Health Moguls Emirati Insights into Healthcare Business

1. THE CAREW RLD Exploring the Science of Wellness www.thecareworld.com MARCH ISSUE 01 2024 Health Moguls: Emirati Insights into Healthcare Business Innova?ve Ventures Exploring the Healthcare Landscape in the UAE Inves?ng in Health Emira? Business Leaders Shaping the Future of Healthcare Ahmed El-Naggar CEO BMS Medical Ahmed El-Naggar Transforming Healthcare Through Visionary Leadership

4. Editor’s Note Editor’s Note

5. Echoing Excellence T he Middle East healthcare industry is undergoing a profound transformation, fueled by the integration of technology and data analytics. These advancements are enhancing patient care, improving access to medical services, and positioning the region as a global leader in healthcare innovation. The widespread adoption of Electronic Health Records (EHRs), telemedicine, and telehealth services, and Health Information Exchange (HIE) systems are revolutionizing the way healthcare is delivered in the Middle East. region’s pharmaceutical market is rapidly growing, attracting international partnerships for local manufacturing. Furthermore, investments in education, clinical research, and intellectual property protection underscore the dedication of leaders in the region to enhancing its healthcare sector. Healthcare leaders in the region are directing these efforts by actively developing innovative infrastructure, attracting investments, and forging public-private partnerships. Our special edition, ‘Health Moguls: Emirati Insights into Healthcare Business,’ celebrates the achievements of these exceptional leaders who are driving meaningful changes in the healthcare landscape. Leading this revolution are some of the incredible leaders who are committed to serving the community. The CareWorld’s latest edition highlights the success stories of these Emirati health moguls and provides insights into the Middle East healthcare business. These leaders leverage the latest tools like data analytics to identify trends, optimize patient care, and predict disease outbreaks more effectively. Additionally, artificial intelligence (AI) and personalized medicine drive research and treatment strategies in the Middle East, leading to more precise and effective medical interventions that enhance patient outcomes and the overall healthcare experience for all stakeholders. These profiles serve as a source of inspiration for those looking to venture into healthcare in the Middle East and provide valuable insights for businesses and investors looking to capitalize on the opportunities in the Middle East healthcare sector. Have an enlightening read ahead! Natalie May Natalie May These innovations are supported by the government, which is committed to driving growth in the healthcare sector. The Editor’s Note

6. Table of Contents 08 Ahmed El-Naggar Transforming Healthcare Through Visionary Leadership Cover Story

7. Profiles Aladin Niazmand Se?ng High-Standards for Modern Healthcare Architecture Zulekha Daud Pioneering the Path for Female Doctors in UAE Muskan Barmare Managing Diabetes with a low GI Diet The Low GI Diet- A Diabetes Ruse CXO Articles Innovative Ventures Exploring the Healthcare Landscape in the UAE Investing in Health Emira? Business Leaders Shaping the Future of Healthcare

8. Editor-in-Chief Credits Thahn Truong Pearl Shaw Managing Editor Natalie May Executive Editor David King Visualiser Samuel Martinez Art & Design Head Co-designer Paul Belin Grace Brown Art & Picture Editor Emily Jones Business Development Manager Bill Thompson Marketing Manager Business Development Executives Anna Smith, Jack Miller Lisa, Frank Sales Executives David Miller Technical Head Joseph Taylor Assistant Technical Head Mia Rodricks Technical Consultant Alina Sege Digital Marketing Manager Assistant Digital Marketing Manager Daniel Jones Gemson SME-SMO Executive Research Analyst Amy Jones Circulation Manager James Carter sales@thecareworld.com MARCH, 2024 Contact Us: Email: info@thecareworld.com For Subscription: www.thecareworld.com https://twitter.com/thecareworld Follow us on : www.facebook.com/thecareworld/ We are also available on : Copyright © 2024 Insights Success Media and Technology Pvt. Ltd., All rights reserved. The content and images used in this magazine should not be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission from Insights success. Reprint rights remain solely with Insights Success Media and Technology Pvt. Ltd. The Care World is powered by Insights Success Media and Technology Pvt. Ltd.

9. HEALTH MOGULS: EMIRATI INSIGHTS INTO HEALTHCARE BUSINESS Featuring Person Company Brief Ahmed El-Naggar is a skilled professional with extensive expertise in Sales, Production, and Development within the Medical Device Industry. Ahmed El-Naggar CEO BMS Medical bms-med.com Aladin Niazmand is a highly experienced specialist architect and health facility planner, with a focus on healthcare infrastructure projects and educational programs. Aladin Niazmand Managing Director TAHPI tahpi.net Ali Allehbi is a Board-certified Nephrologist and entrepreneur who has made a strong impact in the medical field. Ali Allehbi Founder and CEO Lehbi Renal Care lehbirenalcare.com Eran Eden is a passionate entrepreneur actively involved in leading efforts to solve significant medical problems through host response technology. Eran Eden MeMed me-med.com Co-founder and CEO Marvin Slosman has over 30 years of experience in the medical device industry, with a strong focus on commercialization and international market development. Marvin Slosman CEO InspireMD inspiremd.com Mohammad M. Halawani is a prominent figure dedicated to embracing changes in the healthcare industry and ensuring the highest quality of services, products, and medical education. Mohammad M. Halawani CEO NajdCare najdcare.med.sa Zulekha Daud is renowned for her philanthropic work and dedication to the medical field, having made significant impacts in both India and the UAE. Zulekha Daud Founder and Chairperson Zulekha Healthcare zulekhahospitals.com THE CARE WORLD

10. AA Ahmed El-Naggar CEO BMS Medical

11. AA C O V E R Ahmed El-Naggar Transforming Healthcare Through Visionary Leadership S T O R Y

12. A ealthcare is a critical sector where leadership H who combines vision, strategy, and dedication. He is the CEO (Chief Executive Officer) of oversees various aspects like sales, production, and development in the medical device field. needs of the healthcare landscape. The company's unwavering adherence to its vision positions it as a leader in innovation and excellence within the biomedical solutions sector. plays a vital role in driving significant changes. In this field, Ahmed El-Naggar shines as someone BMS Medical, where he BMS Medical prides itself on its agility and innovative prowess, earning recognition for its proactive approach and significant influence on the industry, akin to the profound impact of elephants. This relentless pursuit of excellence and commitment to transformative healthcare solutions distinguishes BMS Medical as a trailblazer in the biomedical solutions field. Ahmed's story is one of starting small and dreaming big. With just $100, he founded BMS Medical in a small office in 2012. Through hard work and smart decisions, the company has grown to operate in five locations across Saudi Arabia, making over 100 million SAR in revenue. His leadership style is all about striving for excellence, meeting healthcare needs, and pushing for innovation. Ahmed is passionate about making a positive impact on healthcare in the region and is committed to seeing BMS Medical continue to grow and succeed. Overcoming Challenges Ahmed reflects on the various challenges encountered while leading BMS Medical, spanning from managing cash flow to navigating legal intricacies and securing necessary support. Establishing a company in a foreign location presents its own unique hurdles, intensifying the journey's demands. Nevertheless, Saudi Arabia's welcoming environment for individuals of diverse backgrounds has provided fertile ground for growth and progress. Let’s dive into further details! The Inception Story Ahmed shares the inception of BMS Medical, which was founded in 2012 with a vision grounded in three fundamental principles: advancing medical device care, ensuring cost-effectiveness for end-users, and facilitating easy accessibility to healthcare. These principles have laid the groundwork for the organization and continue to steer its mission forward. A notable challenge has been ensuring compliance with legal regulations, demanding meticulous attention to detail and a deep understanding of the local business landscape. Effectively managing cash flow, particularly in the initial stages of business expansion, has also required strategic foresight and resource management. Over the years, BMS Medical's vision has expanded to encompass a broader impact on the healthcare industry. With a steadfast commitment to enhancing medical device care, the company prioritizes innovation and the integration of cutting-edge technologies to enhance patient outcomes. Efforts to optimize cost-effectiveness without compromising quality ensure that healthcare remains within reach for all individuals. Despite these obstacles, the supportive ecosystem in Saudi Arabia and government initiatives to enhance online accessibility to services have been invaluable in surmounting challenges. Initiatives like the Premium Iqama authority have streamlined operations, aligning with the broader objectives outlined in Vision 2030. By capitalizing on available resources and opportunities in Saudi Arabia, and remaining steadfast in their vision, BMS Medical has successfully navigated challenges, adapted to evolving circumstances, and positioned itself for sustained success and growth in the biomedical solutions industry. As a frontrunner in the biomedical solutions sector, BMS Medical implements strategic initiatives to maintain its position at the forefront of innovation and technology. This includes nurturing a culture of ongoing learning and development, cultivating strategic alliances with industry leaders and research institutions, and investing in research and development to drive product advancement. Following Collaborative Leadership Ahmed's leadership style at BMS Medical revolves around the core belief that team members are not just contributors but the very essence of the company's achievements. Within BMS, there's a shared language and a collective hunger for business excellence. Ahmed doesn't simply see them as a team; they're considered an extended family. Through adaptability, foresight, and a dedication to pushing boundaries, BMS Medical strives to set new benchmarks and provide impactful solutions that address the dynamic

13. A The inspiration behind establishing BMS Medical in 2012 stemmed from a vision centered on three core principles: the enhancement of medical devices care, cost-effectiveness for end-users, and easy accessibility to care.

14. Health Moguls: Emirati Insights into Healthcare Business Together, they're driven by a shared vision for success and a commitment to executing that vision with unwavering dedication and passion. and making a significant impact on the industry. This unwavering dedication to excellence and commitment to transformative healthcare solutions positions BMS Medical as a trailblazer in the biomedical solutions sector. Drawing inspiration from the energy and enthusiasm of the team, Ahmed fosters a culture where every individual feels empowered to contribute their unique skills and perspectives. This collaborative approach instills a sense of ownership and accountability, propelling the team towards shared goals. Response to the Post-COVID Landscape The regional context plays a significant role in shaping BMS Medical's approach to business operations and leadership, especially in the aftermath of the COVID-19 crisis. Ahmed acknowledges that the pandemic highlighted the critical importance of telemedicine, emphasizing the need for connectivity and accessibility to healthcare services regardless of location. To address this, BMS Medical has capitalized on regional developments and initiatives, such as those spearheaded by Neom, to inform its strategy and offerings. While Ahmed's leadership style is influenced by personal experiences, he acknowledges the impact of mentors and influencers who have shaped his approach. Their guidance in effective communication, decision-making, and fostering a culture of excellence has been invaluable. By nurturing a culture of unity, shared purpose, and continuous learning, Ahmed aims to inspire and empower his team to achieve new levels of success and innovation in the biomedical solutions industry. The visionary leadership and ambitious goals set by Neom have served as a catalyst for innovation and collaboration at BMS Medical. Inspired by Neom's vision, BMS aims to establish the largest telemedicine network, providing patients with seamless access to care and ensuring high- quality services at an affordable cost. By embracing telemedicine and digital healthcare advancements, BMS Medical strives to enhance the overall patient experience and reach a broader audience. Patient-Centric Solutions According to Ahmed, what distinguishes BMS Medical from other biomedical solutions providers is its steadfast dedication to remaining at the forefront of global trends while prioritizing the efficiency and convenience of patients. The company's primary focus lies in harnessing new technologies to elevate patient care, notably through Telemedicine, which facilitates easy access to healthcare services anytime, anywhere. The regional context underscores the importance of adaptability, innovation, and responsiveness in BMS Medical's operations. By closely monitoring regional trends and fostering strategic partnerships with entities like Neom, BMS positions itself as a leader in healthcare innovation. Through this approach, BMS Medical delivers impactful solutions that address the evolving needs of patients and contribute to the advancement of healthcare services in the region. A key differentiator for BMS Medical is its proactive embrace of innovation. Establishing a factory in Neom and maintaining a team of developers in Saudi Arabia dedicated to creating cutting-edge systems underscore the company's commitment to advancement, particularly in Telemedicine. This proactive stance allows BMS Medical to drive efficiency and effectiveness in patient care. The Guiding Principle In addition to Telemedicine, BMS Medical has implemented an Automated Pharmacy system to simplify medication acquisition for patients, reducing wait times and streamlining the pharmacy experience. By continuously seeking new opportunities and forging strategic partnerships, such as collaboration with Neom in Telemedicine health building, BMS Medical establishes itself as an industry pioneer. As CEO, Ahmed follows the principle that success is inherently tied to value addition. At BMS Medical, the company maintains a steadfast belief that its ability to add value lies in its adept integration of cutting-edge medical devices with global trends. The organization places a strong emphasis on agility and speed of execution in translating this vision into tangible outcomes within the healthcare landscape of Saudi Arabia. BMS Medical takes pride in its agility and capacity to lead with innovation, earning recognition for being proactive

15. A At BMS Medical, our future plans are geared towards shaping a brighter and more technologically advanced tomorrow, where healthcare is accessible, efficient, and of the highest quality.

16. By adhering to this principle, every decision and strategic initiative at BMS Medical is geared towards enhancing value for stakeholders, including patients, partners, and employees. The commitment to integrating the latest advancements in medical technology with prevailing global trends allows the company to stay ahead of the curve and deliver innovative solutions that meet the evolving needs of the industry. Partnerships with HNH Hospitals have further strengthened BMS Medical's position in the healthcare industry, enabling the provision of comprehensive healthcare solutions to patients. These achievements highlight the company's commitment to driving positive change in the healthcare sector, enhancing patient outcomes, and increasing access to quality care. Looking ahead, BMS Medical remains steadfast in its dedication to building upon these milestones and continuing to lead with innovation and excellence in the biomedical solutions industry. This leadership principle not only guides the strategic direction but also fosters a culture of innovation, collaboration, and continuous improvement within the organization. Through consistent value addition by integrating medical devices with world trends and swift execution of initiatives, BMS Medical drives its success and establishes itself as a leader in the biomedical solutions sector. Vision for BMS Medical Looking ahead, Ahmed envisions BMS Medical advancing its mission and vision by aligning with global trends and establishing new benchmarks in the medical devices sector. The company remains committed to bridging the gap between Saudi Arabia and the global healthcare community, aiming to foster a better future for all. Achieving Milestones Under Ahmed's leadership, BMS Medical has attained significant milestones and accomplishments that have played a crucial role in the company's growth and success. Key achievements include the successful implementation of the Neom Care project, the expansion of Nahdi Care clinics, and strategic partnerships with HNH Hospitals. In pursuit of this vision, BMS Medical is dedicated to exploring new avenues of growth and development that will propel it towards excellence and solidify its position as an industry leader. By continuously integrating the latest advancements in medical technology and staying abreast of global trends, the company aims to enhance the quality of healthcare services and improve patient outcomes. The Neom Care project exemplifies BMS Medical's commitment to innovation and excellence in healthcare delivery, highlighting its ability to leverage cutting-edge solutions for improved patient care. Collaborations with Nahdi Care clinics have facilitated the extension of healthcare services to a wider demographic, reinforcing the company's dedication to accessibility and quality. Upcoming projects will focus on innovation, collaboration, and a relentless pursuit of excellence. Through strategic initiatives and partnerships, BMS Medical plans to introduce cutting-edge solutions that address the evolving needs of the industry and contribute to the advancement of healthcare in Saudi Arabia and beyond. At BMS Medical, the future is centered around shaping a brighter and more technologically advanced tomorrow, where healthcare is accessible, efficient, and of the highest quality. The company is excited about the possibilities that lie ahead and remains steadfast in its commitment to driving positive change and innovation in the medical devices field. Under my leadership, BMS Medical has achieved several notable milestones and accomplishments that have significantly contributed to our growth and success. Insight on Achieving Success in Healthcare Ahmed's advice to fellow healthcare leaders and aspiring entrepreneurs in the field is to prioritize pursuing dreams over passions. While passions may change or fade over time, dreams remain steadfast and require active pursuit to become reality.

17. He emphasizes the importance of maintaining a laser-like focus on goals and executing duties diligently. Additionally, Ahmed stresses the significance of building teams with care, treating team members not merely as employees but as valued members of a professional family. Investing in team cohesion and fostering a supportive environment can lead to greater success and fulfillment in the healthcare industry.T

19. SUCCESS IS NOT FINAL. FAILURE IS NOT FATAL. IT IS THE COURAGE TO CONTINUE THAT COUNTS. - Winston Churchill

20. Health Moguls: Emirati Insights into Healthcare Business T pandemic. It became very evident that healthcare architecture had to be reconsidered and transformed completely to better tackle any similar pandemics in the future. The existing healthcare architecture did absorb some of the shocks from the pandemic, but it had to be enhanced in order to be highly efficient and deliver much more. he significance of high- functioning healthcare design was realized after the recent Architectural/ Engineering firms provided Health Facility Design services along with other building types such as commercial, retail, and residential. design for nine other Health Authorities around the world and within the GCC, including Dubai and KSA (CBAHI). We have a significant software development department creating tools and techniques to automate many of the processes required in healthcare procurement. The software platform is entirely web-based and is offered to the world on a subscription basis. Currently, there are close to 8000 hospitals on the system. However, Healthcare is too important to be regarded as a short-term Real Estate Development. It is too complex to be planned and designed by general- practice consultants by merely seeking opinions from Doctors and Nurses. The results can be disastrous. Typically, there is no time to learn on the job every time, then waste that depth of understanding after every facility is completed. According to our International experience, understanding the complexities of delivering healthcare projects requires specialized skills, proven and repeatable methodology. Considering this need, one of UAE’s top healthcare leaders stepped up to meet it. Aladin Niazmand, the Managing Director of TAHPI, has been coherently delivering on the healthcare architecture front for the wellbeing of mankind. The first major breakthrough in the UAE came through as a result of discussions at a high level with the Health Authority of Abu Dhabi HAAD. I presented a vision to the CEO for a rational, scientific framework for healthcare planning at a city scale and the role of HAAD in collaboration with us. I offered to prepare the foundations for Health Service Planning based on Supply, Demand, and Gap. In the following interview, Mr. Niazmand shares his vision for the company and how it is currently positioned as one of the top organizations in the healthcare architecture and planning space. We soon became a brand known to all, in our first year of operation in the UAE, for being the one-stop-shop for A-to-Z of in-house healthcare consultancy services such as Clinical Service Planning, Feasibility Studies, Briefing, Master Planning, Architectural Design, Medical Planning, Interior Design, Equipment Planning, etc. I also proposed a new generation of Health Facility Guidelines according to the IHFG structure, generated on the HFBS platform and hosted on a dedicated free website. The material in those guidelines would be regionally specific, pre-approved, and ready-to- use. It would provide examples to follow rather than simply list prohibited practices and non-compliances. The service Planning components of that vision would create a single canvas for planning and mapping of the future of healthcare over 20 years. Give us a brief overview of your journey at TAHPI and tell us what inspired you to venture into the healthcare architecture and planning niche. UAE had very few if any, companies that exclusively specialized in Healthcare Planning and Design, hence, the entry of TAHPI. Having a company exclusively specializing in all aspects of Health Planning and Design in the UAE healthcare market in 2008 was a breakthrough in itself. Till then, typically, general-practice Furthermore, we are the author and publisher of the popular, open-sourced International Health Facility Guidelines (iHFG) that provides comprehensive ready-to-use briefing and design guidelines of all types of healthcare facilities around the world. We have prepared the standards and guidelines for healthcare planning and 18 www.thecareworld.com March 2024

21. The vision was to give away the results to the market for free and update it regularly. That would encourage investment without duplication in just the right areas and specialties. Later we went on to do the same for Dubai Health Authority, with extensive industry consultation and great support from the DHA, which is continuing to this day. We partnered with KEF Holdings, a UAE-based multinational holding company that specializes in innovative offsite construction technology, in 2015. KEF-TAHPI launched the ‘hospitals in a catalog’ at Arab Health 2016, which truly revolutionized healthcare infrastructure. This is the magic of the Industrial Revolution which has worked in all other industries. According to my opinion, “Access to good hospitals and healthcare facilities is a basic human right that countries are striving to provide for citizens.” However, demand from increasing populations in the Middle East and India far outstrips the supply of durable, affordable, quality infrastructure. The traditional methods of one-off design and hand-made buildings can no longer serve the healthcare industry as they did in the past. Innovation at an industrial scale was required, and we were happy to provide the tools as well as the practical leadership. The first example of the KEF-TAHPI collaboration was Meitra Hospital, designed in Dubai specifically for 80% off-side prefabrication. This five storeys 230-bed specialized hospital has won 3 awards since 2017, including best innovation, best design, and the best brand. Giving examples, however, was not sufficient. The TAHPI 19 www.thecareworld.com March 2024

22. Achievements and recognitions: industry had to be brought along the journey. I went on to launch short certification courses in collaboration with UOWD and DHCC in Dubai, which offered highly methodical Health Planning to the current and future industry leaders in the Public and Private sectors. Hospital Build Aware for Health Facility Guidelines, Abu Dhabi, UAE, 2012 Export Awards for Health and Biotechnology, State and National, Australia, 2014 IABCA Award - India Australia Business & Community Awards, 2016 Health Techon - Innovative Idea Award, 2016 & Innovative Technology Award, 2016 Six Sigma Health Awards for the Best Hospital Design for Meitra Hospital, 2017 Export Awards Finalist in Health and Biotechnology, Australia 2017 Best Hospital Design award, Meitra Hospital, India, 2017 IABCA Award - India Australia Business & Community Awards, 2018 Export Awards Finalist in Health and Biotechnology, Australia 2018 Best Brand Award for Meitra Hospital, 2018 Ÿ We are seen by the industry as a major author of standards and guidelines for healthcare planning and design Ÿ Ÿ These courses provided healthcare management and design professionals with the knowledge, skills, and practical experience required to take on specialized planning roles in one of the UAE’s fastest-growing sectors. The programs on Health Service Planning and Health Facility Planning were the first of their kind in the MENA region and continue to this day. Ÿ Ÿ Ÿ covid treatment. However, even a quick and random look at these indicated major flaws in such initiatives, which could potentially result in worsening the situation. This was typically due to a misunderstanding of the principles of isolation, infection control, and risk minimization. Ÿ Tell us more about TAHPI, its vision, and the key aspects of its stronghold in the global healthcare industry. Global business comes with unique challenges but can be an opportunity for enormous organizational growth. Ÿ Ÿ Ÿ We started as the international branch network of HPI (Health Projects International) from Sydney, Australia. Our first international office was in Kuala Lumpur 12 years ago. At this time, we have ten international offices in Australia, Dubai, Abu Dhabi, Oman, Qatar, India, Hong Kong, Malaysia, the UK, and Ghana. We also have nine JV offices covering the world. We have consistently added an average of two countries to our development network each year. Thankfully, the health authorities in the GCC did a lot better than many of their counterparts around the world due to fast action and careful consideration. We made our own contribution by offering five models of covid-ready treatment facilities at no cost on our website. Furthermore, we provided free, worldwide technical support for any healthcare provider or consultant who needed guidance on isolation facilities. From a leadership perspective, what is your opinion on the impact of the pandemic on the global healthcare sector, and how did you aid your organization to overcome the challenges rooting from the pandemic? The pandemic highlighted the importance of preparation and the systematic approach. It showed conclusively that healthcare is more than a few examples of excellent hospitals. Healthcare is a country-wide system, a network, and a massive logistics operation. We are seen by the industry as a major author of standards and guidelines for healthcare planning and design. The demand for our services and reliance on our advice grew during the pandemic. We use a variety of techniques with common themes. At the core is TAHPI brand recognition which is achieved by two unique service offerings with immediate effect on the entire target country, Healthcare Capacity Planning at a country scale and Health Facility Guidelines. We become the creator of the information, whilst the healthcare industry is the consumer of that information. The outcome is customized according to the culture, law, expectations, and local needs. Even countries that had good examples of hospitals failed badly in response to the pandemic due to the lack of preparation at a country scale. We noticed that the web was suddenly full of well-meaning solutions for the pandemic. There were many urgent and temporary facilities being proposed for COVID-19 has impacted not only public health but also the global economy due to reduced productivity, trade disruption, the decimation of the tourism/airline industry, and work from home regimes. Businesses of all types and sizes were impacted by the 20 www.thecareworld.com March 2024

23. pandemic, often unable to pay others. This resulted in a severe contraction of the consultancy field. undergo transformational change. For e.g., the educational industry had to shift the mode of delivery from the conventional in-class to online platforms. Our own educational courses, which were delivered in person until the pandemic, are now run online. setup (IT devices, Software, and VPN access, etc.) at their homes, enabling them to deliver output in an efficient manner remotely. During the first half of 2020, we were hit by this contraction like most other businesses. However, in late 2020 and particularly 2021, the industry re-discovered the importance of healthcare investment as a long-term, future-proof segment of the economy. The impact of this can be seen in the numerous proposals for the conversion of other building types such as hotels into hospitals. As of early 2024, we are as busy with new projects as we have ever been. Periodic team meetings were held whenever a suboptimal or dysfunctional way of operation was identified, where the team was encouraged to spot inefficiencies from their perspective, thereby creating an environment of cognitive conflict. This proved to be successful in delivering optimal results from the employees. However, other industries like architectural & engineering consultancies such as ours had to undergo adaptive changes such as switching to remote working/meetings to adapt and follow the protocols set by the government authorities of respective countries. As the restrictions eased, we resumed operations from the offices in respective countries by following the guidelines issued by the health authorities. Working from the office has the benefit of positive peer pressure, keeping the efficiency up and collaboration tight. We, in no instance, compromised the safety of our employees. What efforts did you and your team at TAHPI take during the pandemic to sustain operations and ensure the safety of your employees at the same time? Since there was no past experience or pre-set system or protocols for operations during a pandemic, we battled the situation as ‘one team,’ involving the staff in key decision- making processes. Our offices in all nine countries followed closely and strictly the regulations issued by the health/government authorities of respective countries. During the lockdown period, we ensured that the staff was provided with the necessary The outbreak of COVID-19 in early 2020 was certainly unprecedented and has disrupted the operations of most industries. The degree of disruption is dependent on the nature of the business activity. Several industries had to We extended work from home arrangements to staff, who declared their existing medical conditions with supporting medical documents showing a higher risk. The same was extended to staff who self-declared as sick even with minor symptoms. Strict adherence to these guidelines and more, instilling the right behavior among employees, created a safe and healthy working environment at our offices, thereby resulting in almost normal productivity. In your opinion, what could be the future of the healthcare architecture and planning sector post the pandemic? And how are you strategizing your organization’s operations for that future? Healthcare Design for the future needs to assume that pandemics such as COVID-19 will be commonplace. There will be a version of covid almost every year in the same manner as the seasonal flu. New standards and guidelines will be written and adopted by the health authorities to optimize 21 www.thecareworld.com

24. the future healthcare facilities in preparation for future pandemics. We were already writing these guidelines and implementing them ahead of time. 1. Our growth into additional countries will continue at the rate of two countries per annum. The current focus is on Africa and Eastern Europe. We will export our skills, methodologies, tools, and guidelines to more countries and establish further local collaborations and JV partnerships. All such work can be done remotely, as is the nature of knowledge transfer. time. The objective behind this is to pass the baton of knowledge gained through practical experience over the years from one generation to the next, at almost no cost at all. If given a chance, what is the one thing that you would change about the healthcare architecture and planning space? Confidence without arrogance Don’t exclusively judge success by visual appeal and shock value Be regionally specific and sensitive Deliver what you advertise (don’t advertise what you cannot deliver) Don’t exaggerate the simple tools of design Appreciate that specialization is useful; do not dilute the specialized talent Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ We see the increasing industrialization of the healthcare design industry. Within ten years, we believe the idea of custom-designing every part of a major healthcare facility will seem illogical and laughable. It will be seen in the same way as someone trying to create a transportation industry by designing and building each car individually for the linking of its passengers. Pertaining to your role as TAHPI’s Managing Director, how do you envision scaling your organization’s operations and offerings in 2024? 2. We will focus to a greater degree on hospital commissioning services, taking an (almost) completed building to the point of operation, receiving, and treating patients safely. This will also prepare the facilities for operating under an evolving pandemic that may be with us for many years. We have always pursued organic growth in regional markets. We establish small satellite offices and local partnerships and grow them according to the same pattern that we have practiced over 20 years. The idea is not to have a bloated central management and head office but a distributed network. Each branch office starts off by representing the host country as well as nearby countries. The innovation in design will be at a large scale, propagated through standard components that everyone else will adopt and plug into their master plans. This will be similar to the way the IT industry works, with different companies using the same components, often from their own competitors, to create excellent products efficiently and economically. So, we see the re-definition of innovation to be at a larger scale, not remaining at a boutique scale. As an established leader, what would be your advice to the budding entrepreneurs aspiring to venture into the healthcare architecture and planning space? 3. Our educational courses will be expanded to include commissioning and equipment planning, in addition to the current planning and design subjects. All courses will be online. There will be both live interactive courses and recorded courses to suit the circumstances. We will establish partnerships with several institutes of architects in the Middle East and Africa in order to jointly deliver the online courses to their members who wish to be specialized in Healthcare Design. As the business grows, the branch offices also split off into country- specific branches. In each branch, we start with a combination of experienced staff, usually from our own existing workforce. We then recruit and train locally. We encourage loyalty and reward it. We have experienced that this model works with minimal overhead whilst remaining agile, locally streetwise, and efficient. We discovered that during the pandemic, with many consultants working from home or temporarily unemployed, they decided to improve their knowledge and prospects for advancement and job security. We expect that this phenomenon will continue. In each branch, we gradually promote the staff to higher levels of seniority and management responsibility. There are no barriers. After sufficient local practice, the most senior staff become local directors, and even more experienced and successful managers become the directors of the global TAHPI entity. Our head office has not really grown very much over the last two decades due to this organic growth model. To budding entrepreneurs aspiring to venture into any business, my advice would be: Research and learn Don’t expect to be taught by the client on the job Understand the reason behind everything; don’t fall into group- thinking Do not experiment with people’s lives Ÿ Ÿ Our next plan is to also have our Health Facility Planning course delivered as Massive Open Online Class (MOOC), removing the limitations of not only space but also Ÿ Ÿ 22 www.thecareworld.com March 2024

26. Exploring the Healthcare Landscape in the UAE 24 www.thecareworld.com March 2024

27. Innovative Ventures T shifting from a reactive "sick care" approach to a proactive and technology-driven "lifelong healthcare" model, driven by advancements in medical technology, AI predictive modeling, genomic sequencing, smart wearables, and telemedicine. The UAE is investing in these technologies to improve health outcomes, increase efficiency, and reduce healthcare costs. This shift will create a healthier population and a brighter future for the nation. he UAE is heading towards a digital health revolution, with a focus on building a sustainable healthcare future. The country is This article explores the transformative strategies shaping the healthcare sector in the UAE and offers a sneak peek into its future developments. The Past Challenges The UAE has faced numerous healthcare challenges in the past. These include access to healthcare services for all, attracting and retaining talent, instilling healthy habits in populations, and managing burnouts among caregivers. The region has also faced challenges in educating its populations on how to eat healthy and maintain an active lifestyle, and the need for diet and nutrition. The burden of chronic diseases such as diabetes has been increasing at alarming rates, leading to a need for more effective and sustainable health systems that focus beyond the hospital and into community centers and home-care systems. The workforce has also been facing challenges in keeping up with technological advances, leading to a need for more training and focus on the current workforce. The UAE has been working to address these challenges by investing in modern hospitals, advanced medical equipment, and qualified 25 www.thecareworld.com March 2024

28. personnel, as well as by focusing on preventative healthcare and creating a pool of local medical talent. The UAE has also been incorporating advanced technology into its healthcare system and focusing on home care to empower individuals to take control over their own health and well- being. improvement in delivering high-quality healthcare services to the population while embracing cutting-edge technologies and patient-centered care approaches. The Future of Healthcare in the UAE The healthcare landscape in the UAE has undergone a significant transformation over the past decade, with the widespread adoption of electronic records and universal electronic telemedicine initiatives shrinking the distances between doctor and patient. The introduction of Health Information Exchange (HIE) systems has further enhanced healthcare in the UAE, enabling better care coordination and reducing redundancy in tests and procedures. Data analytics is revolutionizing the healthcare sector in the UAE by identifying trends, optimizing patient care, and predicting disease outbreaks with greater accuracy. The integration of artificial intelligence (AI) in data analytics is leading to more precise and effective medical interventions by driving medical research and treatment strategies. AI- powered data analytics tools are enabling healthcare providers to analyze vast amounts of data, leading to improved patient outcomes and a more personalized approach to healthcare. Sustainable Healthcare Strategies The innovative strategies in UAE healthcare focus on leveraging advanced technologies, patient-centric care, public-private partnerships, and infrastructure development to enhance the quality of healthcare services and promote sustainable healthcare practices. These strategies include: 1. Embracing Advanced Technologies: The UAE healthcare sector is integrating technologies like AI, blockchain, IoT, AR, VR, 3D printing, and robotics to revolutionize medical practices, enhance patient care, and improve operational efficiency. 2. Patient-Centric Care: The focus is on personalized medicine tailored to individual needs through wearable technology, continuous ECG monitoring, and digital transformation, ensuring that healthcare services are tailored to meet the specific requirements of each patient. In addition, mobile health apps and solutions are empowering patients in the UAE by providing access to healthcare information, scheduling appointments, and managing medical data. These mobile health solutions are enhancing patient engagement and improving the overall patient experience. By leveraging the power of mobile technology, patients can take a more active role in managing their health, leading to better health outcomes and a more efficient healthcare system. 3. Public-Private Partnerships and Infrastructure Development: Initiatives like the Dubai Health Strategy 2021 aim to position Dubai as a global destination for health tourism and excellence in healthcare through collaborations with private entities, seamless integration of government services, and ongoing advancements in healthcare infrastructure. 4. Ethical Considerations: With the advancement of technologies and treatments, there is a growing concern about data privacy, genetic testing, and ethical dilemmas in healthcare. The focus is on addressing these ethical considerations to ensure patient confidentiality and safety. Conclusion The UAE is at the forefront of a digital health revolution, with a focus on building a sustainable healthcare future through innovative strategies and technological advancements. The country's commitment to healthcare innovation is evident in its significant investments in health tech startups, the widespread adoption of electronic health records, and the integration of telemedicine and telehealth services. The future of healthcare in the UAE is set to be an example of global excellence, with a digital health infrastructure that democratizes access and flexibility to treatments and transforms healthcare services with a wide range of applications. 5. Innovation Strategy: The Emirates Health Services (EHS) has launched an Innovation Strategy 2023-2026, focusing on proactive thinking, creating opportunities, collaboration, continuity and change, customer focus, and entrepreneurship. This strategy aims to enhance the sustainability of health-related innovations, develop the health economy, and establish an innovation-friendly corporate environment. - Natalie May These innovative strategies in UAE healthcare underscore a commitment to excellence, sustainability, and continuous 26 www.thecareworld.com March 2024

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34. Investing in Health Emirati Business Leaders Shaping the Future of Healthcare T he UAE has been making significant strides in the healthcare sector, with a focus on innovation, technology, and quality care. Emirati business leaders are at the forefront of this transformation, driving change and shaping the future of healthcare in the region. With a strategic focus on investing in health, these leaders are positioning the UAE as the global hub of healthcare excellence. In this article, we will explore the contributions of Emirati business leaders in driving the growth and development of the healthcare sector in the UAE. HEALTHCARE 32 www.thecareworld.com March 2024

35. HEALTHCARE 33 www.thecareworld.com March 2024

36. Healthcare Evolution in the UAE robotic systems to perform delicate and complex procedures with enhanced precision. Robots are also being deployed in hospitals to assist with tasks such as sanitization, medication dispensing, and patient transport, freeing up healthcare professionals to focus on patient care. The UAE has implemented a range of initiatives to improve access to healthcare services, such as the development of digital health applications and telemedicine services. It has also invested heavily in medical research and the development of new treatments. The UAE is also investing in infrastructure, with plans to build new hospitals and medical centres. Furthermore, the government is investing in research and development, focusing on discovering new technologies and treatments. The introduction of Electronic Health Records (EHRs) in Dubai has significantly improved patient data management, enabling healthcare providers to securely and efficiently access and share essential information for better decision- making and improved patient outcomes. EHRs not only facilitate seamless communication between healthcare professionals but also contribute to better decision-making and improved patient outcomes. The UAE's healthcare market is one of the most advanced and dynamic in the Middle East, with a strong infrastructure and a growing focus on clinical research and manufacturing capabilities. The government's commitment to the healthcare sector is a key driver of growth, with public spending accounting for over two-thirds of overall healthcare expenditure. The COVID-19 pandemic has further highlighted the importance of investing in healthcare, with the UAE's leadership taking swift action to combat the virus and build national capacities to fight future pandemics. Wearable technology also plays a crucial role in the UAE's healthcare sector, empowering patients to monitor their vital signs and health conditions in real-time, providing valuable insights and encouraging proactive care. These devices provide valuable insights into an individual's health, alerting them to potential issues and encouraging proactive care. Conclusion Emirati business leaders are playing a crucial role in this transformation, with companies like VPS Healthcare, Tumbay Group, Al-Zahra Group, Belhoul Lifecare, Emirates Healthcare, Mediclinic Middle East, Aster DM Healthcare, Gulf Healthcare International, Gulf Medical Projects Company, Zulekha Hospital, Saudi German Hospital Group, and Aster DM Healthcare leading the way. These companies are driving innovation, investing in technology, and providing high-quality care to patients across the UAE. The journey towards a healthier future is guided by the vision and dedication of Emirati business leaders who understand that investing in health is the key to unlocking a brighter tomorrow. These leaders are shaping the future of healthcare in the UAE, driving innovation, investing in technology, and providing high-quality care to patients. With a focus on telemedicine, AI, robotics, and wearables, they are transforming the healthcare landscape and improving patient outcomes in the region. As they continue to push the boundaries of innovation and excellence, they are paving the way for a future where healthcare is not just a service but a fundamental human right. Tech-Forward Healthcare One of the key areas of focus for Emirati business leaders is technology and innovation. Dubai, in particular, is embracing technology to transform its healthcare landscape, with a focus on telemedicine, AI, robotics, and wearables. The Dubai Health Authority (DHA) has launched a dedicated telemedicine app, offering services like online consultations, prescription refills, and lab test results. AI- powered tools are increasingly being used for disease diagnosis, patient monitoring, and drug development, with the DHA partnering with global tech giants to implement AI-driven diagnostic tools. - Natalie May Robotics is another area where Emirati business leaders are making significant strides, with surgeons in Dubai using 34 www.thecareworld.com March 2024

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38. Health Moguls: Emira? Insights into Healthcare Business Zulekha Daud Pioneering the Path for Female Doctors in UAE A girl born in the family of a construction worker, studied medicine with a dream of becoming a doctor. Fulfilling that dream, she became the first Indian female doctor in UAE. Creating her own destiny, she started working in the sweltering desert to provide medical aid to people in need. Today she is recognized as one of the most inspiring women entrepreneurs in the UAE, affectionately known as Mama Zulekha. In an interview with Insights Care, Dr Zulekha sheds light on her journey in the medical field, the inception of Zulekha Group, and the future aspects of healthcare industry. Below are the highlights of the interview: Dr Zulekha, please give us a brief overview of your journey as the Founder and Chairperson of Zulekha Healthcare Group and also tell us what inspired you to venture into the healthcare industry. Dr Zulekha Daud established the first Zulekha Hospital in 1992 and presently, is the Chairperson of Zulekha Healthcare Group – a group having several super- specialty hospitals in Dubai and Sharjah. I came to the UAE in the year 1963 with intent of helping people in need. Those days were difficult, when we had no access to one place from another, except through the scorching dessert, at times in a car and sometimes by walk. I kept seeing the medical needs of people and being the first and only female doctor available to everyone, people came from far off areas to meet me in Sharjah, which was my first residential Emirate and is home to me till date. From working tirelessly towards the welfare of Emiratis when healthcare sector was limited only for men, to the establishment of a prodigious private healthcare group, Zulekha's remarkable journey is an inspiration for the young generations. I was inspired by the need of people around me to give them a facility that would enable the best of healthcare right here, in their own country. My mother has been a great inspiration all through my life and she always believed that I will succeed and use my skills to help the people in need, and so, I did with my first step of setting up a clinic in Sharjah. We grow responsibly and organically, ensuring inclusion of our people and resources in all our endeavours. With the benevolent support from the rulers and confidence instilled by the IFC in our capabilities, we have been able to expand operations in the Emirate, and also expand to Dubai and India with hospitals, clinics and pharmacies. We grow responsibly and organically, ensuring inclusion of our people and resources in all our endeavours. 36 www.thecareworld.com March 2024

39. Dr Zulekha Daud Founder and Chairperson Zulekha Healthcare Group 37 www.thecareworld.com March 2024

40. Thousands of lives are impacted each year and we stand out as a responsible brand for our communities for this reason. Our experts across multiple disciplines are highly skilled and constantly upscale their skillsets, ready to accept and manage difficult cases referred to us as a superhub for high- risk cases. Our aspiration is to be able to save lives and improve lifestyles despite the worst the patients would have gone through. From a leadership perspective, what is your opinion on the impact of the pandemic on the global healthcare sector and how did you aid Zulekha Healthcare Group to overcome the challenges rooting from the pandemic? COVID-19 had disrupted the global healthcare landscape and it had put forth the greatest challenges in time for all healthcare providers. Healthcare systems worldwide were being tested by the crisis. Countries struggled worldwide with limited infrastructure, skilled workforce, and medication. In the UAE, the country moved quickly to ensure the virus was mitigated, beginning a disinfection program in March, and making provisions of field hospitals to accommodate the growing numbers. Tell us more about Zulekha Healthcare Group, its vision, and the key aspects of its stronghold in the healthcare space in the UAE. The group has been in UAE for over 58 years now. Local residents have witnessed our growth, and many were delivered by me back then. The close association with the people of this country makes the brand name well-known. Their experiences with us have made us stronger. The healthcare authorities in UAE trust us with our expertise, business acumen and see us as a reliable healthcare partner, furthering the nation's objective to enable UAE to be a destination of medical tourism for the globe, with high-risk management abilities and experienced clinicians. The pandemic has raised considerable interest in physical and mental wellbeing, which is set to continuously grow. Mental Health and Wellness organizations are increasingly seeing a rise in stress related disorders and urging individuals and organizations to seek professional help. This may be creating opportunities for more therapists to create support groups. We also need to be mindful to cater to the most vulnerable group of our population – the elderly, and people of determination who are most likely to be affected by COVID-19. Senior citizens have been asked to stay indoors. This has led to further isolation for many older people, leading to concerns over other serious health issues such as heightened risk of cardiovascular and autoimmune diseases. Zulekha Hospital has received extensive recognition for its commitment towards quality care and sustainable business practices and received the prestigious Dubai Quality Award and Mohammed Bin Rashid Al Maktoum award for business excellence as well, with a commitment to providing high quality healthcare to patients and society. The healthcare providers need to be watchful, invest time in mining available data, making use of technological solutions, cross-training skilled workforce, establishing facilities that can cater to high-risk medical needs, ensuring adequate stock of medical equipment and medicines, and ultimately create a sustainable healthcare model that is ever ready to meet contingencies with minimal disturbances. Year on year we have grown and expanded operations to include the latest of the services involving homecare services launched this year. Our CSR campaigns are always long term and consistent in nature. For example, our cancer awareness programs that promote early detection and prevention of the disease through the year with multiple free screenings are as old as 10 years. 38 www.thecareworld.com March 2024

41. At Zulekha Hospital, we have worked together along with our courageous front-liners and ensured we stood together in the hardest times. We have come out stronger with learning. We vaccinated all our staff to ensure complete safety of them and the patients. Social distancing and hygiene protocols were strictly adhered to. The healthcare industry is versatile and cannot be uniformly seen worldwide. Demands are different in regions and provisions to meet those also depend on the economies. A globally unified patient records system can be one useful tool I would like to implement in order to ease patient care, second opinion facilities and ensure best of the treatment solutions to choose from. What is your opinion on the necessity for healthcare companies to align their offerings with newer technological developments, especially when it comes to catering to the ever-evolving healthcare needs? As an established leader, what would be your advice to the budding entrepreneurs aspiring to venture into healthcare? New approaches to wellbeing are being thought through. Usage of health trackers, remote monitoring devices, and physical and mental wellbeing initiatives will open opportunities to wellness tourism. Likewise, tracking vitals, raising alarms, setting reminders on one's fitness regimes are norms of the day. Technology plays a very important role here. Budding entrepreneurs need to be focused and venture into any project only after thorough market research. Innovation is the key. If given a chance, what is the one thing that you would change about the global healthcare industry? 39 www.thecareworld.com March 2024

43. Develop a passion for learning. If you do, you will never cease to grow. - Anthony J. D’Angelo

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