Goodlife is now the leading pharmacy brand in East Africa and it continues to build its presence in Kenya and Uganda.It expects to reach 100 stores by 2021 and reach over 5.5 million people.Increasing store profitability continues to be an importantfocus for Goodlife.
... See More + By mid-2018, most Goodlife stores were profitable, with younger stores expected to break even as they mature. The company is pushing top-line growth by driving foot traffic to stores, increasing sales conversions and basket size, and improving the average fill rate on each prescription dispensed and the average number ofprescriptions filled per day. It recently launched a national advertising campaign and began to reach out to general physicians to encourage them to talk to their patientsabout the importance of quality medicine. It has also launched insurance partnerships with more than five major private sector insurance companies to cover prescription medicine. Over time, the company also hopes to partnerwith Kenya’s National Health Insurance Fund (NHIF), which has six million members, when it rolls out coverage which includes private outpatient pharmacies. Goodlife is demonstrating that there is a business opportunity to bring a modern, high-quality pharmacy experience to the emerging consumer segment. At the same time, the company is progressing in becoming a hub for basic primacy health services akin to the path taken by large pharmacy chains in other countries. Flexibility,continuous learning, and adaptation will be critical to Goodlife’s growth and success as it navigates unchartered territory in serving the emerging consumers segment.
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ESS4 recognizes that project activities, equipment, and infrastructure can increase community exposure to risks and impacts. In addition, communities that are already subjected to impacts from climate change may also experience an acceleration or intensification of impacts due to project activities.
... See More + ESS4 addresses the health, safety, and security risks and impacts on project-affected communities and the corresponding responsibility of Borrowers to avoid or minimize such risks and impacts, with particular attention to people who, because of their particular circumstances, may be vulnerable.
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The catastrophic costs of pandemics and zoonotic outbreaks with pandemic potential have a long and notorious history in human civilization, and presage an increasingly alarming future prognosis.
... See More + Highly virulent infectious diseases, such as the plague, cholera, and influenza, have repeatedly swept through human societies, causing death, economic chaos, and political and social disorder. As the threat of pandemics grows in a globalized world where viruses move and mutate faster than ever before, so does the case for increasing the world's resilience and capacity to prepare, detect and respond to epidemic threats. Vaccines are a critical component of that response. However, the vaccine pipeline is weak for most epidemic threats, and there is an urgent and pressing need for a system that will advance vaccine candidates as far as possible before epidemics emerge, and then run efficacy trials immediately when they do. The Coalition for Epidemic Preparedness Innovations (CEPI) was created to address the financing gap for development of vaccines for Epidemic Infectious Diseases (EIDs). The mission of CEPI is fully aligned with the Bank's twin goals of ending poverty and promoting shared prosperity. By partnering with CEPI, the Bank will twin the financing for development of vaccines with several ongoing initiatives to potentially leverage vaccine development and deployment to higher levels of effectiveness and impact. The rest of this paper is organized as follows. Section II provides the strategic context and rationale for the Bank's engagement as Trustee. Section III presents the proposed Trustee engagement. Section IV outlines risks identified along with mitigation measures. Section V includes the proposed recommendation.
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