Depression and anxiety cost around 12 billion working days a year worldwide. Tunisia’s occupational medicine inspectorate puts psychosocial risk at 840,000 deaths a year and losses of 1.37 percent of world output. ISO 45003 is the standard that turns workplace mental health into a risk an employer can assess, treat and evidence.

HealthCare Innovation is the HealthTech cluster based in Monastir, Tunisia. We publish this because the subject arrives at companies as a wellbeing initiative and leaves as an audit question.

What ISO 45003 actually is ?

ISO 45003 was published in June 2021  . It is the first international standard devoted to managing psychosocial risk at work.

It sits inside an occupational health and safety management system built on ISO 45001. It applies to organisations of every size and sector.

One point is widely misread. ISO 45003 is guidance, so a company cannot be certified against it. What a company can do is use it to structure a risk assessment that an auditor, a client or a court can follow.

That distinction is the whole value. It moves the subject from intention to method.

The size of the problem 

The World Health Organization sets out the global cost  . Around 12 billion working days are lost each year to depression and anxiety, at an estimated 1 trillion dollars in lost productivity.

The joint guidance is more recent than most workplace policies. WHO and the International Labour Organization published guidelines on mental health at work in September 2022 .

Those guidelines recommend manager training for the first time. They also cover organisational measures, worker training, individual support, return to work and access to employment.

Read that list closely. Four of the six recommendations act on how work is organised. Only one acts on the individual.

What Tunisia already says ?

The subject is on the Tunisian agenda at official level. The World Day for Safety and Health at Work on 28 April 2026 was marked in Tunisia under a slogan calling for a healthy psychological and social working environment .

Lotfi Mahjoub, director general of the inspectorate of occupational medicine and professional safety at the Ministry of Social Affairs, set out the framework on national radio. Health and safety at work is a constitutional right. Declaring an accident or an occupational disease falls first to the employer, with the national health insurance fund. The employee may declare it if the employer does not.

He also gave the compensation scale.

Now put those two facts side by side. The inspectorate placed psychosocial risk at the centre of 2026. The compensation scale opens at a measured incapacity of 5 percent.

A psychosocial injury rarely produces a rate at that level. The architecture is calibrated on physical impairment. This is our reading of two published facts rather than a legal opinion, and it should be checked with a lawyer before anyone relies on it.

The practical consequence is simple. Where compensation is hard to reach, prevention is the only mechanism that changes anything.

« An employer who waits for a psychosocial injury to be compensated will wait a long time. Prevention is not the generous option here. It is the only one that works. » Dr Haroun Ouanes, Director, HealthCare Innovation

Why the reporting chain reaches Tunisian companies

European sustainability reporting changed this year. The Omnibus directive, Directive (EU) 2026/470, was published in the Official Journal on 26 February 2026 and entered into force on 18 March 2026.

It narrows the scope. Reporting under the European sustainability standards now applies to entities above 1,000 employees and 450 million euros of net turnover. Listed medium and small companies leave the scope. Member States have until 19 March 2027 to transpose the changes.

Inside those standards, ESRS S1 covers a company’s own workforce and applies where that topic is material. Workers in the value chain fall under ESRS S2.

So fewer European companies report. That is where most commentary stops, and it misses what happens next.

Supplier questionnaires are a procurement instrument, not a legal one. A European client that still reports will keep asking its suppliers about working conditions, and a client that no longer reports often keeps the questionnaire it already built. A Tunisian exporter can therefore receive the question either way. This is a reading of how procurement behaves rather than a rule written anywhere.

Health and safety data is the part of that questionnaire a company can prepare in advance.

What an employer can put in place in ninety days ?

None of the following requires certification, a consultant or a licence.

• Name the hazards. Workload, deadlines, isolation, unclear roles, hostile behaviour. Write the list for your own company, not a generic one.
• Assess them like any other risk. Likelihood, severity, exposed population. Use the same register as physical risks, on the same page.
• Train the managers. WHO recommends it explicitly. A manager who recognises distress early changes the outcome more than any application.
• Fix the organisational causes you control. Shift patterns, notice periods, on-call rules, how work arrives. These are the four of six recommendations that act on the organisation.
• Record what you did and what changed. That record is the answer to a client questionnaire and the beginning of a real prevention programme.

Where digital tools help, and where they do not

Tools measure. They rarely repair. We set out five barriers to adoption in AI and workplace wellbeing  , and the first of them is trust.

A survey that reaches an employer without protecting the respondent produces silence rather than data. A tool sold to the employee adds to what households already pay directly, a trap we describe in Tunisia’s health financing gap .

The useful place for a digital tool is narrow and real. It can track exposure, run an anonymous assessment at scale, and hold the evidence trail. Prevention itself is a management decision.

That is also where an insurer becomes interested, because reduced absence shows up in claims. We look at that logic in Health insurance in the Maghreb .

Companies working on occupational health can reach us through Proovlab and the Community page

Frequently Asked Questions

Q: What is ISO 45003?

A: The first international standard on managing psychosocial risk at work, published in June 2021. It gives guidance inside an occupational health and safety system based on ISO 45001.

Q: Can a company be certified to ISO 45003?

A: No. It is a guidance standard. A company can be certified to ISO 45001 and use ISO 45003 to structure the psychosocial part of its risk assessment.

Q: What does poor workplace mental health cost?

A: Around 12 billion working days a year worldwide to depression and anxiety, at an estimated 1 trillion dollars in lost productivity, according to the World Health Organization.

Q: Does Tunisia compensate psychosocial injury?

A: The compensation scale opens at 5 percent measured incapacity, with a lump sum from 6 to 15 percent and a life annuity above that. Reaching that threshold for a psychosocial injury is difficult, which is our reading rather than a legal position.

Q: Does European reporting still affect Tunisian suppliers?

A: Fewer European companies report after Directive (EU) 2026/470. Supplier questionnaires come from procurement rather than from the directive, so the question can still arrive.

HCI Resources

Accelerating Innovation in HealthTech

Startup Programs 

Pharma & Medical Device Regulatory Services 

Experts Network 

Community Overview 

External Citations

International Organization for Standardization – ISO 45003:2021, psychological health and safety at work 

World Health Organization – mental health at work fact sheet 

World Health Organization and International Labour Organization – guidelines on mental health at work (2022) 

La Presse de Tunisie – occupational accidents, rights, figures and thresholds (2026) : 

Official Journal of the European Union – Directive (EU) 2026/470, sustainability omnibus 

L’article ISO 45003 and Workplace Mental Health: From Goodwill to a Managed Risk est apparu en premier sur HealthCare Innovation.

Tunisian private health insurance collected 400 million dinars in the first half of 2026, up 16.9 percent. It paid out 293.7 million over the same period. Health is now the fastest growing branch after life. This article asks what health insurance in the Maghreb would actually buy from a digital health company.

HealthCare Innovation is the HealthTech cluster based in Monastir, Tunisia. We publish this because founders pitch patients and ministries, and skip the payer sitting between them.

What the Tunisian numbers show

The figures come from the General Insurance Committee, relayed on 31 August 2026  . Direct insurance revenue reached 2,529.2 million dinars for the half year, up 13 percent.

Health sits third by size and second by growth. Now read the other side of the ledger. Claims paid on health reached 293.7 million dinars, up 16.4 percent.

Divide one by the other. The branch returns around 73 dinars in claims for every 100 dinars of premium. That division is our own arithmetic on two published figures, and the committee publishes no such ratio.

Two things follow. The branch is profitable enough to keep growing. It is also indexed on the cost of care, because premiums and claims rose within half a point of each other.

An insurer in that position has three options. Raise premiums, reimburse less, or reduce the volume of care claimed. Only the third option leaves the customer better off.

Coverage is rising across the Maghreb

Morocco moved faster than its neighbours. The generalisation of mandatory health insurance reached more than 32 million beneficiaries in 2025 →  . That is 88 percent of the population, against 42 percent before the reform.

The Moroccan figure breaks down into schemes. The Tadamon scheme covers close to 11 million people, the scheme for self-employed workers around 4 million, and a voluntary scheme registers 313,000 more.

Morocco is also revising its national reference tariff and making therapeutic protocols enforceable. Those two files decide what a payer reimburses and at what price. They matter more to a digital health company than any coverage headline.

Coverage and financial protection remain different questions. Tunisian households still pay between 38 and 40 percent of health spending directly, depending on the source and the year. We treat that figure in Tunisia’s health financing gap .

Prevention is the only lever an insurer controls

The Tunisian Federation of Insurance Companies has taken a public position on this. Its president, Mondher Khabcheche, argued in April 2026 that private cover should act as a partner to the public scheme .« Private insurance should not be a luxury. It should be a regulator, a partner able to support the public scheme within a logic of lasting balance and universal health coverage. » Mondher Khabcheche, President, Tunisian Federation of Insurance Companies

The federation puts the household share at 40 percent, against 24.3 percent in 2016 and 12 percent in 2005. It places the international reference between 10 and 15 percent.

The driver is chronic disease. The federation attributes 82 percent of Tunisian deaths to noncommunicable diseases. Cardiovascular conditions alone account for more than 30 percent. One Tunisian in three has hypertension and one in six has diabetes. World Health Organization country data puts the noncommunicable share nearer 86 percent. Treat both as an order of magnitude.

The federation also relays return on investment ratios for prevention.

These ratios are relayed by the federation rather than taken from a document we consulted line by line. The underlying framework is public. The World Health Assembly adopted an expanded list of 28 best buy interventions in May 2023. WHO publishes them as best buys   .

Prevention is where the insurer and the digital health company want the same outcome. Both gain when a complication does not happen.

Where the InsurTech money is going

Capital for this sector is being organised at continental level. FSD Africa announced a pan-African venture fund of 25 to 30 million dollars on 26 November 2025  . It targets early stage insurance startups, with health named among its three priorities.

The accelerator behind it has scale. BimaLab reports more than 135 startups supported in 28 African countries since 2020. It counts 150 insurance solutions reaching over 6 million customers. It has worked with 15 regulators on 7 regulatory sandboxes.

The announcement names 28 countries without listing them. We could not establish from public sources whether Tunisian companies have taken part. That is a limit of what is published, not a finding about the sector.

Insurance penetration stays below 3 percent across most of Africa. A market at that level grows by reaching new customers rather than by taking share.

What an insurer would actually buy

A pitch that promises better health will lose. A pitch that names a claims line will get a meeting. Four conditions decide the outcome.

• A named population. Not all policyholders. The diabetic members of one corporate scheme, counted.
• A measured baseline. What that group costs the insurer today, in claims, over twelve months.
• An agreed endpoint. Fewer hospital admissions, fewer repeat tests, better treatment adherence. One number, agreed before the pilot starts.
• A contract that shares the result. Payment linked to the measured effect rather than to the number of licences.

Those four items are also what a public scheme needs. The reimbursement pathways that exist elsewhere are built on the same evidence, as we show in Who pays for digital therapeutics  .

One technical condition sits underneath all of it. Measuring a baseline means reading claims and clinical data in a usable form.

That is an interoperability question, treated in FHIR, Sahetna.tn and the interoperability gap  .

Companies working on this can start with our Startup programmes . Insurers and mutual funds can reach the cluster through the Community page 

Frequently Asked Questions

Q: How large is private health insurance in Tunisia?

A: Premiums reached 400 million dinars in the first half of 2026, up 16.9 percent, according to General Insurance Committee figures. It is the second fastest growing branch after life.

Q: How much does that branch pay out?

A: Claims on health reached 293.7 million dinars over the same six months. That is around 73 dinars paid for every 100 collected, on our own calculation from the two published figures.

Q: How does Moroccan coverage compare?

A: Morocco reports 88 percent of the population covered in 2025, against 42 percent before generalisation. Tunisia reports 81 percent at the 2024 census.

Q: Why should an insurer buy a digital health tool?

A: Because premiums and claims are rising at almost the same rate. Reducing the volume of care claimed is the only lever that leaves the customer better off.

Q: What makes a pitch to an insurer credible?

A: A named population, a measured baseline in claims, one agreed endpoint, and a contract that pays on the measured effect.

HCI Resources

Accelerating Innovation in HealthTech 

Startup Programs 

Pharma & Medical Device Regulatory Services 

Experts Network 

Community Overview 

External Citations

La Presse de Tunisie – insurance sector indicators, first half 2026 

Web Manager Center – Tunisian Federation of Insurance Companies on private cover and the public scheme (2026) 

Portail national du Maroc – generalisation of mandatory health insurance (2025) 

World Health Organization – Tackling NCDs, best buys and other recommended interventions, 2nd edition (2024) 

World Health Organization – expanded list of NCD best buys adopted by the World Health Assembly (2023) 

FSD Africa – Inclusive Insurtech Investment Fund (2025) 

L’article Health Insurance in the Maghreb: The Payer Nobody Pitches est apparu en premier sur HealthCare Innovation.

Thirty-six medical and IT students formed six teams and worked for 48 hours on six therapeutic areas. The Patient Care Pathways hackathon ran from 13 to 15 February 2026 in Hammamet, as a full residency. HealthCare Innovation reported the results on 10 March 2026.

HealthCare Innovation is the HealthTech cluster based in Monastir, Tunisia. It ran the programme with Enactus Pharmacy , connway academy and GFI University.

Why a care pathway needs fixing before it needs software

A patient with diabetes in Tunisia sees a general practitioner, a specialist, a laboratory and a pharmacy. Each keeps its own record. None of them sees the whole journey.

That is not a Tunisian problem alone. In 2016 the World Health Assembly adopted the framework on integrated people-centred health services . The framework asks health systems to move away from fragmented services organised around supply. It links that fragmentation directly to chronic disease, ageing and multimorbidity.

Tunisia carries that load. Noncommunicable diseases cause around 86 percent of deaths in the country  . Those are exactly the conditions that need a pathway rather than a consultation.

So the brief given to the students was not to build an app. It was to redesign a journey, then decide what part of it software should carry.

How the programme was built

The call for applications opened on 6 February and closed on 9 February 2026. It targeted medical students and IT students from GFI, working in cybersecurity, artificial intelligence and software engineering.

Teams were built to be mixed. Six people per team, medicine and engineering together, for three days in full residency at Hammamet. That format matters. A clinician and a developer who share a room for three days build something neither would design alone.

Team leaders, mentors and trainers guided each group. The teams generated ideas, tested their assumptions against them, and presented a solution at the end of the sprint.

The six challenges, and the ones that changed

The six therapeutic areas announced in February differ from the six worked on in the end. HCI published both lists. We report both, and note that no source explains the shift.

Two areas held throughout: geriatrics and rare diseases. Infectious and transmissible diseases are the same category under two names. Three changed.

The likely reading is that the teams themselves reshaped the brief once they met their mentors. Diabetes and cardiovascular disease are the two heaviest chronic loads in Tunisia, and dermocosmetics has a large private market. A programme that lets students follow the real problem is doing its job.

The other half: Innovation Galaxy

The hackathon did not stand alone. An Innovation Galaxy on patient care pathways ran on 14 February at the same venue, during the sprint. It showed six targeted therapeutic areas and the digital applications built around them, arranged as a personalised and fully digital patient journey.

A second Innovation Galaxy followed at the third Healthcare Innovators Summit, reported on 4 March 2026. Interactive stations took clinicians, innovators and startups through the same subject. We describe the format itself in Innovation Galaxy at the Mediterranean Geriatrics Forum 

The pairing is deliberate. Students design in one room while practitioners test finished tools in the next. Each group sees what the other is doing.

What we take from it

Three points hold beyond the weekend.

• Mixing the disciplines early works better than pairing them late. A medical student who has argued with a developer about a data model will brief one properly in ten years.
• The subject list moved because the participants moved it. That is a feature of the format, not a failure of planning.
• A hackathon produces prototypes, not companies. What turns one into the other is the support that follows, which is the subject of Pharma 4 Novation, eighteen months on 

HCI will run the format again. Students and academic partners who want to take part can reach us through the Community page. Teams with a project ready to go further can look at our Startup programmes 

Frequently Asked Questions

Q: Who could take part in the hackathon?

A: Medical students and IT students from GFI, working in cybersecurity, artificial intelligence and software engineering. Teams were multidisciplinary and had six members each.

Q: How long did the hackathon last?

A: Forty-eight hours of work across three days, from 13 to 15 February 2026, in full residency at Hammamet.

Q: Which therapeutic areas did the teams work on?

A: Diabetes, rare diseases, cardiovascular diseases, geriatrics, dermocosmetics and transmissible diseases. Three of these differ from the areas announced in the call for applications.

Q: Who organised the programme?

A: HealthCare Innovation, with Enactus Pharmacy, connway academy and GFI University.

Q: What is the Innovation Galaxy?

A: An immersive space that HCI sets up inside medical congresses and events. Visitors move through interactive stations showing digital health solutions. Two editions on patient care pathways ran in February and March 2026.

HCI Resources

Accelerating Innovation in HealthTech 

Startup Programs

Pharma & Medical Device Regulatory Services 

Experts Network

Community Overview 

Projects 

External Citations

World Health Organization – Framework on integrated people-centred health services, document A69/39 (2016) : 

World Health Organization – Tunisia country data

World Health Organization – Noncommunicable diseases surveillance data 

Enactus – global network of student entrepreneurs : 

L’article Inside the Patient Care Pathways Hackathon: 48 Hours, 36 Students, Six Solutions est apparu en premier sur HealthCare Innovation.

Employers, occupational physicians and HR professionals mapped five barriers to AI adoption in Tunisian organisations. Governance, skills, data quality, change management, ethics and trust. HealthCare Innovation reported the outcome on 8 July 2026, after its second strategic dialogue with the Konrad-Adenauer-Stiftung.

HealthCare Innovation is the HealthTech cluster based in Monastir, Tunisia. The Konrad-Adenauer-Stiftung is a German political foundation with an office in Tunis. It works on policy dialogue and economic development.

Why a HealthTech cluster runs a dialogue on HR

The dialogue belongs to a wider project. HCI and KAS signed a partnership in June 2026. It covers four strategic dialogues and one study, under the title Co-Creating a Resilient and Integrated Health Ecosystem in Tunisia. The first dialogue covered One Health and digital tools. We describe it in HCI and Konrad-Adenauer-Stiftung open a national dialogue .

The second one moved the subject inside the firm. The room held employers, experts, public bodies, HR and QHSE staff, works doctors, innovators and startups. That mix is the point. Works doctors and HR rarely sit at the same table as tool vendors.

The question on the table was narrow. How can AI and digital tools help a firm prevent, measure and manage well-being at work, mental health and lasting performance?

What the keynotes set up

Hamadi Chellouf and Saidi Bouzidi opened the day. They covered three subjects. How the HR function goes digital. Whether a firm is ready for AI. And what a responsible use of the tools requires.

Their framing shaped the rest of the day. An organisation does not adopt AI because it buys a tool. It adopts AI when its culture, its data and its management practices can absorb one.

The panel asked the uncomfortable questions

The keynote panel was led entirely by women. Meriam Ben Boubaker moderated, with Mounira Bouzouita, Dr Aida Lamloum and Dr Oumaima Laifa. Between them they brought the employer view, occupational health, research and innovation.

The panel put three questions to the room.

• Are organisations ready to adopt AI responsibly?
• How do we stop AI from reinforcing bias, workplace pressure or inequality?
• How do we build AI that serves people, prevention, trust and sustainable performance?

One conclusion carried the session. What decides AI adoption is the state of the firm, not the state of the tool. Culture, governance, skills, data, the habit of listening, and honest leadership.

The five barriers, and what each one means

The working groups produced the most useful output of the day. Five barriers block AI inside a firm. The groups named the five. The second column below is our own reading of what each one looks like on the ground.

The groups also drew up advice to help HR teams get ready. People, prevention and lasting performance stay at the centre.

All five barriers sit inside the firm. A better vendor solves none of them.

What the startups showed

Two Tunisian startups presented solutions at the event. WejdenSpire works on workplace mental health and well-being. NormSafety works on occupational health and safety compliance.

Their presence answered a common objection. Employers often say no local tool exists. Two of them were in the room.

Why this matters beyond the day

The World Health Organization puts a number on the problem. Depression and anxiety cost 12 billion working days every year worldwide. The bill reaches around one trillion US dollars a year in lost productivity.

Europe is moving on the same file. The European Agency for Safety and Health at Work runs a campaign on mental health at work from 2026 to 2028  . The agency reports that 37 percent of European workers feel general fatigue. Another 29 percent report stress, depression or anxiety.

That matters for Tunisian suppliers. European buyers who report on working conditions will ask the same of their subcontractors. Most will use ISO 45003:2021 as the yardstick. It is the only global standard on the subject. We set out what it requires in ISO 45003 and the new rules of workplace mental health  .

HCI holds one position on this. Well-being at work drives governance, resilience, hiring and long-term value. It is a board subject, not a perk.

Two more dialogues remain in the series, along with the study. Companies that want to take part can reach the cluster through our Community page  . Employers looking for a diagnostic can start with our Services .

Frequently Asked Questions

Q: What were the five barriers to AI adoption identified?

A: Governance, skills and talent, data quality, change management, and ethics and trust. All five sit in the firm, not in the tool.

Q: Who took part in the dialogue?

A: Employers, experts, public bodies, HR and QHSE staff, works doctors, innovators and startups. Hamadi Chellouf and Saidi Bouzidi gave the keynotes. Meriam Ben Boubaker led a panel with Mounira Bouzouita, Dr Aida Lamloum and Dr Oumaima Laifa.

Q: What is the HCI and KAS project?

A: HealthCare Innovation and the Konrad-Adenauer-Stiftung signed a partnership in June 2026. It covers four strategic dialogues and one study on a resilient and integrated health ecosystem in Tunisia. This was the second dialogue.

Q: Why does mental health at work concern Tunisian companies now?

A: The European agency for safety and health at work runs a campaign on the subject from 2026 to 2028. European buyers who report on working conditions pass those requirements to their suppliers.

Q: How can a company join the next dialogue?

A: Contact HealthCare Innovation through the community page of the cluster website.

HCI Resources

Accelerating Innovation in HealthTech 

Startup Programs 

Pharma & Medical Device Regulatory Services 

Experts Network 

Community Overview 

External Citations

World Health Organization – Mental health at work (2024) 

EU-OSHA – Healthy Workplaces Campaign 2026-2028, Together for mental health at work 

EU-OSHA – Psychosocial risks and mental health at work 

ISO – ISO 45003:2021, psychological health and safety at work 

Konrad-Adenauer-Stiftung – Tunisia office 

L’article AI and workplace well-being: Inside the Second HCI and KAS Strategic Dialogue est apparu en premier sur HealthCare Innovation.

HealthCare Innovation and the Konrad-Adenauer-Stiftung signed a partnership in June 2026. It covers four strategic dialogues and one in-depth study, under the title Co-Creating a Resilient and Integrated Health Ecosystem in Tunisia. The first dialogue, reported on 25 June 2026, addressed digital tools and AI for a One Health approach.

HealthCare Innovation is the HealthTech cluster based in Monastir, Tunisia. The Konrad-Adenauer-Stiftung is a German political foundation with an office in Tunis.

What the two organisations agreed to do

The partnership has a narrow object. HCI and KAS co-organise strategic dialogues and produce studies. One question runs through them. How do health, technology and innovation work together to drive economic growth?

The method counts as much as the subject. Each dialogue puts public bodies, firms, academics and innovators in one room. Each one produces a written output. Four dialogues and one study in all.

That format answers a gap. Tunisia has no standing forum on this subject. A ministry official, a hospital director, a startup founder and a researcher rarely read the same file at the same time.

The first dialogue: One Health, digital tools and AI

The opening dialogue took the title Digital Tools and AI to Support an Inclusive and Multi-Stakeholder One Health Approach.

Participants worked on four functions, not on technology in general. Prevention, surveillance, early detection, and response to complex health threats. For each one they asked the same question. What do digital tools, AI, data and cross-sector work actually add?

The room held public bodies, firms, academics, innovators and healthcare leaders. HCI named several of them. Dr Faten Khemaissia, Mohamed Azaouzi, Wissem Bahrouni, Nour Souabni, Kaouther Boussema, Imen Nefzi, Chihebeddine Romdhani, Asma Saidouni, Alla El-Awaisi, Sarra Ben Ayed and Fatma Tritar. Michael Bauer represented the Konrad-Adenauer-Stiftung.

« One Health cannot be delivered by the health sector alone. Our role as a cluster is to put veterinary services, environmental agencies, clinicians and technology teams around one table, and to make sure something is written down at the end. » Dr Haroun Ouanes, Director, HealthCare Innovation

Why One Health, and why now

One Health treats human, animal, plant and environmental health as one system. The idea is not Tunisian. Four international bodies published a joint plan of action on it in 2022  . They are the Food and Agriculture Organization, the United Nations Environment Programme, the World Health Organization and the World Organisation for Animal Health.

The plan runs on six action tracks.

The timing matters. On 14 August 2026 the four bodies extended the plan to 2029  . A country that builds capacity now builds it against a frame that will still hold in three years.

What is at stake for Tunisia

Two pressures meet here. Noncommunicable diseases cause around 86 percent of deaths in Tunisia . Those need long follow-up and shared data. Zoonotic and vector-borne risks need watch across veterinary, environmental and human health services. Those services rarely share systems.

Both problems share a root. The data exists but sits in separate hands. That is a question of interoperability before it is one of technology. We treat it on its own in FHIR, Sahetna.tn and the interoperability gap .

HCI holds a clear position. Put together, One Health, digital workflows, innovation and multi-actor work form a strategic lever. The aim is a Tunisian model that is resilient, scalable and open to the world.

What comes next

Three dialogues and the study remain. The second one moved the subject inside the company, and we cover it in AI and workplace well-being 

Bodies and firms that want to join a later session can reach the cluster through the Community page . Those looking for support on health data governance can start with our Services  .

Frequently Asked Questions

Q: What is the HCI and KAS project?

A: A partnership signed in June 2026. It covers four strategic dialogues and one in-depth study, under the title Co-Creating a Resilient and Integrated Health Ecosystem in Tunisia. It looks at health, technology and innovation as a driver of economic growth.

Q: What was the first dialogue about?

A: Digital tools and artificial intelligence supporting an inclusive and multi-stakeholder One Health approach, applied to prevention, surveillance, early detection and response.

Q: What does One Health mean?

A: It treats human, animal, plant and environmental health as one system. Four international bodies, FAO, UNEP, WHO and WOAH, run a joint plan of action on it. They extended it in August 2026 to run until 2029.

Q: Who took part?

A: Public institutions, private sector actors, academics, innovators and healthcare leaders. Michael Bauer represented the Konrad-Adenauer-Stiftung.

Q: How many dialogues remain?

A: Three, plus the study. The second one, on AI and workplace well-being, was reported in July 2026.

HCI Resources

Accelerating Innovation in HealthTech 

Startup Programs 

Pharma & Medical Device Regulatory Services 

Experts Network 

Community Overview 

External Citations

World Health Organization, FAO, UNEP, WOAH – One Health Joint Plan of Action 2022-2026 

World Health Organization – Quadripartite extends the One Health Joint Plan of Action to 2029 (2026) 

World Health Organization – Tunisia country data 

Konrad-Adenauer-Stiftung – Tunisia office 

L’article HCI and Konrad-Adenauer-Stiftung Open a National Dialogue on One Health in Tunisia est apparu en premier sur HealthCare Innovation.

HealthCare Innovation joined Euromed Days 2026 in Nicosia from 15 to 17 June. The meeting gathered more than 120 delegates from 26 Euro-Mediterranean countries. ANIMA Investment Network and Invest Cyprus co-organised it. Dr Haroun Ouanes and Hatem Fathallah represented the cluster.

HealthCare Innovation is the HealthTech cluster based in Monastir, Tunisia. Euromed Days brings together development agencies, clusters and investors from across the region.

Why a Tunisian health cluster travels to Cyprus

Health innovation crosses borders faster than health funding does. A tool built in Tunis can serve a hospital in Nicosia. The money to build it rarely moves the same way.

Euromed Days puts cluster managers, agencies and investors in one room for three days. For a cluster, that room is the product. A meeting held there can become a joint project two years later.

The link to E-HealthNAx

ANIMA Investment Network  . That is the European programme funding our E-HealthNAx project with France and Poland.

The numbers behind it are public. The European Union covers up to 90 percent of a 7.8 million euro budget. The programme runs until 2026 across seven southern Mediterranean countries, where 81 clusters have been identified.

That link shortened several conversations in Nicosia. A cluster already delivering under the programme does not have to explain what it is. We describe that delivery in E-HealthNAx 2026 launch day in Tunis

« We do not go to these meetings to present Tunisia. We go to find the two or three partners who have the same problem we do, and who will still answer the phone in eighteen months. » Dr Haroun Ouanes, Director, HealthCare Innovation

The funding gap behind the travel

There is a hard reason a cluster invests three days in a room in Cyprus.

African healthtech startups raised 215 million dollars in 2025, up 232 percent on the year before, according to a sector report on digital health funding in Africa. Tunisian healthtech companies have raised around 2.24 million dollars in total, according to the Tracxn database as of May 2026. Both figures come from commercial trackers rather than official statistics, and both should be read as orders of magnitude.

Even read loosely, the gap is not a talent gap. We examine its real causes in 68 startups, 2.24 million dollars 

Regional access is often what separates a pilot from a company. A small national market rarely supports a healthtech firm alone.

Why the standards conversation matters here

Cooperation is not only about money. The Global strategy on digital health of the World Health Organization laces governance and interoperability among the pillars of safe digital health systems.

Neither pillar stops at a border. A Tunisian medical device that meets one standard in Tunis and another in Nicosia serves no one. That is why interoperability sits on the same agenda as investment, and we treat it in FHIR, Sahetna.tn and the interoperability gap 

What comes next

HCI will follow up on the contacts made in Nicosia. Cluster agreements and investor introductions are the two tracks.

Firms preparing a European market entry can start with the regulatory groundwork. See our Pharma and medical device services . Clusters looking for a Tunisian counterpart can reach us through the Clusters and incubators page 

Frequently Asked Questions

• Q: What is Euromed Days?

A: An annual meeting of economic development agencies, clusters and investors from the Euro-Mediterranean region, organised by ANIMA Investment Network with a national host. The 2026 edition took place in Nicosia, Cyprus.

• Q: When did the 2026 edition take place?

A: From 15 to 17 June 2026, with more than 120 delegates from 26 countries.

• Q: Who represented HealthCare Innovation?

A: Dr Haroun Ouanes and Hatem Fathallah.

• Q: How does this connect to E-HealthNAx?

A: ANIMA Investment Network steers Euromed Clusters Forward, the European programme funding E-HealthNAx. The same network supports both.

• Q: Can a Tunisian startup join these meetings?

A: Cluster members can be introduced through HealthCare Innovation. Contact the cluster to be considered for the next edition.

HCI Resources

Accelerating Innovation in HealthTech 

Startup Programs 

Pharma & Medical Device Regulatory Services 

Experts Network 

Community Overview 

External Citations

ANIMA Investment Network – Euromed Days 2026 

ANIMA Investment Network – Euromed Clusters Forward 

World Health Organization – Global strategy on digital health 2020-2025 

L’article HealthCare Innovation at Euromed Days 2026 in Nicosia est apparu en premier sur HealthCare Innovation.

Pharma 4 Novation launched on 1 February 2025. It is Tunisia’s first pre-incubation programme for pharmacists and pharmacy students. Four organisations built it together, and the first cohort engaged more than 15 projects. The second annual prize closed its applications on 5 April 2026.

HealthCare Innovation is the HealthTech cluster based in Monastir, Tunisia. This article looks at the alliance behind the programme rather than at the programme calendar.

The gap the programme was built for

Three gaps shaped the design. Tunisian pharmacy training carries little innovation content. Routes from an idea to a company are thin. Market access is fragmented.

A pharmacist who has an idea therefore has nowhere to take it. The idea does not fail on merit. It fails on the absence of a next step.

Four partners, four things none of the others could bring

The alliance is the interesting part. Each partner supplies one thing the others cannot.

Attijari bank runs the funding sessions.

Look at the second column again. Remove any one line and the programme stops working. Without the faculty there is no room and no cohort. Without the professional council the profession does not recognise the certificate. Without the manufacturer the students invent problems instead of solving real ones. Without the bank the funding session is theory.

« We did not start by writing a programme. We started by asking who owns each thing a young pharmacist needs, then went to see them one by one. The design followed. » Dr Haroun Ouanes, Director, HealthCare Innovation

What the cohort actually goes through

The pathway has four stages: idea validation, business modelling, regulatory readiness, market access.

Training covers business design thinking and market studies. Webinars run from France and Tunisia. Rapid prototyping workshops address AI and software. Funding sessions run with the bank. Mentoring gives access to hospital and laboratory validation networks.

The first edition engaged more than 15 projects. They spanned AI-assisted diagnosis, emerging biotech solutions, and digital tools for pharmaceutical care.

Second edition, and the shift to a prize

The 2026 edition added a competitive layer. The second annual prize closed applications on 5 April 2026. The winning project receives 1,000 dinars. Four criteria decide: innovation, impact, maturity, feasibility.

The final pitch took place on 11 April 2026 at the Hilton Skanes in Monastir, during the 24th Pharmaceutical Days of the Centre. HCI and the programme team ran an Innovation Galaxy at the same venue. Dr Haroun Ouanes, Said Naija and Nermine Dammak led the sequence.

Placing the final inside a professional congress is deliberate. The winner pitches to pharmacists, not to a jury of programme staff. We use the same method across specialties, described in the Innovation Galaxy at the Mediterranean Geriatrics Forum

What is replicable, and what is not

Three lessons carry to other health professions.

• Start from ownership, not from content. The programme works because four owners each keep their part. A single organisation running all four roles would produce a weaker version.
• An industrial partner changes the exercise. Real problems come from a company with a real constraint. We examine that mechanism on its own in Open innovation in pharma 
• A pre-incubator produces trained people more reliably than it produces companies. That is a fair result, provided the programme says so.

One limit is worth stating. Noncommunicable diseases cause around 86 percent of deaths in Tunisia  . Those patients see a community pharmacist more often than a physician. The International Pharmaceutical Federation  pushes the profession towards prevention and follow-up on exactly that ground. A pre-incubation programme reaches a few dozen pharmacists a year. Changing what the profession does at scale needs a different instrument.

Faculties and professional bodies that want to build a similar alliance can reach us through the Projects page. Pharmacists with a project can start with our Startup programmes 

Frequently Asked Questions

Q: What is this programme?

A: Pharma 4 Novation, Tunisia’s first pre-incubation scheme for pharmacists and pharmacy students, launched on 1 February 2025.

Q: Who created it?

A: HealthCare Innovation, the Faculty of Pharmacy of Monastir, the Regional Council of Pharmacists and Opalia Recordati. Attijari bank runs the funding sessions.

Q: What does a participant go through?

A: Four stages. Idea validation, business modelling, regulatory readiness, market access. Training, webinars, prototyping workshops, funding sessions and mentoring support each stage.

Q: How many projects took part in the first edition?

A: More than 15, across AI-assisted diagnosis, biotech and digital pharmaceutical care tools.

Q: What is the annual prize?

A: A competition attached to the programme. The second edition closed applications on 5 April 2026, with a prize of 1,000 dinars and a final pitch on 11 April 2026 in Monastir.

HCI Resources

Accelerating Innovation in HealthTech 

Startup Programs 

Pharma & Medical Device Regulatory Services 

Experts Network 

Community Overview 

Pharma 4 Novation project page

External Citations

International Pharmaceutical Federation – global pharmacy body 

World Health Organization – Tunisia country data 

Opalia Recordati – industry partner 

Regional Council of Pharmacists of Tunisia 

L’article Pharma 4 Novation, Eighteen Months On: What a Four-Way Alliance Taught Us est apparu en premier sur HealthCare Innovation.

HealthCare Innovation ran an Innovation Galaxy at the 20th Mediterranean Forum of Geriatrics. The forum took place on 4 and 5 April 2026 at Hotel El Mouradi Palace in Sousse. The immersive space ran across both days, around three themes: ageing and prevention, patient care pathways, and medico-social support.

HealthCare Innovation is the HealthTech cluster based in Monastir, Tunisia. It co-organised the space with the Society for the Promotion of Geriatrics and Gerontology, Serve Senior and MedGalaxis .

The problem the format solves

Clinicians do not attend startup fairs. Startups do not attend medical congresses. Each group assumes the other will come to it, and neither does.

Innovation Galaxy removes that choice. HCI builds the space inside a congress the clinicians already planned to attend. The visitor does not travel, does not register for a second event, and meets the tools between two sessions.

That is a simple idea. It is also the reason a geriatrician saw a remote monitoring tool in April who would not have seen one otherwise.

What the two days covered

The space was built around three themes rather than around exhibitors.

Healthcare professionals, experts, innovators and ecosystem players moved through the space over the two days. Dr Haroun Ouanes, Lina Gargouri and Nermine Dammak led the HCI side.

« A geriatrician does not need to be convinced that ageing is a subject. What is missing is the chance to hold the tool, ask two hard questions and decide in five minutes. That is what this space is for. » Dr Haroun Ouanes, Director, HealthCare Innovation

Why geriatrics, and why now

The demographic case is settled. The World Health Organization expects the number of people aged 60 and over to reach 1.4 billion in 2030, then 2.1 billion in 2050 . By 2030 one person in six worldwide will be 60 or older.

Two thirds of them will live in low and middle income countries. Tunisia sits in that group, and it carries a second load. Noncommunicable diseases cause around 86 percent of deaths in the country. Long conditions and long lives make the same demand: continuity.

The World Health Organization answers with an approach called integrated care for older people, or ICOPE  . It organises care around five intrinsic capacities: cognition, mobility, vitality and nutrition, sensory function, and psychological health.

Read the ICOPE list next to the three Innovation Galaxy themes and they overlap. That is not a coincidence. Both start from function rather than from diagnosis.

What we take from it

Three points hold beyond the forum.

• The venue is the intervention. Putting innovation inside an existing congress reaches practitioners that a dedicated event never will. We use the same method in other specialties, described in the Patient Care Pathways hackathon 
• Carers are users. Solutions built only for the patient miss the person who actually operates them at home.
• Ageing is an economic subject as well as a clinical one. It sits next to workplace health in the same policy file, which we cover in ISO 45003 and the new rules of workplace mental health 

Congress organisers who want an Innovation Galaxy at their event can reach us through the Projects page. Startups working on ageing can apply through our Startup programmes 

Frequently Asked Questions

Q: What is the Innovation Galaxy?

A: An immersive space that HealthCare Innovation sets up inside an existing medical congress. Visitors move through interactive stations showing digital health solutions relevant to that congress.

Q: When and where did the geriatrics edition take place?

A: On 4 and 5 April 2026, at Hotel El Mouradi Palace in Sousse, during the 20th Mediterranean Forum of Geriatrics.

Q: Who co-organised it?

A: HealthCare Innovation, the Society for the Promotion of Geriatrics and Gerontology, Serve Senior and MedGalaxis.

Q: What themes did it cover?

A: Ageing and prevention, patient care pathways, and medico-social support.

Q: How can a congress host an Innovation Galaxy?

A: By contacting HealthCare Innovation through the projects page of the cluster website.

HCI Resources

Accelerating Innovation in HealthTech 

Startup Programs 

Pharma & Medical Device Regulatory Services 

Experts Network 

Community Overview 

External Citations

World Health Organization – Ageing and health fact sheet 

World Health Organization – Integrated care for older people, ICOPE 

World Health Organization – Tunisia country data 

L’article Innovation Galaxy at the 20th Mediterranean Geriatrics Forum in Sousse est apparu en premier sur HealthCare Innovation.

Four French HealthTech startups spent the morning of 26 March 2026 with clinicians and researchers in Monastir. The session ran from 09:00 to 12:30 at the Faculty of Medicine. It formed the academic leg of E-HealthNAx, the Euro-Mediterranean programme run by HealthCare Innovation.

HealthCare Innovation is the HealthTech cluster based in Monastir, Tunisia. The startups came through BioValley France, the health innovation cluster based in Strasbourg.

Where this day sits in the wider mission

E-HealthNAx ran from 24 to 28 March 2026 across Tunis and Monastir. The Tunis leg opened the week with an institutional session and more than 100 business meetings. We cover it in E-HealthNAx 2026 launch day in Tunis .

Monastir did something different. Tunis put companies in front of buyers. Monastir put them in front of clinicians and researchers, which is a harder audience and a more useful one.

HealthCare Innovation runs the programme with BioValley France and MedSilesia Cluster. The Faculty of Medicine of Monastir and Smart Lab FMM hosted the day. The European Union funds it through Euromed Clusters Forward . ANIMA Investment Network, Berytech, Business France and Proovlab take part.

What the morning covered

The programme had four parts. Startup presentations. A discussion on artificial intelligence and the French HealthTech ecosystem. Meetings with healthcare professionals and researchers. Networking around the stands.

HCI named several participants. Sandra Chalhoub, Carine Remetter, Mohamed Ibn Alkadi, Rania Jebri, Damien Forest, Aleksandra Szczerbak-Ruta, Noemie Jordy, Aziz Frikha, Mohamed Azaouzi, Sana Boujaafar and Charfeddine Amri. InSimo  also took part. It builds surgical simulation software.

One detail is worth recording. The announcement of 12 March mentioned five French startups. The reports published on 2 and 7 April mention four. No source explains the difference. We keep the figure from the reports.

« A clinician will find the gap in your product in ten minutes. That is worth more to a startup than a month of market research, and it is the reason we hold one leg of every mission inside a faculty. » Dr Haroun Ouanes, Director, HealthCare Innovation

Why a clinician audience changes the product

A startup that pitches to investors is selling a story. A startup that pitches to a practising physician is defending a workflow. The questions differ, and so do the answers a founder walks away with.

The difference has a regulatory side too. The Global strategy on digital health of the World Health Organization names governance, interoperability and workforce skills as pillars of safe digital health systems. None of the three can be tested in a demo room.

Proof requirements move the same way. The NICE framework on evidence standards for digital health grades the proof required against the risk a tool carries. In the United States, the FDA issued a final guidance on 18 December 2025 on real-world data for medical devices  . It replaces the 2017 text and now allows aggregated, de-identified data.

Read together, those two moves say something practical. Data collected in real settings counts. A Tunisian hospital that tests a French tool is producing evidence, not just giving feedback.

What the visitors took home

Three things came out of the morning for the European side.

• A care pathway in Tunisia does not match the French one. Volumes, referral habits and payment routes differ. A product built for one has to be reworked for the other.
• Regulatory status travels badly. A CE mark opens a conversation in Tunis, it does not close one. We set out what applies locally in Software as a Medical Device: Tunisia’s regulatory blind spot 
• Faculties are entry points. A researcher who tests a tool becomes its first local reference. In a market where distributors rely on clinical reputation, that counts.

Firms preparing a North African entry can start with our Pharma and medical device services . Faculties and research teams that want to host a session can reach us through the Community page .

Frequently Asked Questions

Q: When and where did the Digital Health Innovation Day take place?

A: On Thursday 26 March 2026, from 09:00 to 12:30, in the ceremonial auditorium of the Faculty of Medicine of Monastir.

Q: How many French startups attended?

A: Four, according to the reports published in April 2026. The announcement of 12 March had mentioned five. No source explains the difference.

Q: Which programme was this part of?

A: E-HealthNAx. HealthCare Innovation runs it with BioValley France and MedSilesia Cluster. The European Union funds it under Euromed Clusters Forward.

Q: Who hosted the day?

A: The Faculty of Medicine of Monastir and Smart Lab FMM.

Q: How can a French or Polish company join a future mission?

A: Through its national cluster, or by contacting HealthCare Innovation directly.

HCI Resources

Accelerating Innovation in HealthTech 

Startup Programs 

Pharma & Medical Device Regulatory Services 

Experts Network 

Community Overview 

External Citations

World Health Organization – Global strategy on digital health 2020-2025 

National Institute for Health and Care Excellence – Evidence standards framework for digital health technologies 

Federal Register – Use of Real-World Evidence To Support Regulatory Decision-Making for Medical Devices (2025) 

ANIMA Investment Network – Euromed Clusters Forward 

L’article Digital Health Innovation Day: French Startups Meet Clinicians in Monastir est apparu en premier sur HealthCare Innovation.

E-HealthNAx opened in Tunis on 25 March 2026. HealthCare Innovation gathered more than 80 participants and a delegation of 14 French and Polish HealthTech companies. Over 100 matchmaking meetings took place during the five-day mission, which ran from 24 to 28 March across Tunis and Monastir.

HealthCare Innovation is the HealthTech cluster based in Monastir, Tunisia. E-HealthNAx links the Tunisian digital health ecosystem with its French and Polish counterparts. It also gives European medical technology firms a first structured route into North Africa.

Who funds E-HealthNAx and who runs it

Three clusters implement the programme. HealthCare Innovation leads in Tunisia, BioValley France  in France, and MedSilesia leads in Poland. Proovlab , Business France and the CQE project of GIZ Tunisia  support the delivery.

The European Union funds the programme through Euromed Clusters Forward  . ANIMA Investment Network leads it with Berytech  . The programme runs until 2026 on a budget of 7.8 million euros. The European Union covers up to 90 percent of it. It reaches 81 clusters in seven southern Mediterranean countries.

A second channel supports the export side. The action belongs to EXPORTI, under the PACE-AMIT programme of the CQE project. GIZ Tunisia delivers it with the Tunisian Ministry of Industry, Mines and Energy. The European Union in Tunisia and the German ministry for economic cooperation, known as BMZ, fund it.

Which companies came, and from where

Five Polish medical technology firms travelled to Tunis. They were Accrea Medical Robotics, Meden-Inmed  , Orthoget  , Technomex and Zarys  . MedSilesia coordinated the group. It worked with the Upper Silesian Accelerator, known as GAPR .

The French group came through BioValley France, the health cluster based in Strasbourg. It included InSimo  , which builds surgical simulation software, and Praxy.ai .

On the Tunisian side, the room held health authorities, public bodies, non-governmental organisations, drug and device makers, digital health startups and sector experts.

What the Polish embassy said

Agata Wadowska, Chargee d’affaires a.i. of the Embassy of Poland in Tunis , opened the session. She set out how economic diplomacy supports Polish firms abroad. New technologies, biotechnology included, are a stated priority of the Polish government and of European institutions.

She then placed the two countries side by side. Poland ranks sixth in the Digital Decade eHealth Indicator Study 2025. That puts it among the most advanced European countries in health system digitisation. Tunisia holds a similar position in its own region. The embassy said it expects this first meeting to produce lasting partnerships.

That framing matters for a Tunisian cluster. It positions the country as a peer rather than a destination market.

What the day produced

The day ran in four blocks. An institutional session opened it. Then came an exchange on digital health priorities in Tunisia, expert talks, and pitches from the European firms. B2B meetings filled the rest of the day.

More than 100 matchmaking meetings were held. The mission then moved to Monastir on 26 March. French startups spent a day there with clinicians and researchers at the Faculty of Medicine. We cover that day in Digital Health Innovation Day in Monastir

For the European firms, the week worked as a soft landing. They met distributors, clinicians, regulators and possible partners in five days. That first step usually takes a year.

What we take from it

Dr Haroun Ouanes, Director of HealthCare Innovation, summed up the outcome. “E-HealthNAx confirms Tunisia’s ability to connect European innovation with the real needs of the Tunisian and North African markets, and to open new horizons for collaboration.”

Three conclusions stand out.

• Regulatory readiness decides who converts. Firms who arrived with a compliance file moved faster than firms who arrived with a demo alone. We set out what that file requires in Software as a Medical Device: Tunisia’s regulatory blind spot 
• Traffic runs both ways. Two weeks earlier, four Tunisian startups took Tunisian innovation to Paris. WejdenSpire, ProovLab, NormSafety and MedGalaxis attended the MedInTechs congress on 9, 10 and 11 March 2026.
• Embassies open doors a cluster cannot open alone. The Polish group came through a channel built by the embassy and an accelerator.

HealthCare Innovation will use the same route for the next groups. Firms preparing a North African market entry can start with our Clusters and incubators services 

Frequently Asked Questions

Q: What is E-HealthNAx?

A: E-HealthNAx is a Euro-Mediterranean programme. It links digital health and medical technology ecosystems in Tunisia, France and Poland. HealthCare Innovation, BioValley France and MedSilesia run it. The European Union funds it under Euromed Clusters Forward.

Q: When and where did the 2026 mission take place?

A: The mission ran from 24 to 28 March 2026 in Tunis and Monastir. The official launch day was held in Tunis on 25 March 2026.

Q: Which European companies took part?

A: Fourteen startups and firms from France and Poland joined the group. Five Polish makers are named in the press: Accrea Medical Robotics, Meden-Inmed, Orthoget, Technomex and Zarys. InSimo and Praxy.ai took part on the French side.

Q: How many business meetings were held?

A: More than 100 matchmaking meetings were facilitated during the mission.

Q: How can a company join the next edition?

A: European firms apply through their national cluster. Tunisian firms can contact HealthCare Innovation through the services page.

HCI Resources

Accelerating Innovation in HealthTech 

Startup Programs 

Pharma & Medical Device Regulatory Services 

Experts Network 

Community Overview 

Projects 

External Citations

La Presse de Tunisie – E-HealthNAx 2026 : la Tunisie confirme son role de passerelle pour la sante digitale euro-mediterraneenne (2026) 

Managers – Cinq entreprises polonaises prospectent le marche tunisien de la healthtech (2026) 

Entreprises Magazine – MedTech : la Pologne et la France lorgnent la Tunisie (2026) 

ANIMA Investment Network – Euromed Clusters Forward 

Berytech – Euromed Clusters Forward programme page 

L’article HealthCare Innovation Opens E-HealthNAx With 14 European HealthTech Startups in Tunis est apparu en premier sur HealthCare Innovation.