyond ethical and compliance concerns, having a healthy workforce is simply good for business. Healthy employees are more likely to be engaged, motivated, and productive, which in turn contributes to the overall success of the business. Moreover, a company that invests in the health of its workforce is likely to see a return on investment (ROI) through reduced turnover, lower absenteeism, and higher employee satisfaction.

By offering health insurance benefits that are tailored to the needs of employees across different income brackets, companies can demonstrate a genuine commitment to their employees’ well-being. This not only fosters trust and loyalty among the workforce but also enhances the company’s reputation as an employer of choice.

Health insurance for all, not just for executives

Photo by Emmanuel Ikwuegbe on Unsplash

Budget constraints are often cited as a major barrier when it comes to subsidising healthcare costs, but health insurance products aimed at lower income segments are a fraction of the cost of the more comprehensive medical aid products offered to executive tiers, and the cost-benefit ratio of providing greater access to healthcare services can be profound. When employees have access to health insurance, they can seek medical attention promptly, reducing the likelihood of prolonged illness and absenteeism, which in turn are detrimental to business.

Even if businesses, particularly small and medium-sized enterprises, cannot afford to subsidise health insurance products, they can still offer access to them as part of employee benefits. Companies can negotiate group rates for health insurance on behalf of their employees, making it more affordable than taking out a policy on their own and thus reducing the cost without the need to subsidise. Aligning health insurance benefits with employee needs and income levels ensures that the cover is both relevant and accessible and supports long-term business goals by promoting a healthier, more resilient employee base.

Change comes from the top

Human Resources (HR) and executive leadership play a pivotal role in the implementation of inclusive health insurance benefits. While executives are responsible for setting the overall strategy, it is the HR teams that must operationalise these strategies and ensure they are effectively communicated and implemented across the organisation. This includes understanding the diverse needs of the workforce, negotiating with insurance providers, and designing benefits packages that are both affordable and impactful.

By integrating health insurance into the broader employee value proposition, companies can enhance their appeal to top talent, including high performers in lower income brackets. A comprehensive benefits package that includes health insurance is a key differentiator in a competitive job market, helping companies attract and retain skilled workers who are critical to executing business strategies.

Inclusivity drives resilience

Ultimately, the provision of health insurance benefits for all employees is about building a strong foundation for business success. A healthy, happy, and productive workforce is essential for any company looking to achieve long-term sustainability and growth. By taking care of their employees’ health, companies are not only doing the right thing from an ethical standpoint but are also making a smart business decision that will pay dividends in terms of productivity, employee retention, and overall organisational resilience.

South African companies must recognise the importance of inclusive health insurance benefits as a critical component of their business strategy. Addressing the historical inequalities in healthcare access, meeting legal and ethical obligations, and investing in the health and well-being of all employees are essential steps towards building a more equitable and prosperous future for both businesses and their workforce. Businesses can play a pivotal role as the country continues to grapple with the challenges of inequality and healthcare access.

Mandatory Health Insurance for SA is an ‘Upgrade’ on NHI, Proponents Say

Photo by Hush Naidoo Jade Photography on Unsplash

By Chris Bateman

The idea of mandatory medical scheme coverage for employed people has made a comeback after the case for it was made at a recent conference. The policy move was previously on the cards in South Africa but faded after the ANC opted for National Health Insurance (NHI) at its 2007 national congress where Jacob Zuma was elected as the party’s new leader. Chris Bateman unpacks how a system with mandatory medical scheme membership for the employed might work and asked local experts whether it represents a viable alternative to government’s NHI plans.

A vigorous public debate has ensued since outgoing Netcare CEO, Dr Richard Friedland, on behalf of the Hospital Association of South Africa (HASA) delivered a strongly argued case for a return to what he described as the original ANC healthcare plan. He was speaking on “Viable and Near-term Opportunities to Providing Enhanced Healthcare in South Africa,” at HASA’s annual conference in Sandton held early in September.

Since then, the leadership of Business Unity SA (BUSA) met with President Cyril Ramaphosa and Health Minister Dr Aaron Motsoaledi, and his deputy and other senior officials, in mid-September to discuss “matters of concern” related to the NHI. The President requested BUSA to put forward specific proposals on “the remaining matters of concern” as a basis for re-engagement.

Some observers have suggested to Spotlight that these consultations are a first sign of government openness to changing or tweaking its NHI plans. But whether this means the door is actually open for a system of mandatory health insurance, or for mandatory health insurance as a stepping-stone toward NHI, is still unclear.

The NHI Act, that was signed into law by Ramaphosa in May, envisages a single-payer system where medical schemes are only allowed to cover health services that are not covered by the NHI fund.

How mandatory health insurance would work

Under mandatory health insurance, everyone who is in formal employment, or who earns above a certain threshold, would be forced by law to be a member of a medical scheme. This will result in medical scheme membership swelling substantially and some pressure being taken off the public healthcare system. It is also expected to result in medical scheme premiums being reduced because more healthy, younger people will join the schemes. People who are unemployed or who cannot afford health insurance will still be dependent on the public healthcare system.

Friedland said such mandatory healthcare insurance will triple the medical scheme market from 9.2 million to potentially 27.5 million beneficiaries over time and reduce those dependent on the state from 53.8 million to 35.5 million. In so doing, it would boost public healthcare per capita spending by 52%, (from R5 054 to R7 659), without any additional funding of the public sector budget, alleviate the strain on public hospitals and clinics, shorten waiting lists, and free up money to hire more staff and improve infrastructure. He said it is a “far faster and more efficient tool” for achieving health equity.

Responding to the counter argument that a mandatory health insurance system would entrench existing health inequalities, Professor Alex van den Heever, Chair of Social Security Systems Administration and Management Studies at the University of the Witwatersrand, said the opposite is true. “It accelerates convergence between the two systems faster than the NHI proposals,” he told Spotlight.

The relief for people who can afford medical scheme cover could also be significant. Friedland said mandatory medical scheme membership would bring more young and healthy people into the system, thus reducing the cost of monthly premiums by 25% to 30%.

Mandatory contribution schemes for civil servants have been implemented in more than half of the countries in Africa, while Thailand and many other Asian countries have started with mandatory cover for the formal sector before expanding to the non-formal sector. Such systems with what amounts to many medical schemes, rather than a single large fund, are also in place in several European countries, including the Netherlands and Germany.

Not a new idea

Mandatory health insurance, or an expanded role for medical schemes, are by no means new ideas in South Africa. Friedland told Spotlight that the ANC government’s own broad ranging 2002 inquiry into the various social security aspects of the South African health system concluded that national health insurance or the complete nationalisation of the private sector, could not be seriously considered as a reasonable option. (The inquiry itself was based on the Health Subcommittee Findings of the Committee of Inquiry into a Comprehensive System of Social Security.)

That 2002 report concluded: “National health insurance is not an option that emerges overnight as an alternative to social health insurance. Instead, it becomes feasible within market economies where formal employment levels are high. Prior to this, mixed systems are inevitable.”

One indication of how committed government was to such a mixed system with an expanded role for medical schemes in the early and mid-2000s, is the fact that the legislative framework to enable the expansion of medical scheme coverage was incorporated into the 2008 Medical Schemes Amendment Bill. That bill did not go as far as making scheme membership mandatory, but a mandatory system was clearly a next step on the reform agenda, as outlined in the very wide-ranging 2002 Taylor report on social security in South Africa. But presumably because of the NHI proposals, the 2008 amendments were allowed to lapse – and the scaffolding for a progressive expansion of medical scheme coverage collapsed.

There have since been several committees of inquiry and technical processes that validated an ongoing role for medical schemes, of which the Competition Commission’s Health Market Inquiry (HMI), that ran for five years (2014 to 2019), was the most technically detailed, consultative and authoritative. The HMI report did not recommend that medical scheme membership be made mandatory for people who are employed, but it did recommend a continued role for medical schemes and suggested that the most viable path to NHI may well involve first fixing the regulation of medical schemes.

Van den Heever said South Africa needs to quickly return to the pre-2008 reform trajectory to help stabilise the health system, “before more harm is done”. Government needs to summon up the political will to address the systemic governance failures of the public health system, removing the “bad actors and provincial cabals” that were destroying the integrity of South Africa’s free public health services, he added.

Better regulation also needed

For a system of mandatory health insurance to work, medical schemes will have to be more effectively regulated. Here the HMI report found that government had dropped the ball. It attributed the private health market failure and rampant medical inflation directly to government neglecting to regulate the private healthcare industry.

Health actuarial consultant, Barry Childs, joint CEO of Insight Actuaries and Consultants, told Spotlight private healthcare sector reforms urged by the HMI were ignored, resulting in ongoing confusion, high costs, complicated products and waste, among other problems. “Our incomplete medical scheme regulation keeps costs up, (for example anti selection, Prescribed Minimum Benefits), with benefits out of reach of most. We still don’t have a proper framework for lower cost-lower benefit products for those who cannot afford medical schemes,” he said.

The HMI report recommended a framework that went “way beyond naïve approaches to price control”, said Van den Heever, and addressed the powerful incentive structures driving unproductive forms of competition. In addition, he said, the industry-wide pooling approaches (risk equalisation and social reinsurance) followed international best practice and fully addressed issues of pooling fragmentation.

In the five years since the publication of the Commission’s HMI report, none of its major recommendations have been implemented.

Jobs and taxes

One common thread running back to the 2002 report, is the idea that South Africa is not economically ready for NHI and that a mixed system, possibly with mandatory health insurance, is more compatible with the current realities of high unemployment and a relatively small tax base.

“The root cause of inequity and inequality is not just a new form of apartheid. The real reason is the catastrophic level of unemployment. Until we address that, we will not solve an entire range of inequities, including food security, housing, education, and healthcare,” said Friedland.

On joblessness, Childs said South Africa was on track with the rest of the world’s growth up to 2008 but thereafter flat lined for over a decade. “We have dramatically underperformed the rest of the world and our peer group of middle-income countries in long term economic growth.”

In South Africa, unemployment is at an extremely high 33.5%, while in 2002 it was at 26%.

“If an NHI was unaffordable in 2002, how much more so is it today?” Friedland asked. He said that in this context, strong partnership, collaboration, and co-operation between the public and private sector is needed to bridge the polarisation that has arisen.

Analysis commissioned by BUSA found that raising the extra R200bn the health department says it needs to fund NHI would entail unrealistic and unaffordable tax hikes. It would either increase personal income tax by 31%, push VAT from 15% to 21.5%, or require the collection of a payroll tax of R1 565 per month from everyone in formal employment.

Van den Heever said that while government has a discretion to increase tax rates to any level it chooses, it cannot control the resulting amount of funds raised. He said that once tax capacity is reached, a hard ceiling on government revenue results at any given level of economic growth. The only way to grow revenues thereafter is through economic growth, failing which, revenues stagnate beyond government control.

The “big idea”, he said, was that new taxes would fund the move of medical scheme members to the public sector, in the form of a single NHI Fund, such that both public sector and medical scheme populations were covered in the same system – with net gains in coverage for both.

However, contrary to what was “correctly understood” from 1994 to the 2002 Taylor Commission, “the maths for such an approach, just does not add up”, said Van den Heever.

“The fastest way to de-segment the system is to allocate all new government revenues arising from economic growth to the people who need it most. This is not what the NHI proposals envisage. They want to dilute the public spend by trying to cover higher income groups. It is dangerous magical thinking that allows government to avoid dealing with the complex problems of the health system. Government needs to get back to its day job and do the heavy lifting needed to get our health system working again.”

Government response

Spotlight shared an earlier draft of this article with the National Department of Health for comment. While the department did not comment directly on mandatory health insurance, Foster Mohale, the department’s Director of Communications, emphatically reiterated their support for NHI and the NHI Act that was signed into law in May.

“There is no better time than now to reform South Africa’s health system. It is time to do away with the apartheid type of health system, and to reconfigure it into one that ensures that every South African gets the health care that they need, when they need, where they need and without incurring financial hardship. With the enactment of the NHI Act, the time for piecemeal approaches that retain benefits for the few and leave the majority to the whims of the market is no more,” Mohale told Spotlight.

He said that many countries, including Japan and the United Kingdom, have implemented health system reforms directed at achieving universal health coverage during times of crisis and low economic growth. “Therefore, to say that South Africa must sit and wait for some oracle numbers to emerge before instituting NHI is merely to argue that we must consciously let those that are carving profits and dividends from the anomalies that characterise our health system to continue. This is an irresponsible position that the Department cannot adopt as health is a constitutionally enshrined right for every South African, not just a privileged few,” he said.

On the questions of taxes, Mohale said: “We will not delve into the projected tax implications because we believe this is a matter that squarely falls under the purview of the National Treasury and the Minister of Finance. Suffice to say at the right time, and after necessary deliberations through formal government structures and processes, any information relating to this will be communicated to the public for comments prior to finalisation.”

Note: The 2002 Tailor report titled ‘Transforming the present – Protecting the future’ is not readily available online. There is this PDF version (unfortunately not searchable and with poor accessibility). For ease of use, we have created a Word version of the document that you can access here. Health is discussed in chapter 8.

Republished from Spotlight under a Creative Commons licence.

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Opinion Piece: Mitigate Risks and Enhance Efficiency – the ISO Accreditation Advantage

Photo by Scott Graham on Unsplash

By Robert Erasmus, Managing Director at Sanitech

ISO accreditation is a strategic investment that empowers businesses to enhance their competitiveness, mitigate risks, and seize new market opportunities. By adhering to globally recognised standards, organisations can build trust, streamline operations, and achieve sustainable growth. While the initial outlay may seem substantial, the long-term returns in terms of efficiency, customer satisfaction, and regulatory compliance far exceed the costs.

Building credibility and adherence to global standards

In today’s increasingly globalised business landscape, standing out from the competition is essential. ISO accreditation acts as a powerful endorsement, signifying a company’s commitment to quality, efficiency, and adherence to international best practices. By obtaining ISO certification, businesses can better mitigate risk while demonstrating their credibility and reliability to customers, suppliers, and stakeholders alike. 

How ISO standards provide a framework for best practices

ISO standards provide a structured approach to managing various aspects of an organisation’s operations, ensuring consistent performance and compliance with customer and regulatory expectations. These standards offer a comprehensive framework that guides companies in identifying, managing, and continually improving their processes, which ultimately provides an effective means of identifying and managing risk throughout the business. Here’s a brief breakdown of how specific ISO standards contribute to this:

ISO 9001: Quality Management System

  • Customer focus: Defines processes to understand customer needs and expectations, ensuring products or services meet or exceed these requirements. 
  • Process-based approach: Establishes a systematic approach to identifying, managing, and controlling processes to achieve desired outcomes. 
  • Continuous improvement: Promotes a culture of continual improvement by monitoring processes, identifying opportunities for enhancement, and implementing changes.

ISO 14001: Environmental Management System

  • Environmental Impact Assessment: Requires organisations to identify, assess, and control environmental impacts of their activities. 
  • Legal compliance: Ensures adherence to environmental laws and regulations. 
  • Resource efficiency: Promotes the efficient use of resources and waste reduction. 
  • Stakeholder engagement: Encourages dialogue with stakeholders to address environmental concerns.

ISO 22000: Food Safety Management System

  • Hazard Analysis and Critical Control Points (HACCP): Implements a systematic approach to identifying, assessing, and controlling food safety hazards. 
  • Supply chain management: Addresses food safety throughout the entire supply chain. 
  • Regulatory compliance: Ensures compliance with food safety regulations and standards. 

ISO 45001: Occupational Health and Safety Management System

  • Risk assessment: Identifies and assesses occupational health and safety risks. 
  • Legal compliance: Ensures compliance with occupational health and safety legislation. 
  • Emergency preparedness: Develops and implements emergency procedures. 
  • Employee involvement: Encourages employee participation in health and safety initiatives. 

ISO standards incorporate several fundamental elements to ensure consistent performance and improvement. These include the Plan-Do-Check-Act (PDCA) cycle for continuous enhancement, robust risk management practices, comprehensive documentation, regular internal and external audits to assess effectiveness, as well as periodic management reviews to evaluate overall performance and identify areas for improvement. By adopting these standards, organisations can leverage this robust framework for managing their operations, ensuring consistent performance, which positions the organisation to be able to meet the evolving needs of customers and regulatory authorities.

The benefits of working with ISO-certified suppliers

Choosing ISO-certified suppliers can significantly enhance a business’s supply chain resilience. This choice gives companies the peace of mind that their new suppliers adhere to rigorous standards, which ensures improved product and service quality, as ISO certification guarantees consistent product or service quality, reducing the risk of defects or errors.

There is also a reduction in the risk of non-compliance, as ISO-certified suppliers have robust systems in place to manage compliance with regulatory requirements, mitigating legal and financial risks. Additionally, ISO accreditation promotes efficient operations and well-documented processes lead to smoother collaboration and predictable outcomes. In short, partnering with ISO-certified suppliers strengthens a company’s supply chain reputation, inspiring trust among customers.

The bottom line of ISO accreditation

While the initial costs of ISO accreditation may be substantial, the long-term benefits are undeniable. By investing in ISO certification, businesses can enhance their credibility, improve operational efficiency, mitigate risks, and gain a competitive edge. Just as important, working with ISO-certified suppliers strengthens a company’s supply chain, ensuring the delivery of high-quality products and services. This in turn leads to increased customer satisfaction, loyalty, and business growth. 

As such, ISO accreditation is not merely a compliance exercise; it is a strategic investment that empowers businesses to thrive in today’s challenging market. By understanding the value of different ISO standards and the advantages of working with ISO-certified suppliers, companies can make informed decisions to drive sustainable success.