Wits Business School WBS-2018-4

Hartmann Southern Africa:

Keeping Healthcare Moving Forward
“Good business performance allows us to invest in research and innovation. It allows us to think long term.
That makes it possible to change healthcare for the better, everywhere.” -Paul Hartmann1

In September 2016, Wits Business School MBA student, Rishka Reddya, was reviewing the information
she had gathered for a proposal she was considering putting to Andreas Joehle, chief executive officer
(CEO) of the Paul Hartmann Group, a leading international supplier of medical, hygiene and healthcare
products. The proposal, which she hoped would result in an internship opportunity at Hartmann, presented
Reddy’s strategy on how Hartmann could best expand into sub-Saharan Africa.

While Reddy reviewed her notes, the question at the forefront of her mind was how, with an available
budget of R500 million, to develop an innovation strategy that aligned with Hartmann’s global goals and
values, while considering the unique context of operating in sub-Saharan Africa.

Background on Hartmann
German company Paul Hartmann AGb (Hartmann) (see Exhibit 1 for logo) was established in 1818 and
formed the core of the Hartmann Group. Hartmann had its headquarters in Heidenheim, Germany. By
2017, the company employed 10 519 staff members and had a presence in 33 countries worldwide, three
of which were in Africa: Algeria, Morocco and South Africa.2

Known for its mission to “constantly look for ways to improve treatments, outcomes and healthcare
experiences in both the professional sector and at home”, Hartmann had operated according to three core
values over the years: a passion for what it did, building sustainable partnerships, and operating in the
highest professional manner.3

When Joehle was appointed CEO of the international Hartmann Group in July 2013, he not only brought
with him vast experience in the healthcare industry, but even more importantly, his passion for innovation

a
Note that Rishka Reddy and the proposal she is considering is fictional. All the other information in the case is derived from
secondary source research. Hartmann was not directly involved in providing information for this case.
b
Aktiengesellschaft (AG) referred to a public limited company in Germany. [Source: Investopedia (n.d.), “Definition of AG
(Aktiengesellschaft)”, available at: www.investopedia.com/terms/a/ag-aktiengesellschaft.asp (accessed 4 December 2017).]
This case was prepared by Professor Chris van der Hoven with research associate Stephanie Townsend. It is intended for
classroom use only. It is not intended to demonstrate effective or ineffective handling of a business situation.

Copyright ©2018 Graduate School of Business Administration, University of the Witwatersrand. No part of this publication may
be reproduced in any format – electronic, photocopied, or otherwise – without consent from Wits Business School. To request
permission, apply to: The Case Centre, Wits Business School, PO Box 98, Wits 2050, South Africa, or e-mail
Nthabiseng.Kekana@wits.ac.za.
Hartmann Southern Africa: Keeping Healthcare Moving Forward

and diversity. He explained: “We need diversity to innovate, to change and to improve. Diversity comes in
many different forms, but for innovation to take place, you need diversity of ideas and a diversity of
experiences. You need a multicultural environment where people see things from different perspectives
and can challenge each other. The obvious solution to a challenge may be staring you in the face, but
sometimes you need someone with a different view to point it out. If we surround ourselves with people
exactly like ourselves, we stay biased and become blind to new and different solutions.”4

Hartmann’s strategy and goal were embedded in its brand promise of “Going further for health – for
everyone, everywhere, at all times”.5 One way of reaching that goal, according to Joehle, was by being
inventive and acting cost-effectively in all of its sales regions.6 Hartmann’s Spanish production facility in
Mataró, Catalonia, was an example of adopting the Hartmann “lean thinking” philosophy to transform the
plant. It applied the L.A.C.E. (Leadership-Accountability-Commitment-Execution) framework, as
explained by Jonathan Escobar, Hartmann’s global head of lean management: “The basic mindset defining
our approach to our lean transformation was expressed in the L.A.C.E, whose principles have guided us,
putting the ‘customer is boss’, ‘respect for people’ and ‘improve or nothing’ core beliefs at the centre of
our every decision.”7

Despite the slow growth of the global economy, the group had consolidated sales of €1 986.5 million in
2016 (a rise of 3.2% from 2015) and consolidated earnings after tax of €90.1 million for the 2016 year.
(See Exhibit 2 for group performance indicators.)

Hartmann South Africa

The Johannesburg-based medical supplier Vitamed Pty (Ltd) had represented Hartmann in sub-Saharan
Africa since 1996 as a distributor of its products. In 2001, Hartmann obtained a 70% share in Vitamed and
it became Hartmann-Vitamed until 2003, when it became Hartmann South Africa, a wholly-owned
Hartmann subsidiary. The business comprised four departments: pharmacy, hospital, aged care and export.
Aside from distributing Hartmann products, the company also manufactured Hartmann facemasks, shoe
covers, headwear and incontinence underpads (mattress protector) for the local market.8 Also in 2003,
Hartmann South Africa and specialty medical products company, Hollisterc South Africa, formed a
strategic alliance to combine their respective healthcare products and services.9

In line with South African regulations, Hartmann SA was a member of the South African Medical Device
Industry Association (SAMED). Accordingly, it was required to adhere to the association’s marketing and
business codes of practice, and to renew its SAMED licences to manufacture and distribute medical
devices at the beginning of each year. In addition, all medical device importers had to obtain a South
African Medicines Control Council (MCC) licence.10

The South African medical devices industry was import-driven, with total imports of medical devices
valued at R11.619 billion in 2013 (latest figure available).11 The United States (US) dominated the
medical device import market in South Africa, with US importation valued at R3 billion (2013) in all
categories, but particularly in orthopaedics, prosthetics, patient aids and other consumables. Imports from
Germany followed in second place, valued at R1.8 billion (2013), with China in third place at R1.1 billion
(2013), followed by Switzerland, the UK and Japan.12 Regarding products, consumables such as
antibacterial wipes, bandages, hand sanitiser and patient care gloves made up the largest share of South
Africa’s sales of medical devices, estimated to reach 19% in 2020.13

Expertise
Although Hartmann was typically considered to be an expert in wound management, the company also
specialised in infection management, incontinence management, personal healthcare and risk prevention.
The Hartmann products consisted of simple and effective solutions – a trademark of the company – and,
for the most part, disposable products. Joehle explained why Hartmann produced simple products: “Rather
than being enticed by whatever new technology becomes available in wound care, which might only have

c
Hollister Incorporated, the parent company, manufactured healthcare products related to wound management, continence care,
ostomy care, bowel management, tube fasteners and bladder control products. [Hartmann South Africa (2013), “Hartmann &
Hollister”, available at: http://za.hartmann.info/158839.php (accessed 19 December 2017).]

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Hartmann Southern Africa: Keeping Healthcare Moving Forward

specific uses, at Hartmann we focus on two wound dressings in our Hydrotherapy range, for example.
Together, these products are able to treat up to 80 percent of chronic wounds. For us, a proof point that
simple can be much more useful than sexy.”14

The product range included hydro-active wound dressings; compression bandages; incontinence pads; the
MoliCare skin care range for dry, ageing skin; and stomad care products, and devices such as blood
pressure monitors and thermometers; first aid kits; examination gloves and surgical products.15 (See
Exhibits 3a to 3g for product range.)

In 2016, incontinence product sales performed best, making up 32.5% of total sales, followed by infection
management products (24.1%), wound management products (21.8%) and other products – such as
cosmetic cotton wool products, first aid, Kneipp product lines – and retail business comprising 21.6% of
total sales. 16 With regard to sales per region, Hartmann’s Africa, Asia and Oceania region performed third
best out of its four regions (Germany, Europe excluding Germany, and America being the other three)
with a percentage share of 7.9%. (See Exhibit 4a and 4b for share of total sales by business segment and
region.)

Collaborations
Over the years, Hartmann had acquired companies as subsidiaries, such as BODE Chemie (Hamburg),
Karl Otto Braun (Wolfstein), Sanimed (Ibbenbüren) and Kneipp (Würzburg), to expand its expertise and
products. This was in line with the company’s outlook that “collaboration is in our DNA”.17 It’s most
recent acquisition in 2017 had been Procter & Gamble’s (P&G) Lindor, a Spanish manufacturer and
distributor of adult incontinence products.18

Hartmann’s products were distributed to around 100 countries through a network of distributors on a
business-to-business basis. Partnerships also included healthcare professionals, where Hartmann
cooperated with local healthcare companies in various countries to sell and distribute its products to public
and private pharmacists at clinics and hospitals. Hartmann considered pharmacists and healthcare
personnel highly. Marc Pérez Pey, managing director of Hartmann Spain and regional vice chairman,
elaborated: “Hartmann doesn’t just make products. We support pharmacists and healthcare professionals.
We regard them as key agents in managing healthcare in the community. That is why we offer them
training and management resources, so they can establish themselves as the focal point for providing care
to the public.”19

A three-year partnership, signed in 2016 between Hartmann and international humanitarian aid
organisation CAREe, paved the way for Hartmann to expand in emerging markets in sub-Saharan Africa,
as CARE was active in 11 countries throughout East Africa and Central Africa – in line with Hartmann’s
goal of “taking healthcare further”.20 (See Excel spreadsheet for specific countries.) Although
Hartmann’s social impact project started in Bolivia, the company intended to be involved in emerging
markets on a far greater scale: “Over the next three years, we will select 18 employees to go to countries
in the developing world to support CARE Germany’s local healthcare infrastructure efforts,” Stephan
Schulz, Hartmann’s chief financial officer and labour director, noted.21 To this end, Hartmann planned to
expand its involvement with CARE to Kenya and Nepal in 2018.22

Hartmann would support CARE by providing hygiene education through teaching the local healthcare
workers best practices on hygiene and sanitation, emphasising the importance of hand and surface
disinfection, as well as teaching the residents the basics of wound management.23

Supply Chain Management

d
Stoma surgery resulted in a small opening on the surface of the abdomen being surgically created to divert the flow of faeces
and/or urine. Conditions resulting in stoma formation included colorectal cancer, bladder cancer, ulcerative colitis and Crohn’s
disease. A stoma bag collected the matter that came out of the stoma. [Source: Author unknown (n.d.), “What is a stoma?”,
available at: www.clinimed.co.uk/Stoma-Care/Stoma-Types.aspx (accessed 11 January 2018).]
e
CARE’s key focus was on improving the health and well-being, including education, of women and girls, and educating men
and boys on gender equality. In 2013, CARE was active in 86 countries, reaching more than 97 million people. [Source: CARE
(2013), “East and Central Africa”, available at: www.care.org/country/east-and-central-africa (accessed 1 November 2017).]

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Hartmann Southern Africa: Keeping Healthcare Moving Forward

Curbing supply chain costs featured high on Hartmann’s priority list. For this purpose, the Hartmann
Group acquired Wolters Kluwer Transport Services’ transport management software (TMS) solution,
called Transwide Software-as-a-Service. As a first step, the group focused on inbound distribution, and
then looked at improving delivery operations. The software enabled the group to optimise and automate all
its inbound transportation from factories, suppliers and dealers to more than 40 European logistics sites.
The logistics platform allowed everyone in the transport chain to check the status of a consignment, while
the business intelligence (BI) module provided analysis, statistics and illustrations to optimise transport
management.24

Innovation at Hartmann
Committed to creating innovative healthcare solutions, Joehle25 established two centres of excellence to
support this objective: the Hartmann BODE Science Center and the Medical Innovation Center.

Hartmann BODE Science Center

In 2009, BODE Chemie, a manufacturer and supplier of cleaning, disinfecting and skincare products for
the medical industry,26 became a wholly-owned subsidiary of Hartmann. The acquisition enabled the two
companies to combine and expand their expertise in infection protection – one of the most important
challenges the healthcare industry faced globally.27 By 2011, the merger had culminated in Hartmann’s
BODE Science Center, a scientific centre in Heidenheim for excellence in hygiene and infection
protection, focusing on infection management.28

Apart from research and product development, the BODE Science Center provided what it called
“systematic professional advice”. Its contact centre offered a number of services to users – hygiene experts
and healthcare professionals interested in hygiene and infection protection. For example, employees were
qualified to answer questions from the public and medical professionals on hygiene management,
infection risks, various products available and their proper application.29

Medical Innovation Center

In 2012, Hartmann launched its state-of-the-art training and production facility, the Medical Innovation
Center, also in Heidenheim. The centre included a fully equipped operating room for interactive training
sessions and workshops on the proper use of surgical procedure sets, where customers could watch the
interaction of clean room logistics.30

Hartmann manufactured nearly 100 million wound dressings and 700 000 customised surgical procedure
sets per year at the centre. Only five machines produced 280 versions of 11 wound care products. 31 A
tugger trainf – an innovative logistics train – ensured a continuous flow of material, by transporting raw
materials and semi-finished products to manufacturing facilities and picking up the finished goods.32

Product Innovation
Hartmann, through its continuous research, regularly added to its product range. But it was the company’s
hydro-responsive wound dressing, HydroClean®plus, which attracted the most attention. The product won
the top award in the “Most Innovative New Dressing” category at the Journal of Wound Care Awards in
2017 (see Exhibit 3a). Hartmann described its product as a “simple, effective, economical wound care
solution that improves patient outcomes”.33 The dressing changed the way wounds were treated by
keeping the wound moist for longer, as moist wounds healed faster.34

f
Tugger trains referred to in-house transport solutions used to transport materials as efficiently as possible during operations. This
type of transport supported just-in-time and just-in-sequence production processes. The prime mover drove through the plant
pulling wagons, which could be individually loaded according to in-plant requirements and demand. [Source: LKE-
Intralogistics (2014), Tugger Train Systems, available at: http://lke-
intralogistik.com/fileadmin/user_upload/PDF_Artikel/LKE_Intralogistikbroschuere_P-IL03_2013-14_englisch_web.pdf
(accessed 31 October 2017).]

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Hartmann Southern Africa: Keeping Healthcare Moving Forward

Another example of product innovation was the Tensoval Blood Pressure Monitor – a fully automatic
blood pressure monitor for self-measurement – that included Tensoval duog control. (See Exhibit 3c.)
Calling it a “world novelty”, Hartmann claimed that this was the first monitor with duo sensor technology
that provided ultimate accuracy and was manufactured as either a wrist device or a free-standing device.
This new technology was particularly suitable for people with high blood pressure, plus various types of
heart rhythm disorders.35

Researchers at Hartmann’s Spanish production facility also developed the adhesive technology currently
used to coat Hartmann products.36

The Healthcare Industry in Sub-Saharan Africa

The sub-Saharan Africa region had 48 countries and an estimated population size of just over one billion,
– 11% of the world’s population.37 The region experienced 24% of global diseases, but had only 3% of the
world’s doctors.38

Although the quality of healthcare in sub-Saharan Africa had improved over the past five years, progress
was still slow in most countries. This had resulted in citizens travelling to other countries, such as South
Africa, for better quality healthcare – and so becoming so-called “medical tourists”. Still, healthcare
investment was regarded as one of the fastest-growing sectors in Africa, supported by drivers such as a
fast-growing middle class, who demanded better healthcare, had a growing knowledge of healthcare
needs, and required better healthcare governance.39 According to Fredré Meiring, debt and capital
advisory partner at professional services firm Deloitte, apart from South Africa, countries such as
Botswana, Kenya, Nigeria and Tanzania showed signs of an advancing healthcare system.40

Clearly, the sub-Saharan Africa countries provided private healthcare companies with opportunities for
investment. Researcher Jean-Claude Bastos de Morais estimated that US$25–US$30 billion in new
investment would be needed in healthcare assets to meet the growing healthcare demands of sub-Saharan
Africa.41 Moreover, the International Trade Administration estimated growth of US$11.5 billion in the
medical devices market in 2018 in the Middle East and Africa.42 (See table below.)

Medical devices market: forecast for growth

(in USD billions)
Region 2016 2017 2018 2019 2020
Americas 166.6 176.5 187.3 197.9 208.6
Asia/Pacific 68.7 72.6 77.6 82.9 88.6
Central/Eastern 14.6 15.7 17 18.1 19.1
Middle East/Africa 10 10.8 11.5 12.5 13.2
Western Europe 79.5 85.1 92.6 101.4 106.2
Total 339.5 360.8 386.1 412.8 435.8
Source: Worldwide Medical Devices Forecast to 2020 43

Challenges and Opportunities

Even though most developing countries in the region had an urgent need for healthcare assistance and
private investment, global research company BMI, in its World Medical Devices Market Factbook 2012–
2017, was not optimistic about commercialisation prospects in sub-Saharan Africa. BMI’s reasons ranged
from “security threats in Nigeria and Kenya to systemic economic and political risks, pressurised aid flows
and corruption”. The report also noted that several sub-Saharan Africa markets came with significant
regulatory and operational risks.44

g
The duo sensor technology combined two professional measuring technologies – oscillometric technology and Korotkoff
technology – both used to measure blood pressure, so it reduced the possibility of malfunction, even in patients with heart
rhythm disorders. [Source: Paul Hartmann South Africa (2017), “Tensoval® Duo Control”, available at:
https://za.catalog.hartmann.info/hartmann-shop/assortment/product.html;jsessionid=-
JRgLcfbugPVYjBzh5SnF0SW?number=17826 (accessed 12 December 2017).]

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Hartmann Southern Africa: Keeping Healthcare Moving Forward

Further relevant challenges facing sub-Saharan Africa countries included limited energy resources, a
“brain drain” of healthcare practitioners at all levels, inaccessibility to medical facilities in rural areas,
inadequate road infrastructure, poor power supply and limited government funding.45 The shortage of
trained healthcare practitioners, including community health workers, was the result of inadequate
salaries, poor working conditions, the unwillingness of international donors to support financing for
human resources, and a lack of medical schools, among other factors.46

Of note was analysts’ emphasis on the importance of mobile technology in delivering better healthcare,
given the high penetration of mobile networks in countries in sub-Saharan Africa.47 According to the
World Health Organization (WHO), more people across Africa had access to a mobile network than to
electricity, clean water or a medical facility.48 This was confirmed by a report from mobile operator
association, GSMA Intelligence. Its The Mobile Economy: Sub-Saharan Africa 2017 report projected that
mobile network subscriber numbers in sub-Saharan Africa countries would grow from to 420 million
(43% of the population) at the end of 2016 to 535 million in 2020.49 Medical manufacturing companies
could, therefore, take advantage of the region’s mobile networks by developing and using mobile solutions
to support their own medical devices.50

BMI noted that as a result of an increase in non-communicable diseases such as cancer and diabetes in the
region, more advanced medical equipment was needed. Cancer had become a major public health problem
in sub-Saharan Africa. So much so, that BIO Ventures for Global Health (BVGH) called it a “crisis” and
reported that by 2017, 60% more Africans had died from cancer than from malaria.51 The risk of dying
from cancer was very high, because of late diagnosis and lack of treatment due to limited resources.52

However, because medical equipment (also for conditions other than cancer) was expensive, companies
that manufactured low-cost alternatives were in demand in sub-Saharan Africa. Companies operating in
this space included GE Healthcare’s Sustainable Healthcare Solutions (SHS) businessh, which aimed to
provide high-value, low-cost technologies and healthcare delivery solutions to underdeveloped countries.
The company had developed low-cost devices in the fields of cardiology, radiology and surgery.53 An
example of a low-cost product was the Philips VISIQ portable ultrasound system with high-resolution
imaging in a small, lightweight package with a two-and-a-half-hour battery life.54 This portable system,
the size of a tablet, was used in remote areas in Kenya to detect critical conditions in pregnancy.55

The importance of wound debridement (the medical removal of dead, damaged or infected tissue to
improve healing) and management of traumatic wounds in sub-Saharan Africa countries had been
highlighted by the Lancet Commission on Global Surgeryi. Yet, the commission made no mention of
chronic wounds, nor of training health workers in managing these wounds. Chronic wounds, according to
Dr Terry Treadwell, who had experience in Africa of treating such wounds, were “a major problem” in
sub-Saharan Africa countries.56 Because the most common types of chronic wounds were leg ulcers,
pressure ulcers and diabetic foot ulcers, the WHO suggested horizontal systems of primary healthcare in
Africa. Such an approach encouraged different disciplines to work together as a cross-functional team –
for example, diabetic experts and leprosy experts could both attend to chronic wounds.57

A common ailment in sub-Saharan Africa was obstetric fistulas – a form of urinary incontinence that can
arise during childbirth, especially when a trained birth professional or a doctor is not present. An estimated
2 million women suffered from the condition in sub-Saharan Africa countries, according to researcher
Nicole Telfer.58 (See also Exhibits 5a for a map showing sub-Saharan Africa countries, and 5b for
country-specific information, and the Excel spreadsheet for further information.)

h
The SHS business aimed to serve the 5.8 billion people in the world with little to no access to healthcare, by means of the
development of disruptive, low-cost technologies and healthcare delivery solutions relevant to multiple care settings and non-
traditional users. Digital industrial company GE participated in many business sectors – including power, transportation,
healthcare, energy connections and aviation. GE had established an Africa Innovation Centre in South Africa that served as a
centre of excellence for innovation and technology transfer to seven countries in sub-Saharan Africa. [Source: GE Africa (n.d.),
“South Africa: About”, available at: www.ge.com/africa/company/south-africa (accessed 30 November 2017); and GE
Healthcare (2017), “Sustainable Healthcare Solutions”, available at: http://shs.gehealthcare.com/ (accessed 18 January 2018).]
i
The Lancet Commission on Global Surgery identified and developed programmes to meet underdeveloped countries’ needs by
2030.

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Hartmann Southern Africa: Keeping Healthcare Moving Forward

Competitive Environment
Some of Hartmann’s direct and indirect international competitors were already active in Africa. A main
rival of Hartmann, the Swedish company Mölnlycke Health Care – also known for its breakthrough
innovation strategy – distributed wound care management and surgical products, among others, to the sub-
Saharan Africa market through its distributor Gentry Health in South Africa.59

The American multinational conglomerate corporation, 3M, divided its African operations into two
regions: 3M South Africa (comprising Botswana, Mozambique, Namibia and Zimbabwe) and 3M Africa.
The latter comprised North, East, Central and West Africa, including Algeria, Egypt, Libya, Morocco,
Tunisia, Angola, the Democratic Republic of the Congo (DRC), Ethiopia, Ghana, Kenya, Nigeria,
Tanzania, Uganda and Zambia. The company distributed a host of products – more than 65 000 – across
various industries. Some of its healthcare products included wound care products, sterilisation and
monitoring products, surgical products, critical and chronic care products, and casting and splinting
products.60

Smith & Nephew, which offered products for reconstructive orthopaedics; advanced wound management;
sports medicine; trauma; and ear, nose and throat (ENT) products, had representation in many sub-Saharan
Africa countries. Among these were Botswana, Kenya, Mauritius, Namibia, Nigeria, Rwanda, South
Africa, Sudan, Swaziland, Tanzania, Uganda, Zambia and Zimbabwe.61

TENA, another global healthcare organisation, manufactured incontinence devices and distributed its
products to South Africa and Tunisia.62 Likewise, direct competitor Coloplast distributed its bladder and
bowel products, wound care products, stoma bags and surgical urology products in South Africa, Algeria
and Egypt.63 Reddy believed that there was a possibility that both of these organisations would want to
expand their reach in sub-Saharan Africa.

She also believed that indirect competition could be turned into opportunity through innovative
partnerships with companies in unrelated fields. For example, biotechnology company Genzyme Sanofi,
which focused on rare diseases, multiple sclerosis, immunology and oncology, was also active in sub-
Saharan Africa countries.64 She wondered whether there might be an opportunity for Hartmann to partner
with Genzyme, and on what basis.

Glocalisation
International companies that had been successfully operating in sub-Saharan Africa countries had
managed to find the right mix of global and local practices, which led to the usage of the term
“glocalisation”. Joehle was acutely aware of the importance of glocalisation, as he had repeatedly declared
that “it is important to always maintain a balance between centralisation and close contact with the
customer”.65

Analysts warned foreign investors never to assume that any country or sector in Africa operated in the
same way, as each country had different dynamics.66 Michael Duys, CEO of Duys Engineering, which had
expanded from South Africa into Mozambique 15 years ago, agreed and offered some additional advice:
“To succeed in any country, one needs to have a local presence and local knowledge, so larger
organisations should consider partnering with smaller local companies to leverage each other’s
knowledge, experience and other resources.”67 Even more importantly, he added that any form of
arrogance would not be tolerated in any African country.68 Meiring, too, echoed his advice: “You need
people on the ground in the country to really understand it and live the life of those people to find out all
the nitty-gritty issues before even approaching the matter of investing in healthcare in that country.”69

Conclusion
Despite the risks of doing business in sub-Saharan Africa countries, Reddy believed that Hartmann’s “can-
do” attitude would enable the organisation to overcome the challenges posed by the sub-Saharan Africa
healthcare and business environment. As Reddy mulled over her notes, she wondered how best to develop

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Hartmann Southern Africa: Keeping Healthcare Moving Forward

an innovation strategy that aligned with Hartmann’s global goals and values, and which would get her a
foot in the door for an internship.

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Hartmann Southern Africa: Keeping Healthcare Moving Forward

Exhibit 1 Paul Hartmann Logo

Source: Paul Hartmann (n.d.), “Who We are”, available at: https://hartmann.info/en/who-we-are/history (accessed
16 October 2017).

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Hartmann Southern Africa: Keeping Healthcare Moving Forward

Exhibit 2 Paul Hartmann AG Group Performance Indicators 2015/2016

Year-on-year
In euro (thousand) 2015 2016
change in %

Earnings
Sales revenues 1 941 004 1 986 450 2.3
Of which outside Germany in % 66.1 65.8 -0.5
Consolidated net income 84 778 90 100 6.3
Net return on sales in % 4.4 4.5 3.8
Cost of material 869 469 868 065 -0.2
Personnel expense 483 999 510 422 5.5
EBITDAj 198 978 210 818 6.0
Return on EBITDA in % 10.3 10.6 3.0
Depreciation/amortisation on tangible and
intangible assets 66 757 71 717 7.4
EBIT 132 661 139 101 4.9
Return on EBIT in % 6.6 7.0 2.5
Cash-flow 168 152 157 357 -6.4
Free-cash-flow 63 685 91 603 43.8
Balance sheet
Balance sheet total 1 278 619 1 329 339 4.0
Non-current assets 510 121 514 486 0.9
Investments in tangible and intangible assets2 74 475 69 203 -7.1
Current assets 768 498 814 853 6.0
Equity capital and reserves 759 098 816 208 7.5
Equity/asset ratio in % 59.4 61.4 3.4
Return on equity in % 11.2 11.0 -1.2
Employees as at Dec 311 10 346 10 372 0.3

1. Excluding staff on parental leave and Paul Hartmann AG board members.

2. Excluding investments from acquisitions like goodwill.

Source: Paul Hartmann Group (2017), “Who We are”, available at: https://hartmann.info/en/who-we-are/key-figures
(accessed 12 October 2017).

j
Earnings before interest, tax, depreciation and amortisation.

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Hartmann Southern Africa: Keeping Healthcare Moving Forward
Exhibit 3a Selection of Wound Dressings
Polyacrylate Wound Dressing
HydroClean®plus
Superabsorbent wound dressing pad, which
creates in combination with Ringer’s solution
a moist wound environment for up to 24 hours
- the plus-presentation for up to 3 days;
removes necrosis and coatings and in
exchange, absorbs wound exudate and in this
way, accelerates wound cleansing; the
hydrophobic covering prevents adhesion; it
can be removed without wound irritation.
Exhibit 3b Selection of Compressive and Support Therapy
Cohesive Bandage
Pütter-haft
Cohesive, latex free short-stretch bandage
with textile elasticity; elasticity of approx.
60 %; cohesive effect on both sides for
perfect fit; very high working pressure with
light resting pressure; may also be worn
when the patient is in a resting position;
breathable; may be sterilised (by autoclaving
at 134 °C); skin-coloured.
Foam Wound Dressing
Foam dressing with polyurethane top layer
permeable to water vapour; the strong
capillary effect of the special hydrophilic pore
structure enables a rapid transport of wound
exudate and ensures a balanced moist wound
environment; germs and cell debris are safely
bound, even under compression; soft and
smooth with good padding properties.
Non-Cohesive Bandage
Idealflex®
Permanently elastic multi-purpose short-stretch
bandage; elasticity of approx. 80 %; no loss of
elasticity in wear; hard-wearing; may be washed
at 60 °C and sterilised (by autoclaving at 134
°C).
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Hartmann Southern Africa: Keeping Healthcare Moving Forward

Exhibit 3c Selection of Incontinence Management Products (Moderate, Severe and Very

Severe Incontinence)

Elasticated Net Pants

MoliPants® Comfort

Elasticated net pants with comfortable fit.

Washable 15-20 times at 60°C.

Exhibit 3d Selection of Medical Skin Care Skin Products for Ageing Skin over 70

Menalind® Professional Protect

Special products with valuable ingredients for the protection of the skin in the
genital area against aggressive substances in incontinence; tailored to the needs
of aging skin, and specially designed for not inhibiting the absorption capacity
of incontinence products; a skin protection oil spray completes the skin care
product line; dermatologically tested.

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Hartmann Southern Africa: Keeping Healthcare Moving Forward
Exhibit 3e Selection of Diagnostic Products
Blood Pressure Monitor
Tensoval® duo control
The innovative technology combines two
professional measuring technologies: the
oscillometric technology and the Korotkoff
technology, which is also used by physicians
to measure blood pressure. Reduced
susceptibility to malfunction, producing
correct measured values even in patients with
heart rhythm disorders.
Exhibit 3f Selection of First Aid Products
Medical First Aid Set
DermaPlast® Medical First Aid Set
First-Aid Bags containing different
assortments of first aid materials for sports and
leisure activities or for travelling; made of
hard-wearing nylon fabric; easy to attach due
to special velcro loops; feature a front pocket
with zipper, each pouch comes individually
wrapped.
Infrared Thermometers
Thermoval® duo scan
Clinical ear and forehead thermometer; two
measuring methods: ear and forehead
measurement; robust and reliable use; highly
accurate measurements, ensured by the latest
measuring sensor technology; quick infrared
measurements; stores the last measured value.
Plaster (for special uses)
DermaPlast® EFFECT
The hydrocolloid plasters are based on the action
mechanism of moist wound healing, providing and
maintaining an optimal hydration to the exposed
damaged tissue. The plasters are waterproof and
form a bacterial barrier.
13
Hartmann Southern Africa: Keeping Healthcare Moving Forward

Exhibit 3g Selection of Patient Care products

Personal and Patient Hygiene Examination Gloves

Vala®Clean soft Peha-soft® powderfree

Disposable washing gloves made of extra-fluffy,
tear-resistant non-woven fabric, soft and very
absorbent.
Disposable examination gloves made of soft latex,
powder-free; highly elastic and tear-resistant;
texturing of the finger area ensures optimum grip;
due to double-chlorination excellent donning, fit and
high tactile sensitivity; can be worn left or right.

Source: Paul Hartmann (n.d.), “Our Products”, available at: www.hartmann.info/en-AE/our-products (accessed 27
November 2017).

14
Hartmann Southern Africa: Keeping Healthcare Moving Forward

Exhibit 4a Share of Total Sales by Business Segment in Euros (Million) and Percentage,
2016

Source: Paul Hartmann Group (2017), “Who We are”, available at: https://hartmann.info/en/who-we-are/key-figures
(accessed 12 October 2017).

Exhibit 4b Share of Total Sales by Region in Euros (Million) and Percentage, 2016

Source: Paul Hartmann Group (2017), “Who We are”, available at: https://hartmann.info/en/who-we-are/key-figures
(accessed 12 October 2017).

15
Hartmann Southern Africa: Keeping Healthcare Moving Forward

Exhibit 5a Map of Sub-Saharan African Countries

Source: US Department of State (n.d.), “African Affairs: Countries and Other Areas”, available at:
www.state.gov/p/af/ci/ (accessed 18 January 2018).

16
Hartmann Southern Africa: Keeping Healthcare Moving Forward

Exhibit 5b Sub-Saharan Africa Country-specific Information (Supplemental to Excel

Spreadsheet)

Angola
 Bordered Namibia, Zambia, DRC and Republic of the Congo.
 An access point for regional market of southern Africa and landlocked countries.
 No recorded occurrences of natural disasters such as floods, volcanic eruptions, cyclones or
earthquakes.
 Maintained political stability since the end of the 27-year civil war in 2002.
 Industry was at an early stage, with food and beverages as key sectors.
 Economy was expected to grow to 3.2% in 2018 as oil price recovered.
 Angola offered a stable and favourable business environment, a young and active population, a rising
middle class and a growing market, because of major public investments in the construction sector
and updating of economic and social infrastructures.
 Government planned to diversify the economy to reduce its dependence on oil, e.g. investment in
agricultural transformation and value chains to diversify exports.
 Fiscal relief for foreign investments: global investment amount equivalent to a minimum of
US$1 000 000. Reliefs granted for a maximum period of 10 years, depending on the nature and
amount of the investment, targeted sector, location of the project, social impact, number of jobs
created, volume intended for exports and the national gross value added.
 Science and technology industry in Angola remained limited, but with increasing awareness that
investment in the sector was crucial.

Sources: World Bank (2017), “Angola: Overview”, available at: www.worldbank.org/en/country/angola/overview

(accessed 12 December 2017); Simbrão, E. (2017), “Reasons to invest in Angola in 2017”, Brussels Express, 19
January, available at: https://brussels-express.eu/reasons-to-invest-in-angola/ (accessed 12 December 2017); and
Gallardo, G. and Muzima, J. (n.d.), “Angola”, African Economic Outlook, available at:
www.africaneconomicoutlook.org/en/country-notes/angola (accessed 12 December 2017).

Botswana
 Located at the centre of southern Africa, a strategically positioned bridge between South Africa,
Namibia, Angola, Zambia and Zimbabwe.
 Challenge: diminishing mineral (in particular, diamond) revenues and a dependence on export of
diamonds.
 Stable political, fiscal and macroeconomic environment with a multiparty democratic tradition.
 One of the world’s fastest-growing economies, averaging 5% per annum over the past decade.
 Challenge: current economic model generated strong state dependence (as both the main investor and
employer), yet little in the way of innovative value-added manufacturing or services in the economy.
 Opportunities for mining equipment, hospital/medical equipment and supplies, aircraft equipment,
pharmaceuticals, telecommunications equipment and services, computer hardware and software,
energy equipment, and financial and consulting services, as well as for solar energy production.
 Member of the Southern African Development Community (SADC), which provided member states
favoured treatment on import and export duties.
 Botswana and Germany governments had maintained friendly bilateral relations for many years.
 New trade portal objectives made it easier for traders and investors to comply with regulatory
requirements associated with the importation and exportation of goods, and allowed lower trade
costs, decreased time to do business and eased customs cooperation when moving goods and services
in and out the country.
 Social challenge: high levels of poverty (about 30% of the population lived just above poverty line)
and inequality, especially in rural areas and southern part of the country.
 Opportunity for the technology sector through Botswana’s plans to strengthen its health information
systems to improve the collection, dissemination and storage of data.

17
Hartmann Southern Africa: Keeping Healthcare Moving Forward

Sources: World Bank (2017), “Botswana: Overview”, available at:

www.worldbank.org/en/country/botswana/overview (accessed 12 December 2017); and Author unknown (2017),
“Botswana Medical Equipment and Pharmaceuticals”, export.gov, 18 July, available at:
www.export.gov/article?id=Botswana-Medical-Equipment-and-Pharmaceuticals (accessed 12 December 2017);
Author unknown (2017), “Botswana: Market Overview”, export.gov, 31 July, available at:
www.export.gov/article?series=a0pt0000000PAtNAAW&type=Country_Commercial__kav (accessed 12 December
2017); and World Bank (2016), “New trade portal makes import, export easier, cheaper in Botswana”, 15 March,
available at: www.worldbank.org/en/news/feature/2016/03/15/new-trade-portal-makes-import-export-easier-cheaper-
in-botswana (accessed 12 December 2017).

Ethiopia
 Bordered Eritrea, Somalia, Kenya, South Sudan, Sudan and Djibouti (Kenya’s main port).
 Weather cycles a risk factor. Ethiopia was vulnerable to droughts. To boost the economy in addition
to agriculture, the government had promoted growth in the manufacturing, textiles and energy
sectors.
 High political instability. Lots of unrest and protesting because of, among others, repression of
democratic rights and state violence.
 Government intended to transform Ethiopia into a manufacturing hub.
 Recently started construction of the Grand Ethiopian Renaissance Dam, a hydropower plant project
that was anticipated to triple the country’s current electricity generation.
 Fastest-growing economy in the region, but also one of the poorest.
 Another risk factor was commodity price volatility.
 Over the past two decades, there had been significant progress in key human development indicators:
primary school enrolment had quadrupled, child mortality had been cut in half, and the number of
people with access to clean water had more than doubled. These gains, together with more recent
moves to strengthen the fight against malaria and HIV/AIDS, painted a picture of more well-being in
Ethiopia.
 Internet and mobile services had been restricted during periods of social unrest.

Sources: World Bank (2017), Ethiopia: Overview”, available at: www.worldbank.org/en/country/ethiopia/overview

(accessed 12 December 2017); Author unknown (2015), “A brief history of Ethiopia: social, geographical, political
and cultural background”, BU Sound, Music and Ecology, 17 March, available at:
https://busoundecology.wordpress.com/2015/03/17/a-brief-history-of-ethiopia-social-geographical-political-and-
cultural-background/ (accessed 12 December 2017); and BBC News (2017), “Ethiopia Country Profile”, BBC News,
8 November, available at: www.bbc.com/news/world-africa-13349398 (accessed 18 December 2017).

Kenya
 Bordered Ethiopia, South Sudan, Uganda, Tanzania and Somalia.
 Political tension because of disputed elections in 2017. This contributed to a stalling of the economy,
and led to concerns from neighbouring countries, which used the Kenyan port of Mombasa as a
transit point for their imports and exports.
 One of the fastest-growing economies in sub-Saharan Africa and a stable macroeconomic
environment.
 Development challenges: poverty, inequality, climate change, low investment and low productivity.
 Increased spending on health and education were successful. Healthcare system had challenges, but
devolved healthcare and free maternal healthcare at all public health facilities would improve
healthcare outcomes.
 Kenya had a youthful and growing population, a dynamic private sector, highly skilled workforce,
improved infrastructure and a new constitution.
 Kenya was known as the Cradle of Africa’s Technological Innovation, because of the development of
pro-entrepreneurialism policies and partnerships. Government encouraged creativity and innovation.

Sources: World Bank (2017), “Kenya: Overview”, available at: www.worldbank.org/en/country/kenya/overview

(accessed 13 December 2017); and Ndemo, B. (2016), “How Kenya became the Cradle of Africa’s Technological

18
Hartmann Southern Africa: Keeping Healthcare Moving Forward

Innovation”, Newsweek, 27 December, available at: www.newsweek.com/how-kenya-became-cradle-africas-ict-

innovation-534694 (accessed 13 December 2017).

Malawi
 Bordered Mozambique, Zambia and Tanzania.
 Malawi had made some important economic and structural reforms, but poverty was still widespread,
and the economy remained undiversified and vulnerable to external shocks.
 Malawi had a stable government and a democratic multiparty system since the end of one-party rule
in 1993.
 Inflation rate declined because of the decline in food prices, as a result of the increased availability of
maize and a stable exchange rate.
 Growth of the economy still vulnerable to weather cycles, despite good rains in 2017.
 Challenge: a growing population on a limited resource base.
 Poverty and inequality remained very high, with one in two people still poor and reliant on
subsistence farming.
 UNICEF, in collaboration with the government, was considering using drones to transport medical
tests and blood samples from rural clinics to laboratories.
 Ministry of Health, through the Global Fund Project Implementation Unit (PIU), installed solar
energy at 85 health facilities nationwide.

Sources: World Bank (2017), “Malawi: Overview”, available at: www.worldbank.org/en/country/malawi/overview

(accessed 13 December 2017); Author unknown (2016), “Malawi turns to drones to bolster child healthcare in
remote communities”, The Guardian, 28 March, available at: www.theguardian.com/global-
development/2016/mar/28/malawi-turns-to-drones-to-bolster-child-healthcare-in-remote-communities (accessed 13
December 2017); and Author unknown (2017), “Solar project brings relief to Malawi health facilities”, IT News
Africa, 15 November, available at: www.itnewsafrica.com/2017/11/solar-project-brings-relief-to-malawi-health-
facilities/ (accessed 13 December 2017).

Mozambique
 Bordered Tanzania, Malawi, Zambia, Zimbabwe, South Africa and Swaziland.
 Abundance of water (although access to potable water to everyone remained a challenge), energy,
natural gas and mineral resources.
 The country remained vulnerable to natural disasters such as floods, windstorms and severe droughts.
 Strong ties to South Africa.
 Progress in peace talks in 2017 between FRELIMO (currently in power) and rebel party RENAMO,
culminating in recommendations on decentralisation and military affairs.
 A strong monetary policy helped stabilise Mozambique’s currency, as well as inflation to start
reducing by mid-2017. Inflation still high at 18%.
 Strengthening prices for coal, aluminium and gas; a post-el Niño recovery in agriculture; and
progress in the peace talks could result in growth towards 7% by the end of the decade.
 Cuts to the investment budget were affecting the economic and social sectors.
 Economic growth was driven by the manufacturing and agriculture sectors. Information and
communications technology (ICT) sector low at 2.7%.
 Poverty incidence remained high at 46.1%.
 Agriculture sector needed new technology and investment.
 Country continued to improve health, water and sanitation conditions. In 2016, the country had 3 000
new health professionals.

Sources: World Bank (2017), “Mozambique: Overview”, available at:

www.worldbank.org/en/country/mozambique/overview (accessed 14 December 2017); and Almeida Santos, A.,
Gallardo, G. and Filipe, M. (2017), “Mozambique 2017”, available at:
www.africaneconomicoutlook.org/sites/default/.../MOZAMBIQUE_EN_2017_0.pdf (accessed 14 December 2017).

19
Hartmann Southern Africa: Keeping Healthcare Moving Forward

Namibia
 Bordered South Africa, Botswana and Angola.
 Country possessed natural mineral riches (diamonds, uranium, zinc, gold, copper).
 Economic growth of 1.2% in 2016 as a result of low mineral prices, regional drought and a process of
fiscal consolidation, but expected to slowly recover.
 Political stability and sound economic management.
 Challenge: extreme socio-economic inequalities.
 Growth in new ICTs. ICTs increased access to healthcare, education and information.

Sources: World Bank (2017), “Namibia: Overview”, available at: www.worldbank.org/en/country/namibia/overview

(accessed 14 December 2017); and UNICEF Namibia (n.d.), Technology For Development, available at:
www.unicef.org/namibia/support_13721.html (accessed 14 December 2017).

Nigeria
 Bordered the Republic of Benin, Chad, Cameroon and Niger.
 Africa’s biggest oil exporter, with largest natural gas reserves.
 Main policy priorities of current administration, led by President Muhammadu Buhari: fighting
corruption, increasing security, tackling unemployment, diversifying the economy, enhancing climate
resilience and improving the living standards of Nigerians. Nigeria’s federated structure gave
significant autonomy to states.
 Nigeria had one of the fastest-growing economies in the world.
 Dependent on oil price. Challenge: to reduce the dependency on oil and diversify the economy.
 Economy returned to growth in late 2017, with a renewed focus on economic diversification,
promoting growth in the private sector and driving job growth.
 A lack of economic development in the northern part of the country.
 Largest population of youth in the world.
 Large parts of Nigeria’s population still lived in poverty, without adequate access to basic services.
 Challenges: insufficient infrastructure and corruption (government made efforts to combat corruption
through legislation).
 Slow development of technology, due to lack of funding and poor coordination of research and
development in the country.

Sources: World Bank (2017), “Nigeria: Overview”, available at: www.worldbank.org/en/country/nigeria/overview

(accessed 14 December 2017); and Adepetun, A. (2016), “Nigeria: why Nigeria’s technology growth is slow”, The
Guardian, 3 August, available at: http://allafrica.com/stories/201608030288.html (accessed 14 December 2017).

Tanzania
 Bordered Kenya, Uganda, Rwanda, Burundi, DRC, Zambia, Malawi and Mozambique.
 Economy was heavily dependent on agriculture.
 Sustained relatively high economic growth over the last decade, averaging 6–7% a year. Expected to
experience robust economic growth, underpinned by infrastructure development.
 Almost at the top of the fastest-growing economies in sub-Saharan Africa.
 Politically stable since its independence in the early 1960s.
 Government had increased development spending, helped eradicate corruption in public institutions,
cut back on government spending, and put in place a cap on the salaries of executive officers.
Measures were introduced to control tax exemptions.
 To boost growth in credit to the private sector and ease tight liquidity, the Bank of Tanzania reduced
the discount lending rate from 16% to 9% in August 2017.
 Some 12 million Tanzanians still lived in extreme poverty.
 Challenges: to improve the business environment and invest in infrastructure.
 Developments in the telecommunications industry in 2016/17: introduction of shared infrastructure
among mobile network providers in services such as Mobile Financial Services (MFS), the mobile

20
Hartmann Southern Africa: Keeping Healthcare Moving Forward

network sharing initiative between Airtel, TIGO and Vodacom. Tanzania was the first African
country to have platform interoperability as a norm.

Sources: World Bank (2017), “Tanzania: Overview”, available at:

www.worldbank.org/en/country/tanzania/overview (accessed 14 December 2017); and Deloitte (2017), Tanzania
Economic Outlook 2017, available at: www2.deloitte.com/content/dam/Deloitte/tz/Documents/tax/tz-budget-
economic-outook-2017.pdf (accessed 14 December 2017.)

Uganda
 Bordered Kenya, South Sudan, DRC, Rwanda and Tanzania.
 Strong government leadership that helped improve public sector management.
 Economic slowdown was mainly caused by adverse weather, unrest in South Sudan, private sector
credit constraints and the poor execution of public sector projects.
 Economy expected to recover to above 5% in 2017/18, and to 6% in 2018/19, subject to improved
weather conditions, increased foreign direct investment (FDI) inflows, and a stabilised banking
system.
 Growth challenges: reliance on rain-fed agriculture, regional instability, e.g. South Sudan, with
increased refugees to Uganda, and declining export earnings.
 Social challenges: Uganda still had extreme poverty, disease, poor access to education and
corruption.
 Investment in renewable energy sources: in 2016, a large solar plant in the Soroti region was built to
generate electricity to 40 000 homes, schools and businesses in the area.
 In 2016, government introduced free Wi-Fi to all citizens living within the borders of Kampala and
Entebbe, from 6pm to 6am.
 Also in 2016, Uganda introduced online visa application for visitors.

Source: World Bank (2017), “Uganda: Overview”, available at: www.worldbank.org/en/country/uganda/overview

(accessed 18 December 2018); and Olupot, N.E. (2016), “2016 in review: special coverage, Uganda”, PC Tech
Magazine, 31 December, available at: http://pctechmag.com/2016/12/2016-in-review-special-coverage-uganda/
(accessed 18 December 2017).

Zambia
 Bordered Zimbabwe, Tanzania, DRC, Angola, Botswana, Mozambique and Malawi.
 Political stability and a relatively efficient, transparent government. In 2016, the elected president,
Edgar Lungu, called for an end to moral decay and national transformation to address high levels of
poverty.
 Growth was forecasted to increase to 4.5% in 2018 and 4.7% in 2019.
 China had invested heavily in Zambia, creating jobs and new infrastructure.
 Growth challenges: dependency on copper as its sole major export and the declining demand for
copper from China, and poor management of water resources contributed to a power-generation
shortage.
 Social challenges: widespread and extreme rural poverty (two thirds of population still lived in
poverty), high unemployment levels, high birth rate and low life expectancy.
 The government made connectivity and the roll-out of relevant technology a priority, particularly in
rural areas. The telecommunications sector (fixed line and mobile) was thus positioned to help
achieve government objectives.

Sources: World Bank (2017), “Zambia: overview”, available at: www.worldbank.org/en/country/zambia/overview

(accessed 18 December 2017); Index Mundi (2017), “Zambia Economy – Overview”, available at:
www.indexmundi.com/zambia/economy_overview.html (accessed 18 January 2017); and Author unknown (2016),
“Zambia Profile – Full Overview”, BBC News, 22 January, available at: www.bbc.com/news/world-africa-14112920
(accessed 18 December 2018).

21
Hartmann Southern Africa: Keeping Healthcare Moving Forward

Zimbabwe
 Bordered by Namibia, South Africa, Botswana, Zambia and Mozambique.
 Emmerson Mnangagwa became president in November 2017 following a soft military coup, after
which Robert Mugabe resigned after 37 years in office.
 Analysts predicted Zimbabwe could be on a much stronger growth path following the change in
power, but it would take time and investors remained cautious.
 Inflation currently exceeded 200%, high government debts.
 The country had an abundance of natural resources, among them the world’s third-largest reserves of
platinum used in electronic and medical equipment, and the fifth-largest producer of lithium, essential
for rechargeable batteries. With the mounting global demand for smartphones and electric cars,
Zimbabwe was attracting increasing interest from mining companies.
 Challenges: corruption, an uncompetitive workforce, poor infrastructure and onerous regulations.
 Social challenges: majority of the population lived in poverty, high level of unemployment, e.g. more
than 600 unemployed social workers following a staff recruitment freeze across all government
departments to save costs.
 One of the highest literacy rates in Africa.
 State ICT companies competed against each other and so wasted resources, but better prospects for
the ICT sector would not realise soon, despite the new regime.

Sources: Turak, N. (2017), “Zimbabwe’s economic potential could be ‘huge’ post-Mugabe, analysts say”, CNBC, 16
November, available at: www.cnbc.com/2017/11/16/zimbabwe-economic-growth-could-be-huge-after-mugabe-.html
(accessed 18 December 2017); and Karombo, T. (2017), “Mugabe out: what of Zim’s tech future?”, ITWeb Africa,
23 November, available at: www.itwebafrica.com/ict-and-governance/273-zimbabwe/241615-mugabe-out-what-of-
zims-tech-future (accessed 18 December 2017).

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Hartmann Southern Africa: Keeping Healthcare Moving Forward

1
Paul Hartmann (2015a), Going Further for Health, corporate booklet, available at: https://hartmann.info/en/pages/Investor-
Relations-en/Downloads-en (accessed 12 October 2017).
2
Paul Hartmann (n.d.), “New Perspectives: Overview”, available at: https://hartmann.info/en/new-perspectives/overview
(accessed 11 October 2017).
3
Paul Hartmann (n.d.), “Who We are”, available at: https://hartmann.info/en/who-we-are/our-values (accessed 11 October 2017).
4
Joehle, A. (n.d.), “Dare to be diverse”, available at: https://hartmann.info/en/new-perspectives/overview/articles/Andreas-Joehle
(accessed 23 January 2018).
5
Joehle, A. (2016), “Going further for health – for everyone, everywhere, at all times”, 4 November, available at:
https://hartmann.info/en/pages/press/News/2016/11/2016-11-04-Interview-Andreas-Joehle (accessed 23 January 2018).
6
Paul Hartmann (2015b), “Hartmann Group once again records profitable growth in 2015”, available at:
http://docplayer.net/47089340-Hartmann-group-once-again-records-profitable-growth-in-2015.html (accessed 12 October
2017).
7
Escobar, J. (2014), “Employees, the most important part of a lean transformation”, available at: http://planet-
lean.com/employees-the-most-important-part-of-a-lean-transformation (accessed 6 December 2017).
8
Hartmann South Africa (2017), “At a Glance”, available at: http://za.hartmann.info/at_a_glance.php (accessed 12 October 2017).
9
Hartmann South Africa (2013), “Hartmann & Hollister”, available at: http://za.hartmann.info/158839.php (accessed 19
December 2017).
10
Author unknown (2018), “South Africa medical device market, rules, and regulations 2018-2024 – ResearchAndMarkets.com”,
BusinessWire, 24 January, available at: www.businesswire.com/news/home/20180124005703/en/South-Africa-Medical-Device-
Market-Rules-Regulations (accessed 25 January 2018).
11
South African Medical Device Industry Association (SAMED) (2013), The South African Medical Device Industry – Facts,
available at: www.samed.org.za/DynamicData/LibraryDownloads/224.pdf (accessed 25 January 2018).
12
Ibid.
13
Ibid.
14
Joehle, A. (2017), “Is this the end of sexy?”, LinkedIn, 6 June, available at: www.linkedin.com/pulse/end-sexy-andreas-joehle-
idp-c (accessed 23 January 2018).
15
Paul Hartmann (2017a), “Our Expertise”, available at: https://hartmann.info/ (accessed 12 October 2017).
16
Paul Hartmann (2017b), “Share of Total Sales by Business Segment”, available at: https://hartmann.info/en/who-we-are/key-
figures (accessed 12 October 2017).
17
Paul Hartmann (2017c), “Working with Hartmann”, available at: https://hartmann.info/en/work-with-us/why-work-with-us
(accessed 12 October 2017), and Paul Hartmann (2017d), “Hartmann Group is investing in the future”, press release, 9 August,
available at: https://hartmann.info/en/pages/press/News/2017/08/HARTMANN-GROUP-is-investing-in-the-future (accessed 11
October 2017).
18
Paul Hartmann (2017e), “Hartmann Group closes acquisition of P&G’s Lindor; leading incontinence brand in Spain and
Portugal”, press release, 3 July, available at: https://hartmann.info/en/pages/press/News/2017/07/Hello-Lindor (accessed 11
October 2017).
19
Pérez Pey, M. (2015), “Hartmann invested €3 million in its Mataró factory in 2015, and will increase its headcount by 10% over
three years”, case study, 15 March, available at: www.investinspain.org/invest/en/press-room/Business/case-
studies/NEW2016651997_EN_US.html?orderBy=xfwm_cnt_Fecha1&orderType=desc (accessed 30 November 2017).
20
Paul Hartmann (2016a), “Hartmann partners with international humanitarian aid organisation CARE for first social impact
mission”, CSR News, 20 April, available at: www.csrwire.com/press_releases/38888-HARTMANN-Partners-with-International-
Humanitarian-Aid-Organisation-Care-for-First-Social-Impact-Mission (accessed 1 November 2017).
21
Ibid.
22
Paul Hartmann (2016b), “Hartmann returns to Bolivia to train local healthcare professionals and residents”, available at:
https://hartmann.info/en/pages/press/News/2016/10/2016-10-18-HARTMANN-Returns-to-Bolivia (accessed 15 January 2017).
23
Fleury, V. (n.d.), “Scratching the surface. Improving basic disinfection practices in Bolivia”, available at:
https://hartmann.info/en/new-perspectives/overview/articles/Scratching-the-surface-Improving-basic-disinfection-practices-in-
Bolivia-Veronique-Fleury (accessed 15 January 2017).
24
SDCEXEC staff (2013), “Paul Hartman Group extends Transwide’s TMS implementation to 40 European logistics sites”,
Supply and Demand Chain Executive, 8 July, available at: www.sdcexec.com/news/10983089/paul-hartman-group-extends-
transwides-tms-implementation-to-40-european-logistics-sites (accessed 4 December 2017).
25
Paul Hartmann (n.d.), “Who We are”, available at: www.hartmann.info/en-US/who-we-are/our-management (accessed 15
January 2017).
26
BODE Chemie GmbH (n.d.), “About BODE”, available at: www.bode-chemie.com/bode/about-bode.php (accessed 31 October
2017).
27
Paul Hartmann (2017f), “BODE Science Center”, available at: https://hartmann.info/en/our-expertise/disinfection/BODE-
SCIENCE-CENTER (accessed 30 October 2017).
28
BODE Chemie GmbH (n.d.), “About BODE”, op. cit.

23
Hartmann Southern Africa: Keeping Healthcare Moving Forward

29
Paul Hartmann (2011), Hartmann Group establishes BODE Science Center”, available at: http://cn.hartmann.info/154976.php
(accessed 1 November 2017).
30
Paul Hartmann (2015a), op. cit.
31
Paul Hartmann (2015c), “Corporate Brochure”, available at: https://hartmann.info/en/pages/Investor-Relations-en/Downloads-
en (accessed 1 November 2017).
32
Author unknown (2014), “Paul Hartmann: Innovation Center for Wound Dressings and Surgical Sets opened with festive
ceremony”, 4-traders, 8 July, available at: www.4-traders.com/PAUL-HARTMANN-AG-454872/news/Paul-Hartmann-2014-
07-08-Innovation-Center-for-Wound-Dressings-and-Surgical-Sets-opened-with-festi-18696745/ (accessed 1 November 2017).
33
Paul Hartmann (2017g), “HydroClean® plus named ‘Most Innovative New Dressing’ at Journal of Wound Care Awards 2017”,
press release, 6 March, available at: https://hartmann.info/en/pages/press/News/2017/03/Most-Innovative-New-Dressing-at-
JWC-Awards-2017 (accessed 5 December 2017).
34
Ibid.
35
Paul Hartmann SA (2017h), “Tensoval Blood Pressure Monitor”, available at:
http://za.hartmann.info/innovative_products_monitoring.php (accessed 6 December 2017).
36
Escobar, J. (2014), op. cit.
37
World Bank (2016), “Sub-Saharan Africa”, available at: https://data.worldbank.org/region/sub-saharan-africa (accessed 11
January 2018).
38
Anyangwe, S.C. and Mtonga, C. (2007), “Inequities in the global health workforce: the greatest impediment to health in sub-
Saharan Africa”, International Journal of Environmental Research and Public Health, Vol. 4 No. 2, pp.93–100, available at:
www.ncbi.nlm.nih.gov/pubmed/17617671 (accessed 28 November 2017).
39
Author unknown (2017), “Healthcare: a crucial factor in improving sub-Saharan Africa”, Realestateunite, 14 August, available
at: http://realestateunite.com/healthcare-a-crucial-factor-in-improving-sub-saharan-africa/ (accessed 28 November 2017).
40
CNBC Africa (2013), “The challenges of investing in healthcare in Sub-Saharan Africa”, CNBC Africa, 4 September, available
at: www.cnbcafrica.com/news/southern-africa/2013/09/04/the-challenges-of-investing-in-healthcare-in-sub-saharan-africa/
(accessed 30 November 2017).
41
Bastos de Morais, J-C. (2017), “Digital technologies can deliver better healthcare to sub-Saharan Africa. Here’s how”, World
Economic Forum, 19 October, available at: https://www.weforum.org/agenda/2017/10/digital-paths-for-better-healthcare-in-
sub-saharan-africa/ (accessed 28 November 2017).
42
International Trade Administration (2016), 2016 ITA Top Markets Report Medical Devices, available at:
www.trade.gov/topmarkets/pdf/Medical_Devices_Executive_Summary.pdf (accessed 29 November 2017).
43
Ibid.
44
Gumede, M. (2017), “Sub-Saharan Africa not winning friends in the medical device market”, Business Day, 6 March, available
at: www.businesslive.co.za/bd/world/africa/2017-03-06-sub-saharan-africa-not-winning-friends-in-the-medical-device-market/
(accessed 28 November 2017).
45
Author unknown (2017), “Healthcare: A crucial factor in improving sub-Saharan Africa”, op. cit.
46
Chu, K., Rosseel, P., Gielis, P. and Ford, N. (2009), “Surgical task shifting in Sub-Saharan Africa”, PLOS Medicine, 29 May,
available at: http://journals.plos.org/plosmedicine/article?id=10.1371/journal.pmed.1000078 (accessed 27 November 2017).
47
Bastos de Morais, J-C, (2017), “Digital technologies can deliver better healthcare to sub-Saharan Africa. Here’s how”, World
Economic Forum, 19 October, available at: https://www.weforum.org/agenda/2017/10/digital-paths-for-better-healthcare-in-
sub-saharan-africa/ (accessed 28 November 2017).
48
Hendricks, I-N. (2015), “Africa: a hub for innovation in medical diagnostic solutions?”, HowwemadeitinAfrica, 21 October,
available at: www.howwemadeitinafrica.com/africa-a-hub-for-innovation-in-medical-diagnostic-solutions/52350/ (accessed 28
November 2017).
49
Shapshak, T. (2017), “Sub-Saharan African will have 500m mobile users by 2020, already has over half mobile money
services”, Forbes, 11 July, available at: www.forbes.com/sites/tobyshapshak/2017/07/11/sub-saharan-african-will-have-500m-
mobile-users-by-2020-already-has-over-half-mobile-money-services/#2c2055382456 (accessed 29 November 2017).
50
Hendricks, I-N. (2015), op. cit.
51
Dent, J., Manner, C.K., Milner, D., Mutebi, M., Ng’ang’a, A., Olopade, O.I., Rebbeck, T.R. and Stefan, D.C. (2017), Africa’s
Emerging Cancer Crisis: A Call to Action, available at: https://bvgh.org/wp-content/uploads/2017/07/Africas-Emerging-
Cancer-Crisis-A-Call-to-Action.pdf (accessed 20 December 2017).
52
Ibid.
53
GE Healthcare (2017), “Sustainable Healthcare Solutions”, available at: http://shs.gehealthcare.com/ (accessed 18 January
2018).
54
Gumede, M. (2017), op. cit.
55
Philips (2014), “Philips introduces innovative ultra-mobile ultrasound system VISIQ in Kenya to bring high quality, affordable
healthcare to a wide range of clinicians”, 26 June, available at: www.philips.com/a-w/about/sustainability/healthy-
people/supporting-communities/fabric-of-africa/news-and-updates/visiq-kenya.html (accessed 18 January 2018).

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Hartmann Southern Africa: Keeping Healthcare Moving Forward

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World Health Organization (WHO) (2010), Wound and Lymphoedema Management, WH 700, available at:
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3M South Africa (2017), “3M South Africa”, available at: www.3m.co.za/3M/en_ZA/company-
mea/?WT.mc_id=www.3m.co.za (accessed 29 November 2017), and Jarvis, E. (2016), “3M Africa: regional restructure
generates growth”, Africa Outlook Magazine, available at: www.africaoutlookmag.com/outlook-features/3m-africa (accessed 29
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61
Smith & Nephew (n.d.), “Africa”, available at: http://www.smith-nephew.com/about-us/where-we-operate/africa/ (accessed 4
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62
TENA (n.d.), “Product Finder”, available at: www.tena.co.za/women/products/product-finder/?teasercmp=Home:Find-the-
right-product (accessed 29 November 2017).
63
Coloplast (n.d.), “Products”, available at: https://www.coloplast.co.za/products/ (accessed 29 November 2017).
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Sanofi Genzyme (2017), “Corporate Overview”, available at: www.sanofigenzyme.com/en/Company/About-Genzyme.aspx
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65
Joehle, A. (2016), op. cit.
66
CNBC Africa (2013), op. cit.
67
Author unknown (2017), “‘Leave the arrogance behind’ and more powerful advice for expanding into the rest of Africa”, SME
South Africa, 30 May, available at: www.smesouthafrica.co.za/17292/Business-Expansion-Lessons-To-Follow-Africa/
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68
Ibid.
69
CNBC Africa (2013), op. cit.

25