Alta Semper | Private Equity Firm

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Geographies Positively Impacted

Addressing inequities through investment

Our Impact Contribution

(Countries)
Geography Positively Impacted
0 +
(Fund 1)
0 m+
(Fund 2)
People Reached
0 m+
(Fund 1)
0 +
(Fund 2)
People Employed by Portfolio Companies
0 +
(People)
Access to Genuine Medicine at Affordable Prices
0 m+
Patients
0 k
Capital Raised or Deployed
US$ 0 m+

40+

(Countries)
Geographies Positively Impacted

20m+

People Reached

~5000

(Fund 1 & Fund 2)
People Employed by Portfolio Companies

5m+

(People)
Access to Genuine Medicine at Affordable Prices

110k

Patients

US$ 250m+

Capital Raised or Deployed

Barriers to Health Equity Across Emerging Markets

As an example, Healthcare in Africa suffers from a material deficit of financial, human and physical capital that has resulted in sub-optimal access to high quality, affordable healthcare goods and services. This is a major challenge towards achieving Universal Healthcare (UHC) and Health Equity.
Our mission as a firm is to democratize access to health and well-being, largely by addressing these key frictions.

Financial Capital

Care must be funded; money is needed to pay for equipment, consumables, pharmaceuticals, and staff on a reliable, fair and regular basis.

Human Capital

Without people to provide patient care, there is no care to be given; medical equipment is useless without qualified staff, as are empty hospital beds and operating theatres.

Physical Capital

Almost always, patients need infrastructure (physical & digital) and equipment to be treated. Even gloves, syringes and blankets are physical capital. Without reliable, cost-effective access to physical capital, there is no adequate care.

Mass Market Healthcare, Affordability & Accessibility at the Heart of our Investment Mandate

ODM

Strategic Facility Locations: Facilities are positioned to ensure national coverage and reach to rural communities.

Edu-Tech Applications: Use of low-cost, mass-market edu-tech to train skilled labor and enhance medical technology, big data, genomics, and immunotherapy solutions.

Investment to Increase Access: ODM secured up to €21 million from IFU to expand facilities and diversify services, increasing access to high-quality medical care, especially for low-income groups, aligning with Morocco’s national healthcare strategy.

mPharma

Quasi-Insurance Scheme: Unlimited access to a list of medicines for $2 per month.

Access to affordable medicines & primary healthcare: Integrated business model combining retail pharmacy, primary healthcare delivery and micro-insurance Utilizing community pharmacies as patients’ primary gateway.

Large network of local pharmacies keeping retail prices low: Doctor consultations at pharmacies as well as training of pharmacy staff. Rapid scaling of network and improvement of stock levels. Economies of scale in procurement allows to keep retail prices lower than competitors.

MyDawa

Affordable Pricing: In 2024, 70% of non-pharma orders and 77% of pharma orders were priced below KES 1500 ($11), with 29% of non-pharma and 41% of pharma orders below KES 500 ($3.7).

Reaching Low-Income Areas: MyDawa delivered 13% of pharma and 22% of non-pharma orders to low-income areas in Nairobi, overcoming logistical challenges.

Disintermediating the Supply Chain: MyDawa generic drugs are sold directly to the end consumer, which ensures affordability due to the cost savings from the margins added by the different players in the value chain.

Allmed

Affordable Dialysis Solutions: Expanding production and product range in partnership with Alta Semper to offer affordable blood purification and dialysis solutions.

Global Reach: Supplying high-quality medical devices to hospitals worldwide, ensuring access to essential healthcare in emerging markets.

Strategic Partnerships: Collaborating with healthcare providers and payers to deliver evidence-based care while managing costs effectively.

Addressing Major Health Equity Challenges

Financial Capital

Human Capital

Physical Capital

Through a buy & build strategy, Alta Semper facilitated the injection of commercial capital amounting to US$65m (incl. co-invest) that saw the group grow from 3 facilities to 9 facilities that are focused on the complete patient care pathways across 5 years reaching more than 110,000 patients.

ODM will launch a series of formal vocational training programmes to train oncology nurses, radiotherapy technicians and general lab technicians to bridge the human capital gap and provide stable human resources to the ODM group. ODM Employees also receive robust on-the-ground training on market-leading oncology technology and SOPs.

Aligned with ODM’s commitment to equitable healthcare distribution, ODM’s facilities are strategically located to cover key regions across Morocco to provide national coverage as well as provide access to the underpenetrated rural communities.

With c.US$18m for acquisition, expansion and investment into buy and build new clinics, Allmed will amplify reach and address Africa’s under-supplied dialysers market.

Post-investment, Allmed will start a training centre for dialysis as one of the biggest bottlenecks to dialysis is the lack of nephrologists / nephrology nurses.

Allmed identified strategic clinic locations in Egypt / Nigeria, underpinning the establishment of Egypt as a low-cost manufacturing hub facilitating vertical integration into clinics and also positions it to bolster healthcare accessibility in Nigeria and neighbouring African nations, where access is extremely low.

Alta Semper has invested c.US$16m to date into MyDawa which has supported expansion nationally / regionally (across both physical and digital spaces), allowed the company to expand its B2B / own offering and tele-medicine.

Significant investments (including hiring, training, development) going into tele-medicine offering to allow fully integrated pharmacy offerings – critical in more rural areas where access to healthcare professionals is more limited.

MyDawa sees managing hospital pharmacies as a key channel for future growth. Patients receiving prescriptions from MyDawa hospital pharmacy can then connect to local MyDawa’s to provide follow-on care that is seamless for patients, providing easier access to post-discharge care.

ESG & Impact

Compliance, Guidelines and Regulation

Alta Semper leverages a variety of best-in-class guidelines and frameworks to measure its Impact and ensure it is working towards achieving the UN SDGs which serve as the firm’s Impact and ESG ‘North Star’.

Alta Semper as a client of the IFC is fully compliant with its rigorous performance standards

The IFC applies the performance standards for environmental and social sustainability to manage environmental and social (E&S) risks and impacts and to assist investment organisations in applying E&S risk assessment methodologies and principles to their investments.

Alta Semper utilizes the UNPRI framework but is not yet a signatory

Our policy is to prioritise investee companies that meet acceptable E&S standards prescribed by the UNPRI alongside the SDGs and make this a requirement upon our co-investors. The UNPRI provides a framework for our firm’s strategy of incorporating E&S management into investment decisions and ownership practices.

Alta Semper is a signatory of the EPiHC global initiative and has a seat on the EPiHC Advisory Board. EPiHC is a set of ten principles to guide the behavior of health care providers, payors, and investors. Adopted voluntarily, these principles can help to shape the values and behavior of health care providers and strengthen trust between providers and their stakeholders.

Alta Semper is a member of the Investors for Health community and is part of The Investors for Health Executive Committee. Investors for Health is a community of investors who in addition to generating commercial returns, work together to ensure that capital is deployed to achieve impact and help build out integrated healthcare systems in Emerging Markets.

Impact Philosophy

International Environmental & Social and Governance

ESG standards are fully integrated into all phases of our investment process. We aim to improve our portfolio companies’ ESG performance through the entire lifecycle, and to integrate ESG into our portfolio work and exit decisions. We place milestones in the shareholders agreement so we can ensure progress throughout the lifetime of the investment.

Environmental Impact

We take measures at portfolio companies to seek to reduce our levels of pollution generation. During all stages of a company’s lifecycle, we implement technologies and practices that are best suited to minimise adverse impacts on the environment.

Social Development

Through our investment activity we contribute to job creation, the promotion of women, community infrastructure development, development of the next generation of business leadership potential, enhancement of lives through access to technology, improvement of governance standards, healthcare provision and outcomes, worker health and safety and environmental care and quality across the African continent.

Governance & Structuring

As most of our deal flow is proprietary and relationship-based, we spend a significant amount of time assessing management and creating a governance structure. We work at the board level and with the senior management, to assess the organization and our relationship with the local community. Part of our active investment strategy is to create robust governance structures to achieve our growth objectives.

Auditing & Disclosure

We seek appropriate disclosure on E&S issues by the portfolio companies in which we invest. Each of our investments is audited by a well-known E&S specialist with significant experience in Africa.

Active Engagement

We engage with portfolio companies on E&S issues. For example, a significant part of our diligence in Macro, involved the evaluation of Macro’s environmental, safety and health management (“EHS”) systems that led to a strategic action plan on EHS improvement implementation.