Each year on 8 May, World Ovarian Cancer Day brings global attention to one of the most challenging gynaecological cancers. Ovarian cancer is not a single disease but a group of distinct tumour types affecting the ovaries, fallopian tubes, or peritoneum. According to the World Health Organization, ovarian cancer encompasses more than 30 distinct histological subtypes, each with its own prevalence, molecular characteristics, and clinical outcomes. The most common types include high-grade serous carcinoma, endometrioid carcinoma, clear cell carcinoma, and mucinous carcinoma, but rarer forms are also recognised, each requiring tailored diagnostic and therapeutic approaches. Despite medical advances, ovarian cancer remains the deadliest cancer of the female reproductive system. According to the American Cancer Society, over 70% of cases are diagnosed at an advanced stage because early symptoms—like bloating, abdominal pain, or changes in bowel habits—are vague and often missed. There is currently no effective screening for average-risk women. As Dr Eugenia Colón notes, most patients are diagnosed late, making treatment more challenging and survival rates lower. Early detection and symptom awareness are therefore critical to improving outcomes. (American Cancer Society, 2026) The role of pathology in diagnosis Pathology is essential for diagnosing ovarian cancer and guiding treatment. Ovarian cancer is highly heterogeneous, with tumour subtype, patterns, and molecular features directly affecting prognosis and therapy (Smolarz et al., 2026). At Unilabs, pathologists must provide clear, actionable diagnoses by closely examining tissue samples, assessing cell appearance, growth patterns, and key markers. The integration of molecular and biomarker analysis has improved accuracy and enabled more personalised treatment (Miccolis et al., 2026). New technologies, like digital pathology and artificial intelligence, also help increase precision and consistency in ovarian cancer diagnosis (Gülmez et al., 2026). Accurate pathology remains the foundation for optimal patient care. How advanced diagnostics and molecular testing are transforming diagnosis In recent years, ovarian cancer diagnostics have undergone a profound transformation, driven by the rapid integration of molecular testing into routine pathology practice. What was once primarily based on morphology has evolved into a more comprehensive and precise discipline, where genetic and biomarker profiling plays a crucial role. As Dr Colón describes, “The advent of molecular testing has introduced a new era of personalised medicine, where treatment can be tailored to the specific molecular profile of each tumour, maximising efficacy and minimising side effects for patients.” This shift is strongly supported by recent PubMed-indexed studies demonstrating that molecular profiling enables the identification of actionable mutations and biomarkers, allowing clinicians to individualise therapy and improve clinical outcomes (Zhang et al., 2024; Matias-Guiu et al., 2023). At the same time, this evolution places new demands on the role of the pathologist. Integrating molecular data with traditional histopathological assessment is not automatic—it requires continuous learning, critical interpretation, and close clinicopathological correlation. As Dr Colón emphasises, “As pathologists, we must continuously update our knowledge to effectively correlate morphological findings with molecular analyses. This synergy between traditional pathology and modern molecular techniques is paramount in guiding treatment decisions and improving patient outcomes.” Recent literature reinforces this perspective, highlighting that the combination of morphology, immunohistochemistry, and molecular diagnostics leads to personalised treatment strategies in ovarian cancer. The importance of continued progress in research Dr Colón says research has reshaped our understanding of ovarian cancer origins, demonstrating that many high-grade serous carcinomas arise from the distal fallopian tube, particularly from precursor lesions, such as serous tubal intraepithelial carcinoma (STIC) (Kurman & Shih, 2016). She highlights, “Groundbreaking discoveries, including work on pre-malignant lesions in the fallopian tubes, are opening new avenues for prevention and early intervention.” These insights have already influenced preventive strategies, including risk-reducing salpingectomy. For now, Dr Colón says early detection remains the most critical factor in improving survival rates. “That’s why, at Unilabs, we remain committed to advancing diagnostic excellence to support earlier detection, more precise diagnosis, and better outcomes for patients at every stage of care.”

From building high-performing teams across diverse markets to shaping systems that support superior decision-making, earlier interventions, and stronger healthcare outcomes, Kamil Doležel, General Manager Unilabs’ Central and Eastern Europe (CEE), shares his perspective on what it takes to be a leader in diagnostics. What attracts you to Unilabs? I joined Unilabs in 2017 following its acquisition of AeskuLabs, where I was CEO. Today, as General Manager, Unilabs CEE, I am responsible for the overall direction, performance, and development of our diagnostic services in the market. What drives me most is the tangible impact of our work, particularly the growing opportunity for Unilabs in the space of preventative healthcare. I believe diagnostics has the potential to shift healthcare from reacting to disease to proactively managing health. How do you describe the purpose of your role today? My role is to ensure that Unilabs CEE functions as a cohesive, reliable, and sustainable system, both internally and externally. This allows us to build long-term value for our customers, patients, and the healthcare eco-system, through timely, reliable, and high‑quality diagnostics. For this to happen, we must connect medical expertise, technology, and operations. Leadership in this context is not about isolated decisions, but about maintaining a system that works—and continuously improving it. I am surrounded by very strong leaders and colleagues who are helping me to run the strategy across the company. What is your leadership philosophy? I follow a simple principle: the journey is an aim. This doesn’t mean we shouldn’t have ambition or clear goals. It means that real value is created in how we work, how we decide, and how we move forward. Leadership, therefore, is not about one-off results, but about creating long-term direction, maintaining momentum, and continuously seeking better ways of doing things. At the same time, I strongly believe that success is built on people. A good leader must be able to listen, understand their environment, and bring out the best in their team members. This leadership philosophy extends to how we show up in the wider healthcare system too. To have a strong voice, we must be able to partner successfully with health authorities and create the future laboratory diagnostic environment alongside them. I believe Unilabs is evolving to become a critical link in a connected healthcare system — the organisations that will define the next decade of healthcare are those that take insights and turn them into meaningful, timely actions. Which experiences, professional or personal, have most shaped this philosophy? Early on, I learned that strategy alone doesn't deliver results, but people do. People perform at their best not when they are told what to do, but rather when they deeply understand what their role is. That's why I've always invested heavily in making sure every person in my team understands and owns a shared set of competencies: listening, respect, communication, delegation, teamwork, and delivering on commitments. These aren't values on a wall, but they're behaviours I model myself, and hold my team accountable to every day. Having had the pleasure of leading across very different cultures, Czech and Slovak, I have discovered a shared competency framework becomes an enormous asset in a cross-cultural environment. When everyone understands that we communicate openly, delegate with trust, respect each other's expertise and time, and act as one team, we suddenly have a common language that cuts through cultural noise. Where do you believe the greatest untapped opportunity lies today for healthcare organisations like Unilabs? Prevention, but not in the traditional sense of screenings and check-ups. Diagnostics is no longer simply about confirming a disease, it’s about supporting decision-making, prevention, and personalised care. We already have remarkable capabilities. With advancements in the industry, it‘s becoming possible to detect diseases, such as Alzheimer's, earlier than before. Genetic testing can identify cancer predispositions before a single symptom appears. Pathology and advanced diagnostics are saving lives that would have been lost a decade ago. What do you believe sets Unilabs apart in the diagnostics industry? There are three things I believe set us apart in the diagnostics industry: Firstly, our quality and scientific credibility. Our laboratories are fully accredited, operating to the highest international standards. Beyond accreditation, we have something more valuable: people. In our ranks, we have specialists who are internationally recognised; experts who contribute to shaping diagnostic standards across Europe, and sometimes the world. Secondly, we are part of a network that gives us early visibility into where diagnostics is heading, whether that is advances in genetic testing, new biomarkers for neurodegenerative diseases like Alzheimer's, or AI-assisted pathology. We translate that knowledge into real clinical practice across CEE. Thirdly, we are genuinely accessible. Not just geographically—with a presence across regions that many providers simply do not reach—but accessible in a human sense too. A physician who has a question about a complex result can pick up the phone and speak directly with one of our specialists. They can walk through the findings together, discuss the clinical implications, and make better decisions for their patient. What excites you most about the future of Unilabs? We are investing in the next generation of diagnostic talent. We open our doors to students, welcome them for internships, and give them a chance to see first-hand what modern laboratory diagnostics looks like. Many of them arrive expecting a traditional lab environment and leave understanding that this is one of the most dynamic, intellectually demanding fields in healthcare today. That brings me to what I find particularly exciting right now: AI. Not AI as a buzzword, but AI where it genuinely makes sense in laboratory diagnostics, in image analysis, in pattern recognition across large datasets, in supporting pathologists to work with greater speed and precision. We are embracing these tools thoughtfully, where they add real clinical value, and making sure our people are equipped to work alongside them, not be replaced by them. When I consider the future of Unilabs, I see an organisation where world-class expertise meets continuous learning, where young talent is nurtured from the very beginning of their career, and where technology amplifies human judgement, rather than substituting it.

Dr Tracy Ellison’s career spans four decades, encompassing deep expertise in healthcare, pathology, laboratory medicine, and health system transformation across global markets. She joined Unilabs in May 2025 and currently serves as Global Chief Operations Officer for the laboratory business, having previously held leadership roles across Europe, the Middle East, and Australasia. In this interview, Dr Ellison shares her insights on leadership, integrated diagnostics, and the evolving role of laboratory medicine in improving patient outcomes. What attracted you to Unilabs and how would you describe the purpose of your role today? I was attracted by the opportunity to help shape an organisation with a comprehensive laboratory portfolio, spanning pharma (developmental chemistry), core laboratory, and pathology, which had grown both organically and inorganically. The purpose of my role is to drive the effective, efficient, and high-quality delivery of diagnostic services across the full spectrum of laboratories in all the markets we serve. By doing so, we contribute to better healthcare delivery by ensuring the right results reach the right patient at the right time, while creating value for customers and partners. Laboratory medicine is integral to healthcare decision-making, such as determining whether a patient should be admitted to or discharged from hospital, offered a particular treatment, or reassured that no treatment is required at a given time. What does a typical working day look like for you? A typical day for me starts with team meetings to review progress and work through challenges together, followed by customer meetings to understand priorities and explore how we can add further value. I always end my day with five minutes of reflection; I like to consider what went well, what we can learn from, and do a final check to ensure that all agreed actions are put in motion. What sparked your interest in healthcare, and what lessons have guided you over your career? I began my career in healthcare 40 years ago as a medical laboratory scientific officer at Stoke Pathology Laboratory in the UK. My interest in healthcare was sparked during a week’s work experience as a school student. I trained in the United Kingdom’s (UK) National Health Service (NHS), spending 11 years in Haematology and Blood Transfusion in Stoke, before moving to New Zealand as Charge Technologist for Haematology at Whakatāne Hospital. My career then took me to Sydney, back to the UK as Head of Department for Biochemistry, and into consulting and commercial roles, including at Siemens, Abbott, Cepheid, Becton Dickson and Company, and King Faisal Hospital in Riyadh. My previous role was to lead the creation of the largest integrated pathology and laboratory medicine network in the UK, delivering transformation with scale and complexity. Over time, I have learned that culture and integrity are central to effective leadership. I thrive in multi-cultural, diverse teams, and take pride in creating environments for people to succeed in. I have also learned to trust my instincts and advocate for the right course of action, drawing inspiration from the many remarkable leaders I have had the privilege to work alongside. Tell us about your leadership philosophy and the experiences that have shaped it. Leadership, to me, is a journey rather than a destination. I firmly believe that open, respectful collaboration can solve even the most complex problems. I revel in challenges and enjoy leading high-performance teams to overcome them. I have benefitted from many positive role models, and I learned invaluable lessons during the most difficult and demanding periods, including navigating a malicious cyberattack in a previous organisation. That marked the most harrowing time of my professional career, particularly in knowing it was a deliberate act that could directly affect healthcare delivery. It reinforced the importance of resilience, preparedness, and leading with empathy under pressure. How do you unlock high performance in your teams? In a fast-paced environment like Unilabs, where change is constant, it is essential to foster a culture in which staff feel empowered to speak up, share ideas, raise concerns, and provide feedback, knowing that their input is valued. Leaders often underestimate how much time it takes to build strong relationships and trust. It is not established overnight, yet it can be lost quickly. To lead effectively, we must be visible and approachable, working alongside our teams and remaining accountable for the decisions we make. What role do you see Unilabs’ playing in the wider diagnostic ecosystem? The COVID-19 pandemic has changed the way society views laboratory medicine. I vividly remember being on the London Underground and overhearing elderly passengers discussing lateral flow tests, a conversation I am sure was not commonplace before. That moment highlighted how much the public now recognises the critical role we play in delivering accurate and precise information that directly informs patient care. Unilabs plays a vital role in delivering integrated diagnostics, combining laboratory and radiology services to support better patient outcomes across the healthcare system. We are uniquely positioned to leverage our portfolio of modalities, including early-stage chemistry capabilities for pharma diagnostic solutions, to strengthen patient pathways and, over time, provide more integrated diagnostic offerings.

Geneva, 1 May 2026 – Unilabs, one of the leading providers of medical diagnostic services in Europe, today announced that Jeroen van Roon will transition leadership to Duncan van Orsouw as General Manager of Unilabs Netherlands, effective 1 May 2026. Under Jeroen’s leadership, Unilabs Netherlands has built a national platform for diagnostics, integrating four regional labs acquired in recent years. Duncan will build on this momentum and guide the Netherlands business through its next phase of growth, with a strong commitment to high‑quality care and patient wellbeing. Duncan has an extensive track record of leadership and growth in healthcare services. He previously served as Chair of the Executive Board at PXG Pharma GmbH and held Managing Director roles at Brocacef Ziekenhuisfarmacie, Mediq and Blockland. In his role, Duncan will lead Unilabs Netherlands, a key market within the Group, report to Badhri Srinivasan, Group CEO, Unilabs and join the Executive Leadership Team of Unilabs. Badhri Srinivasan, Group Chief Executive Officer, Unilabs, commented: “We are proud of what has been built in the Netherlands and firmly believe in creating long term value for Dutch patients and healthcare providers. We thank Jeroen for his strong leadership through a significant transformation phase and welcome Duncan, who brings a solid track record of leadership and growth in healthcare services.” Jeroen van Roon, outgoing GM, Unilabs Netherlands, commented: “I am grateful to my colleagues and our owner for what we have built together. I’m confident that Duncan is the right leader to build on this momentum and I look forward to continuing to support Unilabs Netherlands during the transition.” Duncan van Orsouw, incoming GM, Unilabs Netherlands, said: “Diagnostics is fundamental to the healthcare system, and healthcare increasingly needs partners who go beyond delivery — who anticipate, innovate and create real value. Unilabs has a clear responsibility to support clinicians and patients with reliable, high-quality services. I look forward to working together to strengthen performance, deepen partnerships, and further elevate the standard of diagnostics across the Netherlands.” Jeroen and Duncan will work together closely in the coming weeks, dedicated to a seamless hand-over in the interest of our customers and employees. About Unilabs Unilabs is one of the leading providers of diagnostic services in Europe, offering a complete range of laboratory, pathology, genetics and imaging services to patients across four continents. With over 13,000 employees, 1,300 laboratories and over 2,100 sample collection points, the company treats around 250 million patients annually, performs 237 million laboratory tests and 6 million imaging examinations and analyzes 9 million pathology sections. In this way, Unilabs helps hundreds of millions of patients and their doctors to make informed decisions. For more information visit www.unilabs.com Media contact: PressOffice@unilabs.com

Geneva, 28 April – Unilabs, one of the leading providers of medical diagnostic services in Europe, today announced the appointment of Jourik Hooghe as Chief Financial Officer, effective 1 May 2026. Jourik joins Unilabs from Swissport, where he served as Group CFO. He brings extensive international leadership experience, having previously served as EVP and Group CFO at Wizz Air and held global roles at the Adecco Group and Procter & Gamble, where he spent 18 years across Europe, Asia, and the United States. With a strong track record in driving financial performance and turnarounds, scaling complex platforms, and delivering transformation and value‑creation initiatives across both listed and private equity environments, Jourik brings a broad set of capabilities that will support Unilabs’ strategy and ambitions. In his new role, Jourik will help further strengthen Unilabs’ operational and financial foundations and play a key part in guiding the company through its next phase of growth. Badhri Srinivasan, Group Chief Executive Officer, Unilabs, commented: “We are delighted to welcome Jourik to Unilabs. His international finance expertise, proven ability to lead in complex organisations, and disciplined, long‑term approach will support the continued execution of our strategy and the strengthening of our financial and operational foundations.” Jourik Hooghe, incoming Chief Financial Officer, Unilabs “Unilabs plays an important role in delivering trusted diagnostics. I look forward to contributing my experience to support the company’s strategy, strengthen performance, and build long‑term value.” As Chief Financial Officer, Jourik succeeds Carsten Højlund. About Unilabs Unilabs is one of the leading providers of diagnostic services in Europe, offering a complete range of laboratory, pathology, genetics and imaging services to patients across four continents. With over 13,000 employees, 1,300 laboratories and over 2,100 sample collection points, the company treats around 250 million patients annually, performs 237 million laboratory tests and 6 million imaging examinations and analyzes 9 million pathology sections. In this way, Unilabs helps hundreds of millions of patients and their doctors to make informed decisions. For more information visit www.unilabs.com Media contact: PressOffice@unilabs.com

Cancer diagnostics is undergoing a profound transformation. It is no longer concerned solely with identifying what a tumour is, but is increasingly central to understanding disease drivers, monitoring tumour evolution, and informing clinical decision-making. In this article, Dr Konstantinos Nikopoulos, Clinical Laboratory Geneticist (Laboratory Medicine FAMH) at Unilabs’ molecular diagnostics laboratory, explores how integrated diagnostics—spanning tissue pathology; molecular profiling; non-invasive blood-based testing, such as liquid biopsy assays; hereditary cancer genetics; and AI-supported tools—are helping to reshape cancer care. The evolving patient journey in oncology Modern cancer care increasingly depends on a continuum of medical expertise tailored to support patients from diagnosis and treatment selection through to response assessment and long-term follow-up. Dr Nikopoulos says this shift is being shaped by the power of connected diagnostics at Unilabs. “By bringing together conventional and digital pathology, molecular diagnostics, medical genetics and counselling services, laboratory medicine, imaging, and AI-enabled tools, Unilabs can deliver a holistic diagnostic approach for oncology.” He adds that, beyond clinical capability, this kind of model also has clear value for patients. When pathology, molecular diagnostics, genetics, imaging, and follow-up testing sit within the same ecosystem, it can help reduce fragmentation, improve continuity, and support faster clinical decision-making. “For patients navigating an already complex cancer journey, that joined-up approach has the potential to make care feel more coordinated, responsive, and easier to navigate.” Moving beyond tumour identification While histology and tissue-based molecular pathology continue to form the foundation of diagnosis and tumour characterisation, that foundation is now being strengthened by broader genomic profiling through next-generation sequencing, alongside the growing role of digital pathology and AI-supported interpretation. Dr Nikopoulos says the key clinical questions facing diagnostics experts today have moved beyond ‘what is the tumour?’ to include ‘what is driving the tumour?’, ‘is the treatment working?’, ‘is resistance emerging?’, and ‘is the disease coming back?’ “Answering those questions well requires histopathology, molecular profiling, imaging, and longitudinal testing to work together. This integrated model is increasingly how Unilabs presents its oncology capability, particularly in Switzerland, where we combine laboratory medicine, pathology, genetics, and imaging within a 360° diagnostics model. Rather than serving as a single point of confirmation, diagnostics is becoming a continuous source of clinically relevant insight. To me, this is one of the defining shifts in modern oncology.” The growing role of non-invasive molecular diagnostics Non-invasive molecular modalities are becoming an increasingly important part of cancer diagnostics. Liquid biopsy approaches, in particular, extend the diagnostic pathway beyond the static snapshot provided by tissue analysis. It can offer clinically valuable information when tissue is limited, when repeat biopsy is impractical, or when disease evolution calls for a more dynamic view of the tumour. This area has already become an important part of Unilabs’ oncology diagnostics offering. In the company’s molecular diagnostics laboratory in Lausanne, the development of a liquid biopsy service has marked a significant milestone as the first of its kind within the Unilabs group, helping to bring non-invasive molecular diagnostics into routine clinical practice. Dr Nikopoulos says the same shift can also be seen in the rise of tumour-informed longitudinal monitoring, including minimal residual disease (MRD) assays such as Signatera, and methylation-based non-invasive tests such as Bladder CARE, both offered by Unilabs in certain markets. “These tools are attractive because they address some of the most clinically relevant follow-up questions in oncology: is there molecular residual disease? Is the patient responding? Is relapse emerging before it becomes clinically obvious? The evidence base for circulating tumour DNA (ctDNA) assays continues to grow , especially in recurrence-risk and MRD settings.” Building a diagnostics continuum Dr Nikopoulos argues that the clinical value of emerging technologies like these depends on careful positioning, appropriate indication, and thoughtful integration into routine practice. “For me, innovation creates real value when it is translated into a robust, interpretable, and clinically relevant service. In that context, molecular diagnostics strengthens the wider oncology offering: imaging becomes more informative, pathology becomes more connected, genetics more actionable, and the laboratory becomes a genuine partner in clinical decision-making. In an increasingly complex oncology landscape, this kind of integration may prove to be one of the most important differentiators of all.”