6,582 press releases indexed under healthcare.
BERLIN, Germany, September 02, 2026--Vara has received CE certification under the EU Medical Device Regulation (Class IIb) for autonomous triage in organised breast cancer screening – the first breast AI certified anywhere to report screening examinations as normal without radiologist review.
1 Estimation non auditée préparée par la Direction sur la base des informations disponibles à la date du présent communiqué de presse. La prochaine publication financière de la Société portera sur les comptes du premier semestre 2026 et interviendra en octobre 2026. 2 La date PDUFA correspond à la date cible à laquelle la Food and Drug Administration (FDA) américaine prévoit d’achever la revue d’une demande d’autorisation de mise sur le marché (NDA) et de rendre sa décision, conformément au Prescription Durg User Fee Act (PDUFA).
Louvain-la-Neuve, Belgium, 2 September 2026, 7 a.m. – IBA (Ion Beam Applications S.A., EURONEXT), the world leader in particle accelerator technology, today announces its participation in PFAROS, a new European research and innovation initiative launched to address environmental emissions and exposure concerns related to per- and polyfluoroalkyl substances (PFAS) in the pharmaceutical and medical sectors. As part of the project, IBA will co-lead the work on end-of-life and waste-management technologies, bringing its electron beam and Rhodotron ® expertise to the assessment of PFAS destruction solutions.
MARSEILLE, France, September 02, 2026--Regulatory News: Innate Pharma SA (Euronext Paris: IPH; Nasdaq: IPHA) ("Innate" or the "Company"), a clinical-stage biotechnology company developing immunotherapies for cancer patients, today announced that members of its executive team will participate in a fireside chat and one-on-one investor meetings at the following conference:
HONG KONG, Sept 2, 2026 - (ACN Newswire) - The competitive logic of the insurance industry has shifted from scale expansion to value cultivation. Against this backdrop, the role of technology has also been elevated from efficiency-enhancing tools to a strategic foundation for navigating economic cycles. As a leading privately owned insurance group in China, Sunshine Insurance (6963.HK) has released its interim results, which not only demonstrate solid financial performance but also clearly outline a digital-intelligence transformation path driven by the dual engines of “robot engineering” and “data engineering”. As of June 30, 2026, Sunshine Insurance recorded gross written premiums (“GWPs”) of RMB90.91 billion, up 12.5% year-on-year, with net profit attributable to equity owners of the parent rising 38.5% to RMB4.69 billion. The value of new business in life insurance business increased by 16.4%, while the property and casualty insurance business optimized the underwriting combined ratio to 98.7%. Behind these numbers, a deep-seated technological transformation spanning sales, services and management is unlocking sustained momentum. Sales Revolution: From “Human-Only” to “Human-Machine Collaboration” The traditional insurance industry has been heavily reliant on human resources, where the capability ceiling of the sales force often defines the upper limit of business growth. Sunshine Insurance is now breaking this constraint through AI agent technology. On the life insurance side, sales robots have been deeply embedded across the entire customer engagement lifecycle. According to the Company, the robot is powered by 13 AI agent platforms and nearly 100 vertical AI agents, covering 7 major categories and 60 to 70 sub-scenarios in life insurance sales. The system leverages big data to precisely generate customer profiles, automatically produce personalized marketing plans and communication strategies, and identify customer conversion intent in real time during interactions. As of the end of the Reporting Period, the robot has completed 263,000 instances of assisted customer management, achieving cumulative converted standard premiums exceeding RMB30 million. On the agency-team side, monthly customer outreach and face-to-face visits by marketers rose by more than 20%, the policy addition rate for existing clients climbed by 12%, and the new-agent policy-writing rate more than doubled. This means frontline agents have gained a reliable “digital advisor”, enabling systematic improvements in their operational efficiency and specialization. Practices in the property and casualty insurance segment have achieved greater scale deployment. Leveraging predictive models, the telesales assistant robot covers approximately 200,000 customer leads daily and steadily supports the daily operations of more than 2,000 agents, delivering a shift from a “scatter-gun approach” to “precision targeting”. Furthermore, the renewal prediction model, based on 75 factors, enables high-precision prediction of the renewal probability for each auto insurance customer. It supports automated quotation and differentiated operation, transforming in-depth cultivation of existing clients from experience-driven to algorithm-driven operations. “Autopilot” Moment for the Claims Value Chain Claims handling constitutes the most critical touchpoint of insurance service experience and a core link in operating costs. Sunshine Insurance’s “claims service robot” is driving automation across this sophisticated workflow. At present, the robot has expanded its service scope from auto insurance to third-party claims, bodily injury, and non-auto health and accident insurance. In the first half of the year, it served 1.09 million customers, provided over 400,000 intelligent assisted responses, and achieved a customer satisfaction rate of 98%. Notably, with the robot proactively tracking vehicle repairs and injury recovery status, the average claim settlement cycle for served customers has been shortened by 10 days. In non-auto insurance lines, such as the student safety insurance and supplementary medical insurance, pilot programs for end-to-end automated processing were launched through multi-agent collaboration. On the loss-adjustment side, pilot programs have been launched for intelligent assessment of minor vehicle damage claims. Robots can autonomously guide customers through the document upload process. The full behavioral trajectory from claim reporting to settlement can be traced via the operations monitoring platform, laying a data foundation for continuous optimization of claims service. This represents more than efficiency gains; it signifies a redefinition of service standards. Management Empowerment: Dual Leaps from Actuarial Pricing to Frontline Execution Beyond optimizing “the last mile” customer experience, intelligent transformation on Sunshine Insurance’s management side is reshaping the underlying operational capabilities and frontline execution of the insurance business. Risk pricing sits at the core of insurance operations. Built on its “data engineering” foundation, Sunshine Insurance is revamping this core competency. The auto insurance risk pricing robot has completed the construction of a dataset covering the entire process of quoting, underwriting, and claims settlement, reducing data preparation time from 5 days to 1 day and shortening time required to detect anomalies cycle from 8 hours to 1 hour. A closed-loop capability of “automated anomaly inspection + model simulation verification + dynamic solution output” was preliminarily established, enabling actuarial pricing to leap from quarterly-level responses to nearly real-time dynamic adjustments. Meanwhile, the Group has established an integrated plan covering data collection, database construction and data application, and deeply integrated 20 strategic data engineering projects into key business areas. Such foundational investments are transforming data from static resources into fluid, insight-generating strategic assets. In addition, Sunshine Insurance has extended its management reach to the front-line grassroots level. The four-tiered branch management robot empowers grassroots through intelligent agents such as “AI Little Tabulator, AI Little Advisor, and AI Little Designer”. Managers can complete the entire process of tabulation, data querying, and attribution through natural language processing. To date, this system has been deployed across 820 four-tiered branches nationwide, with a cumulative total of 621,000 pushes in the first half of the year. It has standardized and automated management processes that previously relied on manual experience, allowing grassroots managers to conduct routine management analysis at lower cost and greater speed. Conclusion From human-machine collaboration at the sales frontline, to the automated restructuring of the reimbursement cycle, and further to the systematic upgrade of actuarial pricing and grassroots management, Sunshine Insurance’s technology deployment has moved beyond the initial phase of process digitalization and entered a phase of deep, coordinated advancement characterized by a multi-intelligent agent architecture and dynamic closed-loop data. As China’s insurance industry enters a critical period of high-quality development, Sunshine Insurance’s practice offers a valuable reference case: the barriers to technology adoption are diminishing, and the true differentiator lies in the depth of integration between technology and core business scenarios, as well as the efficiency with which it transforms the operating value chain. An insurance group with total assets of over RMB700 billion has begun recalibrating its strategic direction through data and algorithms, and its next-phase growth trajectory warrants re-evaluation from multiple dimensions. Copyright 2026 ACN Newswire. All rights reserved. www.acnnewswire.com
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Free case evaluations for individuals affected by the Nutex Health cyberattack claimed by The Gentlemen ransomware group HOUSTON, Sept. 1, 2026 /PRNewswire/ -- Edelson Lechtzin LLP, a national class action law firm, is investigating data privacy claims arising from a cyberattack on Nutex...
OSAKA, Japan & CAMBRIDGE, Mass., September 02, 2026--Ono Pharmaceutical Co., Ltd. (Headquarters: Osaka, Japan; President and COO: Toichi Takino; "Ono") today announced that it has entered into a drug discovery partnership agreement with Aitia, Inc. (Headquarters: Cambridge, Massachusetts, USA; CEO: Colin Hill; "Aitia").
MILPITAS, Calif., Sept. 1, 2026 /PRNewswire/ -- Zepp Health Corporation (NYSE: ZEPP) ("Zepp", the "Company" or "we") today announced its unaudited financial results for the second quarter of 2026. Second Quarter of 2026 Financial and Operating Highlights: Revenue reached US$63.5 million,...
HONG KONG, Sep 2, 2026 - (ACN Newswire) - Postpartum care has historically presented a challenging unit economic profile: low purchase frequency, high labor intensity, and significant execution friction across regions. Constrained by these structural headwinds, most industry operators operate near break-even levels. Saint Bella Group (2508.HK), the world’s largest postpartum care provider by market share, has delivered a set of interim financial results that defies these broader sector dynamics. During the first half, profit growth significantly outpaced top-line expansion—demonstrating strong operational leverage. Five core financial metrics outline the mechanics driving this margin expansion: Revenue and Adjusted Profit Growth: H1 revenue grew 36.0% year-on-year (YoY) to RMB 611 million. Adjusted net profit surged 56.2% YoY to RMB 60.58 million, driving adjusted net margin up to 9.9%. Profit growth outstripped top-line gains as fixed-cost absorption improved. Core Brand Expansion (ASP up 15.9% to RMB 171,000): Across its brand portfolio—Saint Bella, Bella Isla, and Baby Bella (spanning ultra-luxury to upper-mid tiers)—group-wide average selling price (ASP) rose 15.9% YoY to RMB 171,000. Pricing power across core brands expanded despite broader macroeconomic discounting pressures in consumer services. Lifecycle Diversification: Postpartum care revenue grew 31.4% YoY to RMB 508 million. Non-postpartum, full-lifecycle services and products increased their revenue share to 31.5%, led by a 59.1% YoY surge in family care services and a 44.4% YoY gain in women’s health nutrition. Customer Lifetime Value (LTV) & Retention Metrics: The repeat-purchase conversion rate across non-postpartum offerings reached a record 96.3%. Conversion from core postpartum care to STB postpartum recovery services reached 94%. Average contract duration for family care extended to 169 days with a 57% renewal rate, indicating a transition from transactional engagements to multi-period recurring revenue. Global Footprint, Consolidation & AI Monetization: Operating centers in New York, Bangkok, and Singapore expanded operations, driving overseas revenue up 244% YoY. The acquisition of Wuhan-based Freya closed during the period. Proprietary AI agents generated RMB 6.9 million in revenue, marking initial financial validation for the group's technology stack. These operational data points signal a fundamental strategic shift: Saint Bella is transitioning from single-event postpartum care delivery to managing long-term customer lifetime value (LTV) across multiple brands and environments. While traditional peers remain focused on local bed-capacity competition, the industry leader is restructuring its growth flywheel. Core Operations: ASP Expansion, Penetration, and M&A Postpartum care remains Saint Bella’s foundational anchor and primary customer acquisition channel, generating RMB 508 million in H1 revenue (+31.4% YoY). Across its tiered multi-brand structure—Saint Bella, Bella Isla, and Baby Bella—group ASP increased 15.9% YoY to RMB 171,000. Delivering simultaneous volume and price growth sets the group apart in a consumer sector currently marked by price-cutting. Top-line performance is backed by deep service attach rates and high retention. During the reporting period, 94% of postpartum care clients cross-purchased STB postpartum recovery services. With overall repeat-purchase conversion reaching 96.3%, brand equity continues to reinforce customer retention. Saint Bella is executing a dual organic and inorganic growth strategy. The strategic acquisition of Freya—a premium maternal and infant care operator in Wuhan—added three standalone centers, 160 beds, and approximately 10,000 high-net-worth members, resolving a strategic coverage gap in central China. By integrating its standardized operational workflows and higher-margin recovery services into Freya’s network, Saint Bella expects near-term scale efficiencies. As of H1, Saint Bella’s global footprint stood at 148 operating centers. Strategic Pivot: Capturing Full-Lifecycle Customer Value While postpartum care acts as an efficient acquisition vector, full-lifecycle services drive long-term monetization. The Group's monetization sequence follows a structured funnel: Initial Acquisition & Trust: High-net-worth clients enter the funnel through premium postpartum care, establishing foundational brand trust. Postpartum Recovery Cross-Sell: STB services extend engagement beyond the standard 28-day stay, capturing spend across the full physiological recovery cycle. Family Care Retainers: Yujia’s age-tiered early childhood development framework (ages 0–3) extends average contract duration to 169 days, achieving a 57% renewal rate. Health & Nutrition Recurrence: Women’s health nutrition transitions the engagement model into high-frequency, mid-ticket daily wellness spending. This multi-stage model is driving tangible financial shift. Outpacing the core postpartum segment, family care revenue rose 59.1% YoY while health nutrition grew 44.4% YoY, driving non-postpartum revenue to 31.5% of total revenue. Furthermore, the addition of Freya’s ~10,000 member base provides an immediate addressable pool for cross-selling. Scalable Infrastructure: Global Network, Specialized Talent, and AI Execution Executing this expanded service coverage across geographies relies on three key operational pillars: skilled labor supply, international distribution, and standardized quality controls. Talent Development: The group’s certified family care specialist pool reached 11,495 headcount, adding 1,995 newly certified specialists in H1 (+42% vs. H2 of the prior year). In a labor-intensive sector, maintaining a deep talent bench is essential for cross-regional scaling and quality assurance. Global Footprint & Strategic Partnerships: Operating 148 centers worldwide, international sites in New York, Bangkok, and Singapore are progressively scaling operations. Complementing center-based models, an overseas in-home care program drove a 244% YoY increase in international revenue. To accelerate global expansion, Saint Bella entered into a strategic partnership with L Catterton, the consumer-focused private equity firm backed by LVMH. The partnership drives co-developing international market opportunities, introducing global brands, acquiring cross-border talent, and sourcing target M&A candidates. Proprietary AI Deployment: "Dr. Bella," the group's proprietary domain-specific large language model, is deployed across 60+ affiliated brands and 207 postpartum centers. The system automates clinical consultations, dynamic care plan generation, and customer management. AI-driven operations generated RMB 6.9 million in revenue during H1, validating initial technology commercialization. Over the longer term, codifying human service expertise into scalable software protocols enhances cross-center operational consistency and lowers asset-light expansion costs. Outlook Market leadership in the family care sector is shifting away from pure center footprint expansion. Future enterprise value will accrue to platforms capable of establishing early client trust, extending service lifecycles, and standardizing service delivery through digital technology and trained talent pools. According to Frost & Sullivan, Saint Bella ranked first globally by revenue in 2025, capturing a 0.5% market share—leading the second-largest operator by over 47%. While legacy operators remain focused on single-center economics, Saint Bella is leveraging high-end postpartum care as a customer acquisition bridge—building a full-lifecycle, omni-channel family care platform with defensible competitive moats. Copyright 2026 ACN Newswire. All rights reserved. www.acnnewswire.com
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Markham, ON, September 01, 2026--For months, 8 CUPE locals representing over 1100 long term care workers across Ontario have been kept waiting for a fair contract. Where other workers would have been able to go on strike to force the employer back to the table, these workers are denied that right under the Hospital Labour Disputes Arbitration Act (HLDAA), forcing them into a long and drawn-out process to get a fair contract.