EMS helps expats and their family members adapt to Russia. EMS helps expats and their family members adapt to Russia Emergency services in Hong Kong

Now our clients can use the services of a new provider - CIGNA Global.

Foreign citizens, while in a foreign country, use the health insurance service for expats. This type of insurance is designed for people living and working abroad. Our main goal is to provide you and your family with the opportunity to benefit from high-quality medical care, no matter what country you are in.

The level of medical care varies greatly between countries. Services can be either better or worse. A person has a hard time with all the changes and it is quite difficult for him to adapt to new circumstances. Therefore, the main mission of the company CIGNA Global is to provide insured persons with the opportunity to receive the best medical services and feel at home. IN CIGNA Global Flexible insurance plans are available. Thanks to this, you can choose the most suitable plan that will fully satisfy your needs.

The standard plan provides for hospitalization and the provision of all necessary services in case of inpatient treatment (professional counseling, provision of medications, payment for operations, ambulance). Additionally, you can also order coverage for: evacuation, dental services, maternity, outpatient consultation.

Company CIGNA has 30 years of experience in the field of health insurance. The company's services are used by more than 70 million clients from more than 200 countries. The company has 31 thousand qualified employees. More than 1 million medical providers providing high-quality services are available to insured individuals.

In Kyiv, many clinics use the “direct billing” scheme in their activities, according to which all payments occur directly between the insurance company and the medical institution. All that is required from the client is to fill out and sign the application for reimbursement upon leaving the clinic. Using the services of partner clinics, including: family medical center Ilaya Family, Kyiv City Heart Center, Isis, Medic, Oberig, American Medical Centers, Eurolab You don't have to think or worry about the cost of these services. This is a very convenient scheme for clients. It allows patients to focus on their recovery and forget about all their worries.

If you have an insurance policy Signa, then all you need to do is sign the Clain Form when leaving the medical facility. Task CIGNA Global– take care of your health, safety and well-being.

We provide you with a list of the best treatment centers in Moscow with which Allianz Worldwide Care has established successful long-term cooperation. You can contact any of these institutions and be sure that you will receive medical care at the most professional level by highly qualified medical specialists. When contacting these clinics, we recommend that you fill out an Application for Guarantee of Payment for Medical Services. In this case, the medical institution will bill the insurance company directly for the medical services provided, which will free you from participating in the payment process.

Additionally, we inform you that, within the framework of your insurance program, you can contact medical institutions that are not listed in this list, but you must ensure that the clinic has a valid license for the medical services provided. In such cases, we ask you to contact the Allianz Worldwide Care hotline before starting treatment. Then the company’s employees will try to settle your medical expenses with the doctor directly.

Clinics in Moscow provided by the programs
international health insurance

Moscow has long been one of the world's business centers, where specialists from many countries come to work. And, despite the fact that the capital of Russia is a modern metropolis with a developed infrastructure, the vast majority of expats cannot avoid the difficulties associated with adaptation to a new country: the language barrier, unusual food, a new cultural environment - these are just a few of them.

In addition to foreign specialists themselves, members of their families are also at risk: spouses will most likely have to leave their previous jobs, and children will have to get used to a new school and education system. All these stress factors and irritants can negatively affect not only family relationships, but also health, leading to sleep disturbances, anxiety or depression, headaches, stomach and cardiovascular problems.

It is rarely possible to cope with this on your own, so the psychotherapeutic clinic of the European Medical Center has developed a program to support expats and their families during the transitional period of adaptation. Consultations are designed to help with this - individual, for couples and for families, anti-stress training, clinical monitoring of body functions, yoga classes, manual therapy and acupuncture in addition to therapeutic treatment. The program is compiled individually for each person, taking into account all the features of his situation and perception.

EMC has created all the conditions so that foreign patients do not feel discomfort, and medical care is competent and effective. The center's staff speaks 108 languages, which completely eliminates the problem of a language barrier. Many doctors themselves are expats from a variety of countries, or have encountered difficulties in the adaptation period during internships abroad. Thanks to this personal experience, the clinic staff understands the problems of foreign specialists in a new country like no one else, which helps to establish close contact with the patient, which is especially important in psychotherapeutic practice.

The Krylatsky Hills business park, located on the territory of the Moskvoretsky natural-historical park next to Rublevskoye Highway, is carefully tidied up and well-groomed: rosehips bloom in the flowerbeds and roses are fragrant. Four Class A office buildings are occupied by renowned tenants such as Microsoft and British American Tobacco.

The site, adjacent to the business park, looks neglected, although it is strictly guarded. The concrete fence is decorated with an unprintable three-letter word. Both properties are owned by the Millhouse company, which manages the assets of Roman Abramovich and other former Sibneft shareholders. Behind the gray fence is the Moscow Medical Center clinic, which was supposed to become another source of pride for the billionaire - the largest and most modern private clinic in Moscow. But the fully constructed building has been empty for five years. What's happened?

Abramovich's mistake

Abramovich's intention to build a “clinic for the rich” was first reported in 2006 by the British newspaper The Sunday Times, indicating an investment of about $150 million and detailing the supposed luxury of an 80-bed hospital. “Patients will be offered rooms with a large bathroom and living room, TV, access to the Internet and fax,” the article said. In total, the hospital was supposed to receive up to 400 patients per day.

The plan to build a medical center in Krylatskoye has existed since Soviet times. Abramovich was convinced to implement this idea by Alexander Bronstein, president of the Center for Endosurgery and Lithotripsy. “This clinic was built for me and for me, I had to manage it,” Bronstein recalls in a conversation with Forbes. His own center, one of the oldest private clinics in Moscow, whose clients include many members of the Forbes list, is located on the congested Entuziastov Highway.

The new clinic was supposed to fulfill all the dreams of the ambitious doctor. A hospital with spacious rooms, operating rooms, a diagnostic center equipped with computed tomographs and other modern equipment, which was then a rarity even for private metropolitan clinics. Everything is like in the West: the stay in the ward is comfortable, but as short as possible - putting a person in the hospital for a week-long examination is expensive and impractical. Medical stars from Russia and the USA would be invited for complex operations - again, in the Western style, where leading doctors work not in hospitals, but at universities and operate by invitation. Nothing like this existed in Moscow at that time.

The hospital became Abramovich's first development project. Specifically for the construction of a medical center, Millhouse Capital, together with the managers of the Alfa Development company, created the CMI Development company in 2001. It was she who later built the Krylatsky Hills business park, cottage communities, class A offices in Moscow, and shopping centers in Chukotka.

But there was a misfire with the medical center. A plot of 3.5 hectares was allocated by the Moscow government for lease to Medical Estate LLC in 2003, construction was supposed to be completed in 2009. The new completion date is 2013. Why the delay?

The initial project of the miracle clinic was developed according to Russian standards by the Moscow architectural firm ABD Architects. However, American managers brought into the CMI Development team convinced Abramovich that the clinic should be built according to American standards, and not local ones. For example, in Russia, all hospitals are shaped like narrow rectangles, so that the windows of all wards and offices face the street - this is the only way to comply with sanitary and epidemiological standards for natural lighting of the premises. The building of the clinic in Krylatskoye is almost a square, around the perimeter of which wards were to be located, and in the center there were operating rooms, offices and office premises with artificial lighting. This layout is more convenient, but does not fit into Russian standards. As well as economical engineering systems, the standards require a separate ventilation system for operating rooms, a double backup power supply system, etc. “The building was built, but has not yet been commissioned,” recalls Boris Levyant, head of ABD Architects.

Perhaps Millhouse could have rebuilt the building to Russian standards, but Abramovich's interest in the medical project had faded. “He didn’t complete the clinic: he bought Chelsea, his head became full of other people,” Bronstein says bitterly.

There were no people willing to buy the unapproved and unequipped clinic. “Our European Medical Center (EMC) was bidding for it, but the owners were not satisfied with the price,” says Leonid Pechatnikov, the former head physician of the EMC, now the vice-mayor of Moscow in charge of healthcare. And he adds, as an official, that the project may only be of interest to private business: “Now, in my opinion, it’s just a building. It was intended to be a clinic but never operated.” Millhouse spokesman John Mann, having received a request from Forbes, limited himself to answering that the project exists, “but has not yet been completed.”

Abramovich wanted to be first, but ended up last. Many billionaires have already become interested in private medicine. Money flowed into the industry like a river. Viktor Kharitonin (No. 105 in the “Golden Hundred” of Forbes) is creating a network of private clinics, Vladimir Yevtushenkov (No. 21) has seriously taken up preparations for the IPO of his Medsi network, Mikhail Fridman’s Alfa Group (No. 6) is developing a network of private clinics "Alpha Health Center". Why were they luckier?

Hunting for an investor

At the end of September 2001, a representative public gathered on the territory of the Moscow City Clinical Hospital No. 31. Prime Minister Mikhail Kasyanov and the mayor of the capital Yuri Luzhkov spoke, and Lev Leshchenko and Alexander Shirvindt entertained the audience. Kasyanov was given a sailboat, calling it a “medical ship,” and Luzhkov was given a heart made of crystal. A distinguished meeting celebrated the opening of the main building of the 31st City Clinical Hospital after reconstruction. But the main hero of the holiday was, undoubtedly, Georgy Golukhov, the head physician of the hospital.

Friends describe Golukhov as “an extremely energetic person.” In 1988, when it became fashionable to elect a manager at a meeting of the labor collective, he organized a real election campaign: he wrote a program for the development of the clinic, personally went to offices, persuading people to vote for him, and he convinced them. At the age of 28, a graduate and former Komsomol activist of the 2nd Medical Institute became the chief physician of the 31st City Clinical Hospital. By the way, his classmate Veronika Skvortsova collaborated with the hospital; she co-authored several scientific papers; she is now the Minister of Health.

In 1997, the energetic doctor pushed through all levels of support for the “Clinic of the 21st Century” project, which envisaged the creation of the most modern hospital on the basis of the 31st City Clinical Hospital (the matter had not yet reached the federal health care modernization program). “The main thing is that there are many sources of investment,” he shared his strategy with a correspondent for the newspaper Vek in 2001. Indeed, the reconstruction of the 31st City Clinical Hospital was financed by the Ministry of Finance, the mayor’s office, and the prefecture. But even this was not enough. As a result, the rehabilitation building remained unfinished for a long time. In 2006, the Moscow government began looking for an investor for the hospital due to the cessation of funding from the federal budget.

This is how Viktor Kharitonin appeared in the 31st State Clinical Bank, whose fortune was estimated by Forbes at $950 million in 2012. A graduate of Novosibirsk State University, he began his business career with operations on the stock market - through his company “Profit House” he represented the interests of Roman Abramovich when buying shares “ Aeroflot" and the oil company "Onako". In 2004, he managed to interest his famous partner in pharmaceuticals - together with Abramovich and Evgeniy Shvidler, Profit House bought five factories for $55 million from the American pharmaceutical company ICN, which was winding down its business in Russia. In less than four years, on their basis, Kharitonin’s team built the largest pharmaceutical holding in Russia - in the spring of 2007, during the Pharmstandard IPO in London, investors valued it at $2.2 billion. Abramovich and Shvidler left the project with a large profit, and Kharitonin became the main shareholder.

In 2008, the StroyMedServis company, whose head Valery Egorov had worked on Kharitonin’s projects more than once before, won an investment competition for the completion of the rehabilitation building of City Clinical Hospital No. 31 with a total area of ​​20,000 square meters. m. Victory was easy. According to the terms of the competition, the main parameters for comparing proposals from investors are the city’s share of at least 24% of the reconstructed areas and the execution time of no more than 30 months. StroyMedService won by offering 25.5% and committing to meet the deadline within 27 months (this period was later extended to 31 months “without additional payment or penalties”). The purchase of equipment to expand the state clinic also fell on the investor. As a result, the total investment volume should have been about 1.4 billion rubles.

The new building opened in the fall of 2011. And on the territory of the state hospital, located in the prestigious Western District, a 30-minute drive from the villages on Rublevka, a private “Clinic 31” appeared: a hospital with 90 beds (one of the largest private hospitals in Moscow), eight operating rooms, a clinic, dentistry , diagnostic center and rehabilitation clinic. Boris Levyant, head of the company ABD Architects, which did the interiors, recalls that the head physician of the City Clinical Hospital, Georgy Golukhov, took an active part in their discussion.

With a design capacity of 500 patients per day, “Clinic 31” so far sees half as many - 270 people, its revenue is about 40 million rubles per month, its general director Andrei Gusev reported to Moscow Mayor Sergei Sobyanin during his visit to the clinic. Kharitonin lured him to Clinic 31 from the Rigla pharmacy chain. It looks like the billionaire knows how to increase revenue. The plans include creating a network of clinics in the city under the same brand, which could refer patients to the main clinic. The first clinic will open in Moscow City in the Northern Tower, which, by the way, also belongs to Kharitonin.

And the first priority is to promote the new clinic. Cooperation with GKB-31 should help in this. Chief resuscitator Boris Churadze moved to the position of head physician at a private clinic. Some of the doctors at Hospital 31 work part-time at Clinic 31, and the luminaries are listed as chief consultants here. Since a private clinic cannot maintain the same staff of specialists as a large public hospital, patients are periodically sent to the City Clinical Hospital for examinations, consultations, and procedures. The private clinic also uses the intensive care unit and night emergency department of the hospital. All this, of course, is paid for under a cooperation agreement, the terms of which cannot be called enslaving: in the first quarter of 2012, a private clinic paid the State Clinical Hospital about 7 million rubles.

For its part, the Clinic has committed to accepting a certain number of patients from the hospital free of charge - for example, if a CT scan is required. Naturally, the doctors of the City Clinical Hospital can also help in promoting the services of “Clinic 31” among patients - for example, the City Clinical Hospital has a large gynecological department, why not offer its patients services in cosmetology and plastic surgery? The cooperation between the two medical institutions is so close that in 2011, the tax inspectorate, during a desk audit, presented claims to StroyMedService: the company included in the tax deduction all the work and goods under the investment contract, as if the building belonged to it entirely. While a quarter of the building and equipment was transferred to the State Clinical Hospital. As Igor Shilov, one of the owners of the EMC, told Forbes, he and Kharitonin tried to take control of City Clinical Hospital No. 31 and the city authorities were not even against it. But lawyers have not found how to do this without violating current legislation.

Kharitonin found another way to expand the private medical business through cooperation with the state. In addition to the unfinished buildings, something valuable remains from the Golukhov project “Clinic of the 21st Century” - a land plot of almost 3 hectares transferred to the hospital for a long-term lease opposite the City Clinical Hospital, in the green floodplain of the Smorodinka River. It was planned to build a rehabilitation center and a hotel there, but funding was never found and the site was empty.

In April 2012, City Clinical Hospital No. 31 announced an auction for the assignment of the lease rights to this site. Viktor Kharitonin received it without fierce bidding: only two steps were taken at the auction for 2.5 million rubles, and the right to long-term lease of the site went to structures close to the billionaire for 230 million rubles. Mikhail Gets, managing director of Praedium Oncor International, a real estate consulting company, considers this assessment to be “more or less market value.” And Artem Tsogoev, project manager at Trinfico Property Management, notes that there are very few such large, good sites in Moscow.

Kharitonin plans to build a multifunctional medical center on the new lands, which will house departments that Clinic 31 currently lacks - oncology, pediatrics, and a maternity hospital. Some of the space, however, will have to be allocated for the Moscow University for Advanced Training of Doctors - in particular, for a simulation center, where it will be possible to simulate medical procedures, including complex operations, using simulators and mannequins. Leonid Pechatnikov saw something similar in the USA and got the idea to create an analogue in Moscow. Private investors already familiar to us are helping to make our dream come true: Viktor Kharitonin and Igor Shilov initially invested $5 million each in the project. “For us, this project is rather non-profit,” says Shilov.

According to the owner of the EMC, Clinic 31’s costs for a new hospital could exceed $100 million. And in order to pay for itself within a reasonable time, it will have to generate revenue of about $10 million per month. So far, the revenue of the existing Kharitonin clinic is an order of magnitude lower, but is this an obstacle for an enterprising investor?

Quiet privatization

“The privatization of some medical institutions is a process that can no longer be stopped. And we, of course, will participate in it” - as soon as Vladimir Yevtushenkov, Chairman of the Board of Directors of AFK Sistema, starts talking about medical projects, his eyes light up. And for good reason: the billionaire, who owns assets in such diverse areas as oil production and telecommunications, this year completed the largest deal in Moscow medicine.

In April 2012, the Medsi network of clinics belonging to him received permission from the FAS to merge with part of the capital’s State Unitary Enterprise “Medical Center for Management of the Mayor and Government of Moscow” (SUE MMC). The city received about 25% of the shares in the merged company, although initially its share should have been more modest. According to Ernst & Young, the value of the assets of the State Unitary Enterprise MMC transferred to Medsi was $100 million, but the city demanded $200 million. Yevtushenkov agreed without hesitation. Why? The merger with State Unitary Enterprise will give Medsi something that the group did not have before - three hospitals with 1,200 beds, as well as a large customer base. The total number of patients served will increase to 1 million people. Within a year, Yevtushenkov expects to increase the revenue of the united company to $1 billion, and in a year and a half - to bring Medsi to an IPO, like other Sistema companies. There were no other contenders for MMC's assets - the merger procedure does not involve holding competitions, even purely formal ones. “This is really an attempt to carry out privatization without competition. Formally, there is no violation of the law - the city contributes its shares to the capital of another enterprise, but at the same time gives away control (and this is privatization). I'm sure this practice is widely used, but we know little about it. According to the same scheme, for example, Sobyanin is going to give ZiL to Sberbank,” recalls Sergei Aleksashenko, director of macroeconomic research at the Higher School of Economics.

Yevtushenkov worked out this scheme even under the previous Moscow government. In 2002, Medsi received a children's clinic on Pirogovskaya Street, in exchange providing the capital government with a 25% stake in the specially created company OJSC Medsi II. In 2010, cooperation was expanded according to a similar scheme - then the mayor’s office transferred three more buildings of city hospital No. 32 on Malaya Gruzinskaya Street to Medsi. The deal was prepared under Luzhkov, and the final documents were signed by Sobyanin. The idea of ​​merging state clinics with a large private network was not rejected by the new mayor.

Medsi was previously the country’s largest medical network with annual revenue of $199 million. At the same time, Yevtushenkov’s clinics account for only 1% of the Russian medical services market and 3.7% of the private medicine market. The merger with MMC will immediately increase the figures by one and a half times.

Together with the State Unitary Enterprise, Medsi also received personnel: the head of the MMC, Tatyana Sergeeva, was appointed president of Medsi shortly before the merger. Medsi and MMC fit each other like a key to a lock, and I consider MMC to be the lock. This is a closed network that did not promote itself - who knew, knew. And the key is Medsi, which allows us to break into the market,” she says in an interview with Forbes. The annexation of such a large piece of municipal property also carries certain risks, in particular a decrease in the overall level of service and erosion of standards of care, warns Vladimir Gurdus, director of the management company Team Drive, former president of Medsi. “However, I am confident that the board of directors has taken this into account and will cope with the task,” he adds.

Sergeeva’s immediate plans are to publish, as is customary in the West, open statistics on individual clinics and doctors: how many patients there were, how many operations were performed, how many of them were successful. “Let others publish too, if they dare, so we’ll compare,” she says. Employee motivation will also be restructured with an emphasis on quality of service instead of quantity. Vladimir Yevtushenkov personally controls the development of his medical project, delving into the details: have all clinics switched to a uniform design, are there uniform service standards? This is important for the brand, and therefore for capitalization. The strategic goal is to convince Russians who are now flying abroad for treatment that in Russia they can get services that are no worse. In this regard, both Sergeeva and the main owner have high hopes for attracting a large Western medical investment fund. As Yevtushenkov explained in an interview with Forbes, it is not the money that is of interest: thanks to such an investor, it will be possible to introduce Western technologies for managing a medical business. So far, the deal with the fund has not taken place: the negotiations that Sistema conducted with the APAX fund were unsuccessful.

Golden Rain

In America, medical networks are valued at $30-50 billion - this is more expensive than the Bashneft oil company owned by Yevtushenkov. “We just don’t understand this whole market yet,” says the billionaire. But the situation is changing - the investment attractiveness of the industry in Russia is growing rapidly. There are several reasons.

Igor Shilov, a former co-owner of the Nidan juice company, together with long-time partners Leonid Shaiman and Chaba Balier, in 2008 invested the money received from the sale of Nidan into the purchase of the EMC. Why into medicine? In an interview with Forbes, Shilov explains that he appreciated the investment attractiveness of private medicine when faced with the realities of domestic healthcare: his mother fell ill. “We had to give money at every corner, entire price lists existed unofficially, and people paid. Then I realized: we no longer have free medicine and never will, but there is a market and there is demand,” the businessman recalls. He is not the only one who understands this: 26% of Russians, according to the Businessstat agency, have paid unofficially at least once in state medical institutions.

“There are already assets in medicine that can be viewed,” says Victoria Lazareva-Cunningham, partner at the private equity fund United Capital Partners, another reason.

EMC is a prime example. Over four years, under the new owners, the company has grown significantly: two multifunctional clinics, a dental center, a sports traumatology and orthopedics clinic, a women’s health center and a plastic surgery clinic, part of the holding, serve up to 500 clients daily. The company's revenue in 2011 amounted to $80 million, EBITDA - $25.6 million. The average salary of doctors at the EMC is €10,000 per month, medical luminaries receive up to €50,000, and individual specialists are invited to perform operations from other clinics. But the prices are also high - the clinic serves 80% of expats living in the capital. In April, the Baring Vostok Capital Partners fund acquired a 27% stake in EMC for $100 million (Shilov and his partners bought shares at the height of the 2008 crisis three times cheaper - 100% for $106.5 million).

Another high-profile transaction - in May 2012, OJSC Medicine, the second largest private company on the market after Medsi, sold 6% of its shares to the IFC fund for $35 million, which corresponds to a capitalization of $583 million with revenue of $76 million for 2011. The founder of the company, general practitioner Grigory Roytberg, offered private ambulance services to Muscovites back in 1990, purchasing an ambulance and renting space in the clinic of the 4th Directorate, which served the CPSU Central Committee. He still manages VIP patients himself and personally hires and fires all doctors. “At meetings in the clinic, when he enters, a special person announces “Roitberg!” and everyone stands up, as if in court,” one of the market participants tells Forbes. IFC Forbes reported that they chose Roitberg’s company because they know it well: in 2008 they issued a loan of $50 million, they believe in business growth due to the imminent opening of the second building of Medicine with a large hospital and an oncology clinic (cancer is the second reason deaths in Russia after cardiovascular diseases) and hope to scale the business model created by Roitberg.

But the main reason for the growing interest of investors in medicine is the admission of private clinics to the financial flows of public health care. The concept of healthcare development, approved by the government, assumes that the content of the compulsory health insurance policy (CHI) will more than double - from 3,900 rubles to 10,000 rubles - by 2015 and the patient will be able to decide for himself whether to go to a private or public clinic for him address. Market liberalization will give private clinics millions of patients—almost every citizen of the country has a compulsory medical insurance policy.

“For the first time, administrative and economic conditions have appeared so that the patient can really choose where to be treated,” Andrei Yurin, who at that time headed the Federal Compulsory Health Insurance Fund (FFOMS), and now the Deputy Minister of Health, said in an interview with Forbes. Already now, private clinics wishing to serve patients with compulsory medical insurance policies can submit an application to the regional branch of the fund. So far, the share of private clinics in the system is small - only 8.6%, but their number is growing. Another lure for investors: amendments to the Tax Code introduced in 2012 exempt medical institutions from income tax.

The pie, in which business can also participate, becomes more and more magnificent every year. Since 2011, employers' insurance contributions to compulsory medical insurance have increased from 3.1% to 5.1% of the wage fund - this year about $43 billion will pass through the FFOMS. Only from the capital budget for 2012-2016 will be spent on the healthcare modernization program about the same. It’s not just state hospitals and clinics that will receive these colossal funds—Moscow, which accounts for 24% of the Russian market for private medical services, has become a testing ground for various ways of interaction between private and public health care.

The medical services market is larger and more promising than the long-divided pharmaceutical market, states Yuri Krestinsky, director of the Institute for the Development of Public Health ($66.3 billion and $28 billion, respectively). “Investments in healthcare did not start yesterday, but now serious money has come here. And serious money comes when it becomes possible to gain access to even greater public health cash flows, which are 7-8 times greater than in the private sector,” says Vladimir Gurdus from Team Drive Management Company. By the way, he himself is the owner of three clinics.

And this course is unlikely to change in the near future. Healthcare is now in the hands of officials who have proven themselves successful in cooperation with private clinics. This entire team was promoted during the formation of the new government. Deputy Mayor of Moscow Olga Golodets, who invited the head physician of the EMC Leonid Pechatnikov to head the Moscow Health Department, became Deputy Prime Minister of the federal government. Pechatnikov himself took her chair. And the capital’s Department of Health is now headed by Georgy Golukhov, whose constructive cooperation with the clinic billionaire Kharitonin is so pleased with.

Recently, Grigory Roytberg, head of the Meditsina private clinic, wrote a letter to President Vladimir Putin, inviting the state to use its diagnostic center, in particular the latest positron emission tomograph. “The car is unique, send people to us and pay, what’s wrong with that? I am ready to work at government rates. “Everyone will be fine,” he briefly recounts the contents, showing the mentioned paper. The letter bears a sweeping resolution: “Golodets O. Yu. Consider. V.V. Putin."