Sme advisor issue 128

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ISSUE 128 MONTHLY FOCUS: HEALTHCARE SECTOR

28 Dr. Ramadan AlBlooshi of Dubai Healthcare City shares his healthy outlook for the sector.

44 Health Beyond Borders - Linda Abdullah, Head of Medical Tourism at DHA, sets the scene.

60 How will digitisation affect the future of healthcare?

Here’s what you need to know.

HOW DR. NAVAS USMAN IS USHERING IN A NEW ERA OF HEALTHCARE

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SME Advisor Middle East is aimed at business owners and senior executives across the GCC. Armed with practical advice, it has been highlighting key business issues for the small and medium enterprise segment since its launch in 2005.

The magazine addresses real issues faced by business decision makers, without resorting to jargon.

We understand that often, in small and medium enterprises, specialist business decisions are made by the owners and not by an army of c-level executives. At the same time, our content is equally relevant and useful for specialist, senior executives in mid-level enterprises.

The magazine style is consumer, conversational and colourful.

Co Founder and CEO Nadeem Hood

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From the web

A golden PR flop A Cairo-based franchise of a global fitness chain, posted a picture of a pear on social media with the tagline ‘this is no shape for a girl.’ Prickly, huh?

Social media users certainly thought so. A barrage of outraged men and women took to Twitter and Facebook to slate the body-shaming post. If you are licensing your name out at random then you need put protocol in place to protect it. That means screening social media content and being able to control PR response when things do go wrong.

To read more about please visit: http://www.smeadvisor.com/news/a-golden-pr-flop/

Instagram launched new business tools Amy Cole, Head of Brand Development EMEA, said: “Small businesses are some of the most creative and innovative in our community and it is incredible how many businesses have grown using the platform. But we want to make Instagram work even better for them, so we listened carefully to their feedback to understand challenges they face, and the tools they need to drive real business results.

With Business Tools now available across Europe, it will be even easier for small businesses to get insights, connect with new customers and promote their favourite posts straight from a mobile device.”

To read more about please visit: https://business.instagram.com/ Please note that there was an error in the pull-out box on page 41 in Issue 126.

Here's the revised version -

Published By: CPI Business FZ LLC Office 111, Building 4 Dubai Media City Dubai, United Arab Emirates

Contact Details: Tel: +971 4 433 2446 Email: info@cpibusiness.net Web: www.cpibusiness.net

SME Advisor ME

© Copyright 2016 CPI Business.

All rights reserved.

While the publishers have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.

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Editor’s Note

Sunshine, sandstorms and scalpels

RUSHIKA BHATIA EDITOR

Here’s a handy infographic to guide you through –

Dissolving global barriers have made it easy for patients to travel for quality healthcare. From an economic perspective, this has resulted in several countries pulling up their sleeves and improving their biomedical, pharmaceutical and healthcare offer.

In wake of the upcoming Expo 2020 – and the high number of tourists and infrastructure investments it looks to attract – the UAE too is reforming its healthcare system. Providing quality, affordable and patient-centric care is top of the agenda, with both public and private sector establishments striving to become centres of excellence in various medical specialties.

Aligned with this vision is Dubai Health Authority’s remarkable initiative Dubai Health Experience – an online gateway for medical tourists and local care-givers. On pg. 44 Head of Medical Tourism at Dubai Health Authority Linda Abdullah shares her ambitious plans for the future of the programme.

16 - Sector spotlight

84 - Medicine Man

90 - Safety in the workplace

64 - Pocket Doc

Significant investments are also being made in research, education and training. Speaking to Dr. Ramadan AlBlooshi, CEO, Dubai Healthcare City Authority – Regulatory (DHCR), we learn about the Khalaf Ahmad Al Habtoor Medical Simulation Centre, the first comprehensive simulation training facility of its kind in the region. Find out how it’s attracting medical professionals from around the world on pg. 28.

But, what’s really impressive about the UAE’s medical tourism ambition is that it doesn’t come at the expense of local citizens and residents. The country continues to roll-out fundamental regulations to up-hold the standards of public healthcare and ensure that basic, affordable treatment is available for all. The introduction of mandatory health insurance in the emirates of Abu Dhabi and Dubai is a great example. In this month’s healthcare issue we take a closer look at the consequences of this regulation – and much more.

28 - Prescription for growth

22 - Healthcare & hospitality

78 - Power to the pedal

32 - Operation Navas

38 - The wellness factor

While the world thinks of sunshine and sandstorms when it thinks of the UAE, its healthcare industry would like to add a third – scalpels.

Enjoy reading this issue of SME Advisor!

54 - Local origins, global appeal

Contents

The Economist’s view 016/

Sector spotlight: top trends in the GCC

022/ The intersection of hospitality and healthcare

Editor’s Roundtable 028/ Prescription for growth – Dubai Healthcare City

VIP Majlis 032/ Operation Navas: not your ordinary physician 038/ Wellness – and why it matters so much

044/ DUBAI HEALTH EXPERIENCE (DXH) IS A PROGRAMME LAUNCHED BY DUBAI HEALTH AUTHORITY TO PROMOTE DUBAI AS A GLOBAL CENTRE FOR THE PROVISION OF MEDICAL TOURISM SERVICES.

016/

TECHNOLOGY IS ENABLING BETTER FLOW OF INFORMATION AND BEST PRACTICES BETWEEN DIFFERENT HEALTHCARE PROVIDERS, REFORMERS AND REGULATORS Talking trends 044/ Health beyond borders – growth in medical tourism

Business Banking 050/ An action plan for Oman’s entrepreneurs

Digitally Disruptive 054/ Local origins, global appeal

Infographic 058/ Workplace wellness – top trends

Top change makers 060/ Tech trendsetters 064/ Pocket Doc 068/ Building a hospital, one tweet at a time 072/ Brain food – Slices shares its recipe for success 078/ Power to the pedal

Organisation and Structure 084/ Medicine man: Thumbay Moideen’s training agenda 090/ Health and safety in the workplace

The man at the forefront of Dubai’s healthcare landscape - Dr. Ramadan AlBlooshi of Dubai Healthcare City - shares his audacious plans for the future.

28 22

Would you rather be safe or sorry? Steve Woods, Director of Business Development - Safety Skills Training at DMCC has all the right answers.

38

32 Dr. Navas Usman is healthcare’s rising star. Find out what he’s got up his sleeve.

60

Workplace wellness is critical for productivity and profitability. Here’s what you need to know...

How this entrepreneurial duo is taking the healthcare world by storm.

72

From Google glass to robotic pharmacists, a new league of digital hospitals are emerging.

C O N T E N T C U R ATO R S 014

CONTENT CURATORS Presenting this month’s portfolio of industry specialists and thought leaders, who played a critical role in producing the feature content of our magazine and ensuring that we were more topical than ever.

““ DR. RAMADAN ALBLOOSHI CEO DUBAI HEALTHCARE CITY AUTHORITY REGULATORY (DHCR)

SME ADVISOR

““

STEVE WOODS DIRECTOR OF BUSINESS DEVELOPMENT SAFETY SKILLS TRAINING DMCC

When you are looking after guests they are your responsibility that includes their health. But it’s not just about legal obligations, it is about ethical business and safety it’s an essential part of good guest service. Unfortunately it often takes a serious incident before hotels understand the importance of having well trained staff

There is a growing need for subspecialties, such as the first dedicated children’s hospital (Al Jalila Specialty Children’s Hospital), and encouraging providers to set up unique offerings, such as a dedicated ICU hospital. Training healthcare professionals is equally important

C O N T E N T C U R ATO R S 015

““

Our view is that wellness is fundamental to a productive society in which people are more positively inclined to happiness

MUNA NASIB SAEED DIRECTOR OF STANDARDS AND POLICY DEPARTMENT MINISTRY OF HUMAN RESOURCES AND EMIRATISATION

““

Companies should regard investments in health and well-being no differently than investments in learning, development, and training

MOHAMAD BAZZI HEAD OF PARTNERSHIP DISTRIBUTION OMAN INSURANCE COMPANY

““ LINDA ABDULLAH HEAD OF MEDICAL TOURISM OFFICE DUBAI HEALTH AUTHORITY

Dubai Health Experience (DXH) is a programme launched by Dubai Health Authority to promote Dubai as a global centre for the provision of Medical Tourism services, which is part of His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum’s project to position Dubai as a global destination for medical tourism

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SECTOR SPOTLIGHT: TOP TRENDS SHAPING THE GCC HEALTHCARE SYSTEM

We explain why dissolving global barriers – combined with technological advancement – have ignited a new range of possibilities within the regional healthcare sector.

Prediction and policy The way that healthcare is delivered in the UAE is rapidly transforming. Speaking to SME Advisor, experts at GE Healthcare defined the innovations that could reshape the future of healthcare. Let’s take a look at some of the critical market signals they identified – 1. Public-Private Partnerships (PPPs) come to the forefront – Primarily driven by government investment, the private sector is now incentivised through PPPs to invest and manage operations, while the public sector becomes the regulator. For instance, earlier this year, a first of its kind public-private partnership was formed between the UAE Ministry of Health, Abu Dhabi International Medical Services and GE Healthcare to drive better outcomes around improved access, speed and quality of healthcare. Called Unison, this partnership will bring together the best of healthcare tech, hospital management, and patient care

into one group of eleven radiology departments spread across the UAE. 2. Improving healthcare technology infrastructure – With the UAE modernising its healthcare technology infrastructure, the need for qualified, local human resources is increasing.

There is an enormous burden on the education sector to develop local curriculum, in-house.

3. Digital hospitals are redefining healthcare – As hospitals in the UAE become increasingly digital, and with the government intensifying the process of developing national systems to support and integrate digital health services and technologies, the sector can expect better outcomes and smarter spending across the board.

These trends, coupled with the introduction of an expanded national health insurance scheme and the widening gap between developed countries and the GCC in SME ADVISOR

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terms of number of beds and number of qualified doctors, are proving to be the main growth drivers. As a result there’s a increased focus to build more hospitals accommodating the ageing population and providing highquality training to nurses and doctors.

The state of healthcare expenditures and investments A report by Ardent Advisory and Accounting indicated that GCC healthcare expenditure increased at an average rate of 9.3 per cent p.a. from 2008 to 2013. Overall, government healthcare expenditure in the GCC is on the rise – despite the low oil prices. Countries such as KSA and the UAE have some of the highest spending in healthcare. In fact, a GCC healthcare market share comparison ranks KSA on the top followed by UAE and Qatar – as depicted in Figure 1. Another interesting comparison comes in the form of GDP share in healthcare expenditures – as shown in Figure 2.

The World Health Organisation (WHO) predicts that the total investments in GCC healthcare will touch US$69.4 billion in 2018.

Primary factors driving this growth are: high population growth, changing demographics and ageing population. The WHO has also forecasted that the GCC population will reach 46 million by 2020 and 58 million by 2040.

Meanwhile, estimates suggest that by 2050, 14.2 million of the GCC population will be 65 years of age. Perhaps, this is why there has been a large focus on infrastructure investments in the region – there are 37 mega hospital projects in the pipeline, worth an estimated US$28.2 billion.

Health insurance in the UAE The introduction of mandatory health insurance laws in Dubai and Abu Dhabi reflect the UAE’s commitment towards improved healthcare for all. The health insurance law was first rolled out in Abu Dhabi and shortly after in Dubai. It led to a growth in the number of providers and ensured top-class health facilities for the SME ADVISOR

Figure 1: GCC healthcare market share by country (in %)

COUNTRY

2014 *

2016 *

2018*

SAUDI ARABIA

46.3

45.8

45.4

UAE

25.5

25.9

26.8

QATAR

12.0

12.6

13.0

OMAN

5.6

5.7

5.4

KUWAIT

8.6

8.2

7.8

BAHRAIN

2.0

1.7

1.6

GCC TOTAL

100

100

100

* Estimates Source: Alpen Capital, 2014

Figure 2: Healthcare spend as a% share of GDP

COUNTRY

SHARE IN GDP 2011 (IN %)

BAHRAIN

3.8

KUWAIT

2.6

OMAN

2.4

QATAR

1.9

SAUDI ARABIA

3.5

UAE

3.1

Source: WHO, World Health Statistics 2014

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Figure 3: Overview of key health indicators

INDICATORS

2012 RESULT

2021 TARGET

211

158.2

19.02%

16.28%

DEATHS FROM CANCER PER 100,000 POPULATION

78

64.2

AVERAGE HEALTHY LIFE EXPECTANCY

67

73

PHYSICIANS PER 1,000 POPULATION

1.5

2.9

NURSES PER 1,000 POPULATION

3.5

6

21.6% (MEN) 1.9% (WOMEN)

15.7% (MEN) 1.66% (WOMEN)

46.8%

100%

DEATHS FROM CARDIOVASCULAR DISEASES PER 100,000 POPULATION PREVALENCE OF DIABETES

PREVALENCE OF SMOKING PERCENTAGE OF ACCREDITED HEALTH FACILITIES Source: UAE Vision, 2021

country’s population. Looking to the future, the sector is going to continue feeling the after-effects of this initiative in the form of new medical units and facilities to accommodate the increase in demand.

Charting this upward trajectory – specifically within Abu Dhabi, Health Authority of Abu Dhabi (HAAD) reported that by 2014, there were 3,659 hospital beds in the emirate and 2,159 beds are under construction.

The mechanism of how health insurance works is that it enables medical facilities to gather the resources needed to expand their facilities and services, in turn creating a healthy and competitive environment, pushing them to out-do one another in terms of quality of service and accessibility.

Ofcourse, the ultimate beneficiaries are the residents of the UAE. Opportunities and openings There still remains a large opportunity in the area of specialised hospitals – there is a huge demand for specialty hospitals in gynaecology, cosmetic treatment, internal medicine and so on. While private sector

investment in this field is gaining traction, governments are already investing heavily.

A great example is the upcoming Sheikh Khalifa Medical City in Abu Dhabi, which will offer specialised units for trauma, paediatrics and gynaecology – in addition to general medicine. The project is said to have 838-beds, and is scheduled to open doors in 2018.

Impact of technology Healthcare – as an industry – is at the cusp of change with new technologies emerging every day. A powerful combination of technological and scientific advancements is expanding the realm of possibility in healthcare.

Technology is enabling a better flow of information and best practices between different healthcare providers, reformers and regulators. We reached out to Hani Chohan, Chief Marketing Officer, GE Healthcare, Eastern Growth Markets and Elie Chahoud, General Manager Imaging, GE Healthcare, Eastern Growth Markets, to share exclusive insights on the subject. Here’s an excerpt from the

informative dialogue: “GE is helping healthcare providers find solutions to mounting problems by driving innovation and leading change within the field.

Escalating chronic conditions, ageing populations, rising costs and more complex care needs is burying providers in duplicative processes and disconnected data; they need end-to-end integrated solutions. But, to leverage the power of technology as other industries have done, healthcare needs to go beyond simply digitising data. By accelerating workflows, streamlining processes, and improving analytics capabilities, there is an incredible opportunity to liberate and create new value from the data captured by software and technology.”

They added: “Biopharma and diagnostic companies are starting to work together closer than ever before, in order to help patients and health systems gain the clinical and economic benefits of determining therapeutic effectiveness early on, through precision medicine, which takes into account how different patients respond to therapies in SME ADVISOR

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Figure 4: Public, vs. private sector spending on healthcare sector.

57

66

74

82 29%

71% 2014E

2016F

2018F

2020F

PUBLIC

PRIVATE

Source: ARDENT ADVISORY,WHO,IMF

different ways. Another important area of innovation is the Industrial Internet, which leverages the potential of big data to strengthen the productivity and operational efficiency of the region’s healthcare infrastructure. GE continues to invest in developing and delivering software that connects caregivers to systems to aid in better-informed diagnosis and enhanced care.”

“With healthcare providers across the region under tremendous pressure to cut costs, the potentially disruptive nature of technology has meant that healthcare organisations need to be ready to adapt to the unavoidable change. Software and cloudbased solutions will undoubtedly disrupt the healthcare market and our lifestyles, while collecting data, analysing patterns, preventing failure and increasing efficiency, to create a more affordable healthcare.

By building faster and more specialised equipment, the speed of access to healthcare is improved and chronic diseases that are more likely to hinder hospital capacity and budget can be reduced.

“Hospitals are also moving from being large multipurpose and centralised care givers to become more sizeable, specialised distributed centres. We will see more and SME ADVISOR

more medical technologies home based, with remote monitoring, to free up beds for more advanced cases. One thing is certain: the new healthcare technologies will have to be faster, more efficient and more affordable.”

Disrupting the future of healthcare The needs of a modern patient are evolving. People are increasingly looking for transparency, cost-effectiveness and improved interaction with their doctors. This means future healthcare models will need to be -

• Data-driven - Recording critical

patient data will help identify recurring patterns and improve treatments. At every customer touch point, data will be captured and used to provide better services. Internal systems will also be data-driven i.e. every action taken by a doctor will automatically be updated in the database.

• Personalised - A ‘one size fits all’ policy will no longer work. Hospitals and clinics will need to provide a customised experience to their patients. This is where data will prove

to be instrumental; a rising number of medical institutions will work with customer relationship management systems.

• Digital - Healthcare players will need to focus on creating a comprehensive raft of online services for their patients. A patient will be able to get an initial consultation done online or using a health app. More importantly, digital solutions will enable doctors to give their patients adequate post-treatment care.

These trends provide the foundation for improved workflows, streamlined medical processes and more accurate diagnoses ultimately bolstering the growth of sector.

$133 bn 70% Total healthcare spend is expected to increase to US$133 billion per annum by 2018

of the total healthcare spend in the GCC comes from the public sector

#TheMissingMiddle

STEP INTO THE FUTURE Cairo means business...

The setting for a world-class SME dialogue 09:00 AM, September 26th, 2016

The Ritz Carlton Hotel, Cairo

Block your diaries now - and prepare to re-write your business success SME Beyond Borders #TheMissingMiddle – it’s history in the making

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SME ADVISOR

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HEALTHCARE & HOSPITALITY Attracting tourists and residents alike, hotels accommodate huge volumes of people. It’s great for the economy, but makes them high-risk hubs from a health and safety perspective. Moving forwards, hospitality and healthcare providers must combine forces to improve emergency care.

A

little girl runs up to a hotel concierge having grazed her knee. He gives her a plaster, tells her she’s been very brave and waves her on her way.

Easy enough. The next morning a businessman collapses at breakfast. What does the concierge do? The answer all depends on the training he has - or hasn’t - received in the months leading up to this moment. If he has had regular first aid training he can leap into action, perform CPR and potentially save the man’s life. But if he hasn’t been taught emergency procedures then the guest’s prospects look far more grim. Training and communication between healthcare and hospitality providers is everything.

On the face of it hospitals and hotels couldn’t be more opposite establishments; one is associated with pleasure, the other pain. But scratch beneath the surface and a certain synergy emerges. Successful healthcare requires a good bedside manner - the speciality of hotels. In the same vein, all hotel operations must be underpinned by strict health and safety rules. Rather

than being mutually exclusive, the two fields are independent: ‘hospitality’ even has the root word ‘hospital’ in it. As Steve Woods of Dubai-based Safety Skills Training DMCC notes, “the hospitality industry is charged with the care of guests as if they were visitors in their own home.” But helping customers in their time of need is more than just a human duty, its a legal requirement.

In 2008 the Dubai authorities made it mandatory for hotels to train all staff in first aid. The legislation is in place, but that doesn’t mean its being actioned. “Currently there are some who take first aid training very seriously and some that undertake the minimum to just about satisfy a municipality requirement,” Woods explains. Someone who understands the importance of first aid training is Dhadendralal Kandampully, Occupational Health and Safety Cluster Manager for Hilton Hotels, Dubai. “Staff in a hotel can be compared to the software in a computer: how the product looks on the surface doesn’t determine the performance.

Just like computer software, hospitality workers require regular training SME ADVISOR

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updates,” Kandampully explains. The Hilton chain takes the health of its guests and employees very seriously, but the same can’t be said for all hotels.

Training adoption is so poor in parts of the city that last May the Dubai Centre for Ambulance Services pledged to educate all hospitality workers in the emirate themselves. The paramedic-led programme was launched in November, starting with hotels on the Palm Jumeirah and those in the Jumeriah group. “It’s a very big operation - we’re hoping to complete it by the end of 2016,” says Dr. Omar Al Sakar, Medical and Technical Affairs at Dubai Centre for Ambulance Services.

But getting everyone trained isn’t a cure, it’s a tourniquet. There are deeper problems surrounding training and implementation that need to be remedied. We dissect and examine the issue from four different perspectives: the hotelier, the government authority, the training company and the awarding body.

The trainer diagnosis: Steve Woods, Director of Business Development at Safety Skills Training DMCC “When you are looking after guests they are your responsibility, that includes their health. But it’s not just about legal obligations, it is about ethical business and safety - it’s an essential part of good guest service. Unfortunately it often takes a serious incident before hotels understand the importance of having well trained staff.”

Where are we going wrong?

“In our industry the biggest challenge is skills deterioration. Technical skills begin to deteriorate almost immediately after training and, if left unchecked, will leave the rescuer ill-equipped to handle an emergency. Regular in-service training is essential; if this was rolled out across the hospitality industry it would lead to drastic improvements.”

SME ADVISOR

The awarding body diagnosis: Richard Sprenger, Chairman at Highfield Awarding Body for Compliance “We are the largest awarding body in Dubai offering UK first aid qualifications.

There are certain important restrictions on trainers. To start with, you have to be registered: here it’s with Dubai Ambulance and in the capital it’s with Health Authority Abu Dhabi (HAAD). Crucially, the registrations are not interchangeable - if you are registered in one emirate and teach in another without a licence you can be fined.”

Where are we going wrong?

“The vigilance of hoteliers. We’re here to ensure that first aid qualifications are valid and have integrity. All the trainers we license are regulated, so hoteliers can be sure they are being taught accredited courses by experienced professionals. However, some training companies are making up their own qualifications and issuing certificates

““

Staff in a hotel can be compared to the software in a computer: how the product looks on the surface doesn’t determine the performance. Just like computer software, hospitality workers require regular training updates

T h e e c o n o m i st ’ s v i e w 025

at random. It completely undermines industry standards.”

The hotelier diagnosis: Dhadendralal Kandampully, Occupational Health and Safety Cluster Manager for Hilton Hotels, Dubai “In our brand all Hilton employees are trained in health and safety, starting with an orientation programme for new joiners.

We also have a ‘buddy system’ between employees within departments to ensure that health and safety hazards are properly communicated, understood and avoided.

Our food safety programme is based on HACCP and Dubai Municipality’s Food Code.

We even have sensor operated control units that send alerts to designated mobile devices if food storage temperature deviates from a safe range. Certified first aiders are available at all times and we have a registered nurse in our on-site hotel clinic during the day.”

employees in more than 500 hotels; that number is increasing with the drive we started last November. Next we’re looking to train taxi drivers with the help of RTA. After that, it will be service staff in all public buildings.”

Where are we going wrong?

“There are two main issues. Firstly, qualified first aiders in hotels are not always on duty when an accident happens. The second problem is to do with high employee turnover rates. Hospitality is a very transient industry and people are constantly moving on. This makes it hard to ensure staff are always first aid trained. The Expo 2020 boom means we have many new people to teach.

It’s a challenge, but we will overcome it.”

Where are we going wrong?

“We are seeing a good level of progress in how the GCC’s healthcare and hospitality sectors work together. However, the following improvements must be made: constantly updating contingency plans in case of an outbreak of disease, simplifying the notification system whereby hotels inform health authorities of suspected illness, improving awareness activities for guests and employees and best practice techniques with other hoteliers.”

The government authority diagnosis: Dr. Omar Al Sakaf, Medical and Technical Affairs at Dubai Centre for Ambulance Services “We’ve been rolling out first aid training across Dubai for the last 10 years now. It’s important for as many people as possible to be trained in emergency procedures to help improve success and survival rates when accidents happen. We have trained

SME ADVISOR

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Healthy growth

HEALTHCARE

The GCC healthcare market is projected to grow at a 12.15% compound annual growth rate (CAGR) from an estimated US $40.3 billion in 2015 to US $71.3 billion in 2020, according to Alpen Capital.

A swollen sector According to Alpen Capital, the healthcare market in each GCC country is anticipated to expand by 1113% between 2015 and 2020 in terms of annual average growth rates.

Room for growth The demand for number of hospital beds in the GCC region is projected to grow at a 2.3% CAGR from an estimated 101,797 beds in 2015 to 113,925 beds in 2020 ccording to Alpen Capital

Going for green Alpen Capital predicts the Saudi Arabian healthcare market will reach US $27.4 billion in 2020, registering a CAGR of 11.0% from 2015. The healthcare market in the UAE is projected at US $19.5 billion in 2020, indicating an annual average growth of 12.75% from 2015.

Scaling up According to Deloitte’s report, 76% of physicians in Saudi Arabia hold non-Middle Eastern passports, yet still the physician-topopulation ratio remains low at 1.5 doctors per 1,000 people.

Satelite strategy According to PWC’s 2016 ‘Care Anywhere’ report, 67% of survey respondents across the Middle East are willing to receive healthcare in a non-traditional setting. 68% have a health-related app on their mobile or smart device. 57% have had a doctor’s consultation that is not face-to-face in an office or hospital.

SME ADVISOR

Supersize ME Healthcare spending in the Middle East and North Africa (Mena) will reach $144 billion (Dh528.5 billion) by 2020, following enormous development witnessed over the last 10 years, according to estimates by Al Masah Capital.

A share of the market According to Al Masah Capital, the region spends only 4% of its GDP on healthcare compared to 12% in high-income nations and a world average of 10%. On a per capita basis, the GCC spending on healthcare was US $1,022, comparable with the world average of $1,062. However, the Mena region has a much lower per capita spend of $415.

On your marks According to Deloitte’s Global healthcare outlook 2016, the Middle East and Africa region is expected to post the fastest health care spending growth globally, at around 9.3% annually in 2015-2019.

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Healthy growth

HOSPITALITY

According to Alpen Capital’s October 2012 GCC Hospitality Industry Report, the UAE’s hospitality market is likely to reach US $7.5 billion by 2016, up from US $4.5 billion (67% increase) in 2011.

A swollen sector A Dubai Chamber study, supported by statistics published

by Business Monitor International, puts UAE tourism sector growth at 6.5% per annum between 20112021, with visitors from the Middle East, Europe and Asia Pacific the key source markets

Room for growth

A share of the market Statistics suggest there are 763 hotels totaling 191,047 rooms ‘Under Contract’ in the Middle East/Africa region, as reported

by STR Global Construction Pipeline Report in September 2015. Comparing the stats there has been a 26.3% increase in the rooms that were under construction in September 2014.

On your marks The GCC has made major investments in expanding airports.

Airports across the region are expected to handle as many as 250 million passengers by 2020 says Alpen Capital.

Scaling up The STR Global Construction Pipeline report claims the average spend in the GCC countries for interregional travel is as high as US $4,980, and for international travel, it is US $9,920. This includes airfare, hotel room, ground transport, travel supplies, and car rentals.

Supersize ME A gigantic expansion programme of the Dubai Airports is in motion, with the investment of US $7.8 billion. The team behind the project claim the expansion will boost the capacity of 60 million to 90 million passengers per year by 2018.

According to a Dubai Chamber study, tourist arrivals in the UAE are forecast to grow at a CAGR of 5.3% between 2012 and 2022, with hotel supply also expected to increase from the current 96,992 hotel rooms in Dubai and Abu Dhabi, to a total of 125,383 hotel rooms in 2016.

Going for green PWC reports that the global hotel industry revenue will reach $550 billion US dollars in 2016. The Middle East and Africa are the most expensive regions for hotel room rates with a US $165.97 daily room rate on average.

Satelite strategy Figures published

by Business Monitor International, positions UAE tourism sector growth at 6.5% annually from 2011 to 2021.

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After launching Gulf’s largest medical simulation centre and passing a new law for business set-up, Dubai Healthcare City has now set its sights on the exciting development of its Phase 2 expansion into wellness. The initiative will reinforce the freezone’s position as a leading force in the healthcare industry – both regionally and globally. We speak to Dr. Ramadan AlBlooshi, CEO of Dubai Healthcare City Authority - Regulatory (DHCR).

QQ

As the person at the helm of Dubai Healthcare City’s regulatory arm – what is your topmost goal?

To be able to deliver the founding vision of Dubai Healthcare City (DHCC). Dubai Healthcare City Authority - Regulatory (DHCR), as the regulatory arm, is responsible for the licensure of all healthcare professionals and healthcare operators and setting and maintaining international best practice in healthcare delivery and patient care within the freezone. We regulate both education and investment sectors in the freezone and, as best practice, we study global trends and benchmark healthcare systems around the world. Through new regulations, we strengthen DHCC’s value to ensure continuous growth and deliver exceptional customer experiences.

QQ

Earlier this year, there was a new regulation announced to encourage entrepreneurs and business owners to set up base in the freezone. Can you tell us a little more about this? What was the strategic objective behind this announcement?

Previously, a company under the Service Provider Category could only set up in DHCC if first, the parent company or branch is registered in the UAE; second, the company is under the same ownership; and third, the company has been operating in a similar service category for a minimum of two years. Under the provision of our new regulation, companies without a branch in the UAE can set up in DHCC. The motivation behind this regulation was to connect people and dissolve geographical barriers. The new regulation caters to short-term needs of DHCC’s Phase 1 as well as the long-term requirements of the freezone’s wellness expansion in Phase 2, Al Jaddaf. I should also add that we continuously update our procedures. We hope to introduce several other initiatives to improve the ease of doing business for investors and business owners.

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How has this initiative been received by the investor and business community within the country?

The regulation has been received well with growing interest from restaurants and convenience stores. As of June 2016, there are close to 200 non-clinical facilities operating in DHCC, of which a third are service providers. The leading non-clinical services are restaurants, convenience stores and beauty salons. I think we’ve made a fantastic head start, but still have a long road ahead of us.

EDITOR’S PICK 01. In April 2016, DHCC announced new regulations for entrepreneurs and investors operating travel agencies, tour services, salons, restaurants, cafes and medical tourism services to open their first company within the freezone.

02. DHCR is looking to improve healthcare access and quality, as well as close the gap between current and targeted capacity in healthcare.

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Quick Facts DHCR has increased the number of specialties from 152 in 2015 to 162 in June 2016 As of June 2016, there are close to 200 non-clinical facilities operating in DHCC, of which a third are service providers.

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From the patient’s point of view, what makes Dubai attractive for medical tourism?

That’s a great question. My team and I spend a lot of time understanding the psyche of the patient. What kind of information does a patient need when choosing a doctor? Is there a preferred language of communication? Is the patient travelling alone or with family? What kind of support facilities need to be provided? Does the patient require special transportation from the airport to the hospital? Every detail is taken into consideration when we plan our initiatives and it is this holistic approach that sets us apart. Moreover, we continue to raise the bar with our regulatory standards, which ultimately reflects in the quality of care. In addition to this, there are several other factors too that strengthen our position as a leading hub for medical tourism including Dubai’s strategic location where the majority of the world’s countries are within four to eight hours flying-time, its world-class infrastructure and the required elements of innovation, safety and regulatory environment.

DR. RAMADAN ALBLOOSHI DUBAI HEALTHCARE CITY AUTHORITY - REGULATORY (DHCR).

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What are some other key initiatives being rolled out of DHCC?

As you are aware, we are now working towards the development of Phase 2 of DHCC and the focus is on overall wellness. We want to offer an end-to-end experience to every patient that visits DHCC. This means going beyond their medical needs and introducing elements such as jogging tracks, green areas, rehabilitation centres, hotels, recreation centres and so on. In addition, we are catering to the needs of the older generation, women and children. Phase 2 in Al Jaddaf will look to strengthen the health and wellness ecosystem within DHCC. At the same time, we are working towards creating an automated system for patients and doctors which eliminates the need for repetitive paperwork. As a doctor, not only can I register my details on the network, but I can easily access patient information as well. Patients, on the other hand, can browse through profiles of doctors, gain information about different medical procedures and much more. Think of it as a one-stop-shop window with one username and password – enabling seamless communication between stakeholders involved.

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QQ

Is finding and nurturing talent on top of your agenda?

Absolutely! We’ve invested in what I like to call ‘the circle of education’, which is a link between medical universities, research centres and university hospitals. Let me explain how this fits into DHCC. Firstly, we have the prestigious Mohammed Bin Rashid University of Medicine and Health Sciences within Dubai Healthcare City that provides excellent graduate and postgraduate programmes in modern medicine and has a comprehensive raft of courses on offer.

We have the Swiss International Scientific School Dubai, offering International Baccalaureate (IB) and Swiss Matura curricula. Working closely with these universities are research centres, where graduates and other medical professionals from around the world can come to pursue medical research. Finally, we will also have a university hospital that will allow medical students to practice and gain practical experience. We have the Khalaf Ahmad Al Habtoor Medical Simulation Centre – one of the most renowned facilities in the Gulf, which comprises high-fidelity patient simulators to help health professionals continue to develop their technical and non-technical skills. Since its opening in November 2012, the KHMSC has trained more than 6,300 healthcare professionals.

I strongly believe that there is no substitute for education and training to drive healthcare delivery, nurture talent and fast track innovation. DHCR ensures regulatory compliance for medical education events, such as Continuing Professional Development (CPD) and Continuing Medical Education (CME).

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QQ

What, according to you, are the biggest challenges the healthcare industry is currently faced with?

Raising awareness, especially for prevalent diseases, is much needed. There is a growing need for sub-specialties, such as the first dedicated children’s hospital (Al Jalila Specialty Children’s Hospital), and encouraging providers to set up unique offerings, such as a dedicated ICU hospital.

Training healthcare professionals and ensuring they are up-to-date with their training is equally important. In DHCC, we ensure that they also have basic life support training (pre-requisite) at the time of licence application. The region is making appreciable progress in its efforts to improve healthcare access and quality. And yet pressure on capacity is increasing; closing the gap remains a top challenge in the region.

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DHCC has always been seen as an innovator in the healthcare space.

How are you leading the way in terms of digitisation?

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If you had to identify three top trends that will disrupt the future of healthcare, what would they be?

Wearable technology, simulation in medicine and robotics.

QQ

Finally, what appeals to you most about working within the healthcare industry?

At the onset of my career, I was essentially a physician managing people. Over time, however, I realised that I was very inquisitive about the system – the nuts and bolts of the sector – and that is what led me to take on a more strategic role. What’s more exciting is that the UAE is at the forefront of healthcare and wellness; we are making great advances in the field and it’s truly exhilarating to be part of this journey. Working with DHCC gives me a platform to launch and develop new initiatives for the betterment of people.

What can be better than that?

Technology is a critical factor for any sector, and staying ahead of the curve is no longer a matter of choice, it is a necessity. A few examples of how digitisation is playing a vital role within DHCC include: digital hospitals with the features such as paperless hospital model; digital file with biometrics and ID; use of Google Glass; Hospital Information System (HIS) that feeds patient data; state-of-the-art CT and MRI facilities to help make the patient calmer. In some DHCC-based clinical facilities, patients can choose from a variety of themes pre-loaded to be shown on a screen in the ceiling and sound in all four corners of the room; patient can also provide the radiographers with their smartphone to play any of their own music.

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Operation Navas A very small percentage of actively practising physicians across the globe have an entrepreneurial mindset and even fewer have the foresight to introduce innovations within existing systems. Chatting to Dr. Navas Usman, Chairman and CEO, Medilife, however, makes you realise that it only takes one industry maverick to disrupt the entire sector. And, how does he plan to do so? Find out in the following excerpt from our exciting dialogue with the rising star‌

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EDITOR’S PICK 01. Combining this passion with his knowledge of the sector, Dr. Navas ventured out into pharmaceutical distribution, operating medical centres, launching pharmacies and running diagnostic labs. By 2012, his company had a chain of 24 centres.

02. Public-Private Partnerships are critical for the progress of the sector. They will significantly help in improving the level of service and raising the competencies of the healthcare system.

Such partnerships help the public sector gain access to skilled talent and give the private sector access to proper infrastructure

From physician to entrepreneur Dr. Navas Usman is from the league of great entrepreneurs that aren’t just trying to make a living, or add a new asset to their portfolio. They are trying to do something to make a difference. As we sit down in his office, we are intrigued to find out: how did it all begin?

“My family is based in Oman and that’s where I grew up. My father was a business owner running a successful chain of companies across different industries. His work really fascinated and inspired me.”

It was perhaps the eagerness to follow in his father’s footsteps that led Dr. Navas to try his hand at entrepreneurship at the nascent age of 14 years. “It’s probably hard to believe, but I got together with a group of friends and tried to start a stationery enterprise! We got as far as convincing one of our uncles to invest in SME ADVISOR

the business,” he laughs. When the idea didn’t yield successful results, it didn’t dishearten Dr. Navas. “I wasn’t demotivated at all and moved on. Surely something better would come about.” Even without realising it, the very young Dr. Navas had learnt his first lesson in entrepreneurship: overcoming failure.

Dr. Navas spent much of his childhood travelling between India and Oman – working towards completing his early education. It was shortly after he graduated from high-school that he was faced with a monumental decision. “I remember getting an admission offer letter from a prestigious medical university in Moscow. It was a hard decision because I had to choose between staying back to follow my dream of starting a business or getting a professional degree in medicine. Ultimately, I decided to take the offer – I knew that the foundation to building something great is good education and training.” And, he didn’t stop there. He went on to graduate as Doctor of Medicine in 2003 and started practising in India.

But, Dr. Navas couldn’t resist his innate love of entrepreneurship for long; he decided it was time to start his own business. “It was the urge to create something from scratch and to make a difference that drove me towards entrepreneurship,” he enthuses. Combining this passion with his knowledge of the sector, Dr. Navas ventured out into pharmaceutical distribution, operating medical centres, launching pharmacies and running diagnostic labs.

By 2012, his company had a chain of 24 centres. What started as a proving ground for his breakthrough ideas had become an unequivocal success. “Innovation played a key role in building my business. The secret is to look for ideas that will drive value to the patients, because those are the ideas that will be profitable. If you’re not taking risks, you’re not innovating enough.”

Even as Dr. Navas continues to strengthen foundations of his growing business, he remains firmly connected to his roots as

a physician. He explains it is important to keep pace with clinical and patients’ needs in order to succeed in the commercial world.

“We always put our patients’ needs first and will continue to leverage our experience in the market, in addition to working with upto-date medical technologies. My mission is to redefine healthcare in this region by producing consistent world-class quality service and products,” he explains.

Healthy growth: looking to the GCC Given his previous experiences within the Middle Eastern market, the UAE was an obvious choice for Dr. Navas when he wanted to grow his presence. The ease of doing business, state-of-the-art infrastructure and emerging technology drew him to set up base in 2009. “The UAE – particularly Dubai – has the best opportunity in this region, in my opinion, to serve as the hotbed for entrepreneurship. The business environment here is very collaborative and enables a bridge between investors, entrepreneurs and regulators. This ecosystem provides nutrition for SMEs to grow,” he says.

With his sights set firmly on the GCC market, what does Dr. Navas presently have on his plate? “Well, I’m currently leading a company called Intego Healthcare as the Managing Director and oversee facilities such as a day surgery centre, a diagnostics lab as well as several other pharmacies and medical centres. We have established ourselves as a trusted and competitive holding company for healthcare and want to explore new frontiers and geographies. We are keen to enter Qatar and Oman with our offering.”

In a fiercely competitive market, what does Dr. Navas regard as his USP? “We are not in the business of general hospitals, the focus is solely on the development of specialties and sub-specialties. The idea is to bring more quality and experts to UAE’s healthcare landscape. The foundation of our growth strategy is offering key specialised services and extending our technical capabilities by using technology,” he responds.

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The foundation of our growth strategy is offering key specialised services and extending our technical capabilities by using technology

Pearls of wisdom It is fair to say that Dr. Navas Usman is one of the new breed of physician-innovatorentrepreneur. While overlooking the strategic side of his business, he still has his finger on the pulse of the industry.

Sharing his outlook for the sector, he remarks: “The GCC’s healthcare market has seen steady growth over the past few years, driven by the growing numbers of ageing population and an increased per capita spending on healthcare. This demand has led to the implementation of new technologies and the adoption of partnerships with healthcare providers globally. Government agencies across the GCC region continue to pump investments in the sector to modernise and reform the healthcare system, as well as promote economic diversification. A recent report

by Ardent Advisory indicated that 37 hospitals are underway at a value of about US$28.2 billion.”

He adds: “There are ongoing efforts to build infrastructure, improve regulation and encourage digitalisation. Medical technologies present a fantastic SME ADVISOR

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It’s important to find the right balance between quality and affordable healthcare; providers will need to ensure they aren’t getting stuck in this vicious cycle

Quick Facts According to the Legatum prosperity indicator, in 2015 the UAE ranked 34 in healthcare quality, with an ambition to rank 20 by 2021 (UAE Vision 2021).

Healthcare sector funding in Dubai follows the rule of ‘70:30 ratio’, wherein the government is entitled to spend 30% while remaining 70% is funded by the private sector (Health Accounts System of Dubai, 2014).

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opportunity for private entities and they should take advantage of the gap in the market. For instance, the medical devices markets is valued at an estimated US$ 2-3 billion, according to a report released by Deloitte. Countries such as the UAE and KSA are taking great strides in this regard.”

What does Dr. Navas rate as the top priority within the healthcare sector?

“Public-Private Partnerships are critical for the progress of the sector. They will significantly help in improving the level of service and raising the competencies of the healthcare system. Such partnerships help the public sector gain access to skilled talent and give the private sector access to proper infrastructure. They can help overcome the serious challenges faced by health systems across the region such as lack of infrastructure, low investment capital availability, insufficient manpower, quality care and differentiation in service.

There are several examples of fortuitous partnerships between the public and private sectors in the Middle East: the Cleveland Clinic Abu Dhabi Hospital – a partnership between the Cleveland Clinic and Mubadala; Johns Hopkins Aramco Healthcare – a joint

venture between Saudi Aramco and John Hopkins Medicine.”

Moulding the future of healthcare Given the massive developments in the sector, it is safe to say that the UAE is getting ready for a new era of growth. What Dr. Navas regard as the biggest challenge the sector will face as it embarks on this journey? “With the roll out of the mandatory insurance law, the number of policies being purchased has obviously escalated. This will result in a higher number of people using insurance and subsequently a higher number of claims. In the simplest of terms, what this does is create an inflation of claims – ultimately increasing the price of premiums. It’s important to find the right balance between quality and affordable healthcare; providers will need to ensure they aren’t getting stuck in this vicious cycle, he points out.

So, is there a solution to this hurdle? What is being done to surmount this challenge? He smiles as he cheekily replies: “Well, you will have to wait and find out!”

Watch this space…

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WELLNESS - AND WHY IT MATTERS SO MUCH

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The importance of a proactive quest for health and wellbeing is underpinned by the harsh reality that things are far less likely to go wrong if we make efforts to stay fit in the first place. Yet this isn’t just a personal issue: Wellness impacts organisational performance and therefore, the effectiveness and growth of national economies. Here, Paul Godfrey, Head of Content at CPI Business, interviews two of the region’s leading experts on the Wellness agenda.

“Our view is that Wellness is fundamental to a productive society in which people are more positively inclined to Happiness.” – Muna Nasib Saeed, Director of Standards and Policy Department, Ministry of Human Resources and Emiratisation First things first. There is often a basic misconception that Wellness is simply the absence of disease. Yet ever since the 1950s, when the visionary experimental scientist and MD, Halbert L. Dunn first articulated Wellness as a concept to aspire to, it’s been about much, much more than that. Indeed, the core concept is that Wellness is all about a positive state of mind as much as a healthy body. Wellness creates a powerful and encouraging context for other aspects of our lives such as work, relationships and sport, for example – it carries on well after the basic needs of food, shelter and body care have been met.

This is precisely why so many nations have seen it as playing a powerful role in social development and being a primary factor in Productivity - the yardstick by which economic growth and progress is managed. So to understand the role and take-up of Wellness in the UAE, and the factors linking it to Productivity, SME Advisor spoke to Muna Nasib Saeed, Director of Standards and Policy Department, Ministry of Human Resources and Emiratisation.

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Muna, how does Wellness figure in the way that we measure economic progress and development in the UAE?

Here in the UAE, we are starting to implement a series of initiatives that measure Productivity and how it benefits from the commitment to Wellness. This research will underpin our understanding of how to create a society in which Happiness is attainable for the majority of the population.

Societies which have achieved powerful economic growth - Singapore for example - have indices for measuring the role of Wellness. In the case of Singapore, this is part of what the National Productivity and Continuing Education Council (NPCEC) is tasked with identifying. We now see a number of fresh measurement initiatives coming from the Prime Minister’s office here in the UAE and these are at the level of anything we see in the most developed economies.

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A number of research surveys show that in terms of Productivity per capita, the nations of the GCC rank fairly low in global terms. How does Wellness serve as a tool for addressing these issues?

Far from being just the absence of disease, our studies reveal that Wellness is a feature of a first-world society where achievement and balance can be top of the agenda.

Wellness gives us a powerful framework by which to address the symptoms of affluent living, including factors like obesity and inactivity. These are the very things that in certain cases hold back GCC nations and diminish Productivity.

MUNA NASIB SAEED DIRECTOR OF STANDARDS AND POLICY DEPARTMENT, MINISTRY OF HUMAN RESOURCES AND EMIRATISATION

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Can you give us an example of how current Government strategy is making Wellness an important objective?

The creation of better Productivity through a Wellness agenda matters to all of us. It’s no accident, for example, that in the UAE Vision 2021: the Competitive Knowledge Economy, creating better Productivity is a primary concern. As the report says: ‘Productivity is the centrepiece of the knowledge-based economy.

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Are there studies that quantify the contribution that Wellness makes in the UAE?

I feel that two remarks from our recent National Productivity Forum are very revealing. A senior economist at the Dubai Economic Council, Ebrahim El Badawi, noted that one of the factors leading to higher Productivity is when there is less risk of personnel taking time off due to accident or ill health. So in the case of the financial services sector, the value-add to the economy of each individual is AED 173,000, as compared to only AED 51,000 in the construction industry.

Then, as Prof. Raimundo Soto remarked: “Labour productivity depends on human capital, which is itself dependent on the workforce being available, productive and well.”

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Attitudes and initiatives WELLNESS IS ALL ABOUT POTENTIAL. IT’S ABOUT DELIVERING A CONDUCIVE WORK AND HOME ENVIRONMENT THAT, AS HALBERT L. DUNN SAID, MAXIMISES “THE POTENTIAL OF WHICH THE INDIVIDUAL IS CAPABLE.” SO HOW CAN WE GO ABOUT CREATING THE RIGHT CONDITIONS AND WHAT ARE SOME OF THE MOST POWERFUL INITIATIVES CURRENTLY UNDER WAY? SME ADVISOR SPOKE TO MOHAMAD BAZZI, HEAD OF PARTNERSHIP DISTRIBUTION, OMAN INSURANCE COMPANY, WHO ALONG WITH PARTNERS BUPA GLOBAL, HAVE COMMISSIONED IN-DEPTH REPORTS INTO PEOPLE’S APPROACH AND ATTITUDES TO PROACTIVE FITNESS

MANAGEMENT AND WELLNESS. AS AN INTERESTING PREFACE TO THE INTERVIEW, IT’S WORTH MENTIONING THAT IN THE UAE, FOR EXAMPLE, 89 PER CENT OF THE PEOPLE SURVEYED BELIEVE THEY COULD BE LEADING HEALTHIER LIVES - AND THEY OVERWHELMINGLY WANT MORE INFORMATION ON HEALTHCARE AND WELLNESS. BUT WHAT THEY WANT ESPECIALLY ARE SOLUTIONS THAT FIT INTO WHAT IS ONE OF THE BUSIEST LIFESTYLES IN THE WORLD. IN FACT, NEARLY 60 PER CENT OF RESPONDENTS SAID THAT THEIR LIFESTYLE WAS THE BIGGEST IMPEDIMENT TO TAKING BETTER CARE OF THEIR HEALTH.

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Mohamad, Oman Insurance Company & Bupa Global’s UAE Survey findings indicate that peoples’ lifestyle is the biggest hurdle to tackling wellness issues: how do you plan to effectively integrate proactive wellness into busy schedules?

Residents in the UAE may often face difficulties when it comes to improving their health and wellbeing. This is due to fast-paced and busy lifestyles, with commitments often being the main barrier to people achieving their wellness goals. To help UAE residents address these barriers, we provide a range of Wellness programmes to support our customers in achieving their health goals.

Oman Insurance Company and Bupa Global together invested in research to understand people’s lifestyle in the region and their unmet needs and their goals so we can better serve and support them. The results of this research have also helped us tailor a range of products that specifically meet their needs, and help bring them one step closer to achieving the level of wellness they desire.

For instance, as people are becoming increasingly global-minded1 they want access to the best healthcare whenever and

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wherever they are. The range of products we offer in response, provide our customers with greater flexibility to be globally mobile and choose where, when and how they can access healthcare, making it easier to look after themselves even with very busy schedules.

Last year, we also launched a Digital Wellness Assessment, available to everyone, which helps people track their social, emotional and mental wellbeing. The assessment also helps them identify the challenges and constraints in their life that prevent them from living a healthy lifestyle, and recommends personalised steps that they can take to overcome these.

Additionally, we regularly organise Wellness days for our corporate and SME clients. This is supported by free health checks for their employees, as well as medical expert speakers from some of the best healthcare centres in the UAE.

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People overwhelmingly want more information on achieving a healthier, fitter lifestyle: what are the communication strategies you have in mind?

With 88 per cent of the population in the Middle East being connected to social media on a daily basis2, it is essential to have a social media presence, especially as these channels become a primary tool for people to learn and share information. At Oman Insurance Company and Bupa Global, we have an integrated communication strategy, where we make sure we provide easy to access information on a wide range of channels, whether it is through the Oman Insurance Company website or Bupa Global’s feeds on Facebook, Twitter or Instagram.

From a wider digital health perspective, Bupa Global is investing in innovative offerings in case management and provider management, medical concierge, and telemedicine pilots that will be slowly extended to our customers in the UAE. However, we also like to meet our customers face to face, and ensure they receive and have all the information they may need. Our Wellness Days and customer events are a great extension of this where we can have a more direct and personal conversation with them.

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For many SMEs and Enterprise-level businesses, health cover is simply yet another cost centre. How does one get attitudes to reach a ‘tipping point’ and turn businesses into advocates, not just purchasers?

For some SMEs and other businesses, health cover may be seen as a cost. Sometimes businesses will look to reduce their costs and just offer basic health cover to their employees to comply with the new mandatory insurance provision law.

However, what is needed and is increasingly happening is a perception shift, where SMEs and other businesses understand the business rationale of investing in their employees’ health and wellness, and the benefits in terms of productivity and employee engagement that investment generates. Companies should regard the investment in health and well-being no differently than investments in learning, development, and training.

We are now seeing a trend where employees’ health and wellness has become an increasingly important way for businesses to look after and retain their people.

Employees now expect their employer to play an active role in their health and wellbeing. Companies in turn are looking

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to their health insurance providers to help deliver programmes and initiatives that support this.

At Oman Insurance Company, we ensure that our products meet the varying health and wellbeing needs of businesses and their employees. No two businesses are the same - which is why we are continually developing and tailoring our range of products and services to meet the individual needs of the globally minded and globally mobile business. Our products also provide cover for all-round health protection for the mind as well as the body - offering a range of wellness and complementary features.

Ultimately a healthy workforce means a healthy business. More and more employers now realise this and are therefore seeing the real value in health insurance.

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Since health insurance cannot follow the risk-spread model of other types of cover, it has typically remained relatively costly. Is this a perceived barrier to the take-up of more premium styles of provision?

We are not seeing a barrier - looking after your health and wellbeing is one of the most important things you can do and many employers appreciate that. The price point for insurance is driven by the richness of healthcare plans and the level of cover and ability to access the best health care internationally.

For example, expats living abroad want to be able to access premium care when and where they need it. They also often want to be able to access healthcare in their culture and language - even when living abroad, which usually means accessing the international medical facilities. We must remember that it is also not just about the individual, there is also the family element.

Usually employees based abroad, also want cover for their families, so it tends to be part of the expected relocation package too.

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In terms of market sophistication, where are we here in the region? Is this still a region that needs to be passively sold basic health cover, as it is one with a predisposition to wellness issues and initiatives!

MOHAMAD BAZZI OMAN INSURANCE COMPANY HEAD OF PARTNERSHIP DISTRIBUTION

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How would you define your strategy in terms of future development of health awareness and Wellness initiatives and their adoption in the UAE?

We will continue to aspire to make our customers ever more engaged in their health and wellbeing. Educating and informing people will remain a key element of our strategy, as a well-informed individual makes better decisions about his or her health and well-being. It is also about ensuring the people have access to the right healthcare products and services to meet their specific needs.

Moreover, with the UAE’s increasing number of sedentary lifestyle diseases posing a noteworthy concern to the population’s health3, prevention remains of upmost importance. Prevention is a result of consistent education and continuous awareness, alongside with self-management of health.

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Due to the dynamic nature of its countries, the fast growing populations and growing number of lifestyle related diseases4, the Middle East, and specifically the GCC, is currently undergoing key transformations with regards to the healthcare sector.

In addition to increasing investment in healthcare infrastructure and talent5, there has been a shift across most countries in the GCC to address the need for health cover and for more prevention and wellness. GCC Governments have looked at implementing a variety of policies to ensure residents have the necessary health cover within a comprehensive healthcare system and high-quality services.

As an example, the UAE government is striving to make healthcare accessible to everyone in its emirates. This is currently being implemented in Dubai and Abu Dhabi through a variety of policies mandated by the respective health authorities to make health insurance provision mandatory for all.

In addition to recognising and enforcing health cover, countries in the region have also looked at launching a variety of initiatives for the prevention of lifestyle disease and to improve wellness. As an example, in the UAE, schools are implementing happiness and Wellness initiatives for students; companies in the UAE are also adopting Wellness schemes to support employees improve their health.

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References: 1. “Assurance About Insurance; UAE Residents Require Better Healthcare.”

Capital Business. N.p., n.d. Web. 07 Aug. 2016. <http://www.capitalbusiness.me/ main/details/HEALTHCARE/1009>.

2. “Social Media Usage in Middle East Statistics and Trends.” Go-Gulf.ae. N.p., n.d. Web. <http://www.go-gulf.ae/blog/ social-media-middle-east/>.

3. “GCC Must Leverage Global Healthcare Solutions to Manage Increasing Chronic Diseases | Zawya.” Zawya Thomson Reuters. N.p., 15 May 2014. Web. 04 Aug. 2016. <http:// www.zawya.com/mena/en/story/ ZAWYA20140515083941/>.

4. “GCC Healthcare Sector Forecast to Grow to $71bn Market by 2020.”

Arabian Business. N.p., 26 Feb. 2016.

Web. 04 Aug. 2016. <http://www. arabianbusiness.com/gcc-healthcaresector-forecast-grow--71bn-marketby-2020-621929.html#.V6M1-9J9600>.

Oman Insurance Company (P.S.C.) is the local insurer and administrator in the UAE. Plans are designed and internationally administered by Bupa Global.

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HEALTH BEYOND BORDERS SME Advisor explores whatâ&#x20AC;&#x2122;s driving the explosive growth of medical tourism and what it means for the future of the healthcare sector in Dubai.

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Dubai Health Experience (DXH) is a programme launched by Dubai Health Authority to promote Dubai as a global centre for the provision of medical tourism services

Global medical tourism – trends and analysis The global healthcare industry is undergoing significant change – from the development of technologies that are dramatically transforming health to the emergence of new destinations with specialised providers.

Countries such as Thailand, Turkey and UAE have come to the forefront with their excellent medical infrastructure fuelling the growth of the rapidly expanding medical tourism sector. In fact, Asia has emerged as one of the most prominent regions for medical tourism because of its ability to offer affordable healthcare, skilled talent and evolving technology.

The global medical tourism market is predicted to reach US$32.5 billion by 2019 marking a CAGR of 17.9 per cent from 2013 to SME ADVISOR

2019, according to a report by Transparency Market Research. These figures indicate a bright future for the market. The report cites cultural similarities and geographic proximity as critical factors driving growth of the medical tourism industry.

While countries are looking at medical tourism as an avenue to diversify their economies and build on existing their tourist footprint, patients are looking for access to better healthcare at lower costs or for medical attention that isn’t available within their home base.

Dubai’s attractive position as a medical tourism hub We are at what appears to be an inflection point when it comes to healthcare in Dubai.

The government’s ongoing investment

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What DXH offers – The first place most travellers seek information is online which is why we have ensured that our new website www.dxh.ae is easy to navigate using smart applications that makes is simple medical tourists plan their visit from A to Z. Among the many things the website provides does are:

• Offers comprehensive medical packages with detailed inclusions and exclusions

• Features detailed Patient Bill of Rights and Patient Protection Plan (All medical packages provide medical insurance to cover any complication or medical liability) • Makes it easy for medical tourists to compare and select the best choices suited to their budget • Has extensive travel information including visa requirements (if needed) and the option of booking both hotel stays and return flights through Emirates Airlines • Offers the chance to choose from a wide range of medical specialties and services covering advanced elective procedures

Get Connected!

DXH social media platforms (Facebook and Twitter): DXH Connect

towards the sector has helped promote Dubai as a global destination for medical services. In fact, a major commitment to the cause came in the form of the launch of the world’s first medical tourism portal.

Aligned to its larger healthcare strategy, Dubai Health Authority (DHA) unveiled a portal dedicated to medical tourism called ‘Dubai Health Experience’. The website is a one-stop-shop for first time as well as returning visitors – providing them with key information about the medical services the city has on offer.

In an exclusive conversation with SME Advisor, Linda Abdullah, Head of Medical Tourism, Dubai Health Authority, shares an overview of the portal: “Dubai Health Experience (DXH) is a programme launched by Dubai Health Authority to

promote Dubai as a global centre for the provision of medical tourism services. This initiative is part of His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum’s vision to position Dubai as a global destination for medical tourism.”

She adds: “We are already being recognised for our medical tourism offering. For instance, we were recently awarded ‘The best integrated destination for medical tourism’ during the Tenth International Exhibition and Conference on medical tourism in September 2015 and the ‘Innovation in Medical Tourism’ in Greece in May 2015. DXH is an initiative that will fuel this growth and recognition, strengthening our position as a destination providing top-notch medical solutions.”

Quick Facts In 2012, an estimated 45% share of the total foreign tourist arrival in Asia was bagged

by Thailand, which received 2.5 million foreign patients, mostly from Western Europe.

The annual revenue from medical tourism is estimated to increase by 13% every year in the next five years.

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What makes Dubai an attractive destination for medical tourism?

• Dubai’s advanced infrastructure and facilities, regulatory processes

• •

• •

and the implementation of international best practice - This has helped the Emirate secure a pioneering position in diagnostics and treatment in a wide range of differing medical areas.

The extensive network of fully integrated and easy to use transportation systems including the metro, tram, buses and taxis which allows visitors to commute conveniently across the city.

Finest and most luxurious hotels that meet the demands of tourists giving tourists the opportunity to combine the fun of tourism in Dubai whilst receiving world-class treatments by skilled medical specialists and providing a fantastic environment for families and friends to relax in as well Iconic touristic attractions, shopping malls, and cultural and entertainment activities that attracts tourists from different ages.

Translation services when required and facilitating all travel procedures.

Quick Facts Dubai Health Authority (DHA) has projected an influx of nearly 1.3 million medical tourists by 2021.

Dubai has more than 3,000 health facilities ranging from hospitals and clinics to advanced surgery centres with more than 35,000 health specialists working in the sector.

These numbers are expected to grow to 40,000 specialists and 4,000 health centres by 2020.

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In addition to the development of the DXH website, Linda’s strategy is to work with partners to continue attracting medical tourists to the emirate. “Emirates Airline is our strategic partner and our national carrier, and we have signed a memorandum of understanding with them in order to promote medical tourism in Dubai and fulfil the emirate’s goal of attracting 1.3 million medical tourists by 2021. The MoU is aimed to cultivate Emirates Airline’s international status and widespread travel routes to fulfil the medical tourism project.

Are there any specific markets that DXH is looking to target? “Our strategy is to focus mainly on attracting medical tourists from the GCC, followed by the Asian market. The United Kingdom is also a target market as well as Africa, including Nigeria and Angola,” she responds.

And, is there any emphasis on medical specialities? “Absolutely! The focus of the

DXH strategy, at this stage, is elective procedures such as aesthetics and bariatric surgeries for weight loss. In addition to this, we are looking at orthopaedics and sports medicine, dental, dermatology, wellness and preventive health check-ups.

There are packages available for assisted reproductive techniques – a treatment that is now in high demand for medical tourists. At the moment, orthopaedics and aesthetics are proving to be the biggest attractions with a high percentage of visitors planning their procedures in Dubai.” providing a fantastic environment for families and friends to relax in as well Iconic touristic attractions, shopping malls, and cultural and entertainment activities that attracts tourists from different ages.

Translation services when required and facilitating all travel procedures.

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A patient's roadmap for insurance and visas

This insurance is valid from the moment the tourists book their flight tickets; insurance to cover the escorts can be bought separately.

Dubai Health Authority collaborated with Alliance Insurance Company to offer a unique travel insurance package that has been designed specifically for inbound medical tourists traveling to Dubai.

The policy provides cover while in the UAE for a variety of situations, including additional expenses in the event of an unexpected complication arising following a planned procedure, emergency medical expenses, repatriation, lost luggage and passport in addition to covering the accommodation facilities expenses for escorts.

Explaining her strategy, Linda added: “Dubai caters to a wide array of preventive, curative and elective medical procedures.

The focus of DXH strategy at this stage is the elective procedures such as aesthetics and bariatric surgeries for weight loss.

In addition to this, our focus is on orthopaedics and sports medicine, dental, dermatology, wellness and preventive health check-ups. There are packages also available for assisted reproductive techniques a treatment that is now in high demand for medical tourists. At the moment, orthopaedics and Aesthetics both are proving to be one of the biggest attractions with a high percentage of visitors planning their procedures in Dubai.”

A platform for SMEs While the DXH platform is a useful tool for patients, it also provides growing

medical businesses with the opportunity to showcase their offering to incoming visitors. But, your business needs to tick all the right boxes. “We have an eligibility form for medical providers that are interested to be part of the DXH Group.

Some of the critical areas that we look at include: number of specialties; years of experience; profiles of care-givers; technological capabilities; medical infrastructure and so on. So far, we have a network of 25 leading hospitals, clinics and day-care providers, who have met the requirements and are some of the best in terms of quality of healthcare. All of these have been carefully evaluated by the Dubai Health Authority to ensure quality, safety and service standards to inbound medical tourists. The process is very stringent because we strive to offer patients with the best possible medical solutions,” Linda admits.

In addition to the tourist visa that can be applied for by patients, Dubai offers 90days medical tourism visa in cooperation with General Directorate of Residency and Foreigners Affairs –this visa is renewable for an extra 30 days depending on the procedure and the patient’s case.

Looking to the future What keeps Linda motivated and what is her outlook for the future? She smiles as she says: “This sector is very dynamic and every day brings a new challenge. I think that is what keeps me on my feet and motivates me to constantly raise the bar. Our vision and mission is to seize the number one position in the medical tourism space by 2020. I know our ambitions are high, but there’s no better place than Dubai to make this possible.”

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AN ACTION PLAN FOR OMAN’S ENTREPRENEURS

SME Beyond Borders Oman is all set to make history again – returning back to the fortuitous setting of Muscat, the event looks at setting guidelines in a time of change. The major conference tackles the key challenges facing the nation’s SMEs and will be held on August 28th at The Intercontinental, Muscat…

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O

man has become a preferred destination for businesses looking to expand their horizons and build their branch network. The country’s improving infrastructure, ease of doing business and untapped opportunities have attracted a range of investors, business owners and entrepreneurs. Lower oil prices for the last 18 months have increased the need for urgent change. To address this, the country’s leadership is likely to revisit its powerful strategic document Vision 2020, which outlines policies aligned with economic development. The document highlights three primary objectives: ϭϭ Fuel growth in key sectors such as manufacturing, tourism and logistics.

The country’s upcoming US$13 billion railway is a classic example of a project that will help the economy steer in this direction.

ϭϭ Foster the development of the SME

sector by introducing key initiatives focusing on their productivity and profitability. ϭϭ Hone the skills of young talent by providing training and education to create a strong workforce.

A large part of the onus to meet these objectives lies on the most prolific segment of the Omani economy – the SMEs! Like most of its counterparts in the Middle East, Oman has a thriving SME sector, which is the lifeblood of the economy, employing about 40 per cent of the workforce. Given the significant role that SMEs play in economic growth, the government has been leading several initiatives to create opportunities and boost productivity of this sector.

Moreover, Oman has a powerful reputation as one of the GCC states dedicated to diversifying its economy, and the General

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With the commitment shown by the leadership and prominent entities towards fostering growth and plugging the loopholes, the ease of doing business in the country is likely to improve significantly in the coming years

Budget clearly puts the emphasis on the role of the SME. In line with this mandate, CPI Business are organising SME Beyond Borders Oman – a landmark conference sponsored by National Bank of Abu Dhabi (NBAD) and dedicated to helping Omani entrepreneurs deliver Best Practice and accelerate their business performance. The event addresses very specific issues in the local economy and gives SME owners and directors a clear blueprint for change and profitable growth.

The event returns to Muscat following a highly successful Oman debut in 2015, following the brand’s reputation as a gamechanger for SMEs in the UAE. Learning from the best SME Beyond Borders has built a reputation for delivering speakers of exceptional quality, and the Oman event brings together some of the nation’s most-respected analysts and market-makers. Delegates will hear from a range of personalities such as – ϭϭ HE Sheikh Mohammed Al Ghazali, CEO, Al Ghazali Group of Companies, Oman SME ADVISOR

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ϭϭ Nader Nasser Hamood Al Rawahy,

Director and Sector Leader, EY Oman ϭϭ Ines Baricevic, Partnerships Director, Startup Oman ϭϭ Dr. Abdulqader Al Jahdamy, Managing Director, Jahdamy Oil & Gas These world-class experts will deliver practical, relevant guidance and reach out to SMEs with clear strategies to help empower business leaders and build capacity. This time, it will specifically address the main verticals set out in January’s General Budget, and give clear templates for SMEs on a wealth of critical issues such as – ϭϭ Dealing with the demands of higher taxation and how to ensure bankability and sound cashflow ϭϭ Getting more formal accounting procedures and standards in place – key catalysts in the quest to deliver Best Practice ϭϭ The ability to team with the public sector on large-scale projects - which can easily demand a level of capacity and certified skills not always present in SMEs

Speaking to SME Advisor ahead of the event, Mohammed Ba’Omar, Country CEO, NBAD - Oman, said: “In 2015, SME Beyond Borders began a dialogue that still resonates across the SME sector in Oman.This year, we aim to raise the bar even higher, tackling the issues that we consistently see as the foremost challenges to market success, and helping mid-market businesses identify a solid path to growth, capacity-building and industry leadership.”

Meanwhile, Nadeem Hood, CEO and Co-Founder, CPI Business, added: “In many ways Oman faces the most pure challenges to SMEs of any GCC state, and it is fitting that this should be the venue for the conference which – more than any other - seeks to give practical solutions and strategies that businesses can implement from Day One.” With the commitment shown by the leadership and prominent entities towards fostering growth and plugging the loopholes, the ease of doing business in the country is likely to improve significantly in the coming years. “Oman’s prolific

geographic location, its growth potential and new infrastructure remain its main assets for attracting investments. This positive external support, coupled with a mega occasion such as SME Beyond Borders Oman, will go a long way in improving business confidence and supporting sustainable growth,” Nadeem concluded.

August 28th, 2016 Intercontinental, Muscat SME ADVISOR

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LOCAL ORIGINS, GLOBAL APPEAL With its 40 outpatient clinics and newly opened rehabilitation centre, the Canadian Specialist Hospital is a healthcare lighthouse for locals and foreigners alike.

A wealth of health The Canadian Specialist Hospital (CSH) is tucked away in Deira’s Abu Hail district, a discreet-looking building that blends in with its surroundings. The private hospital isn’t at all shouty, and yet it is making noise from Dubai to Denmark. A member of the Dubai Medical Tourism club, foreigners are flocking to the facility to take advantage of its worldclass expertise and wallet-friendly prices.

But the hospital is looking after its own too.

The recent addition of a rehabilitation centre – the largest in the GCC – means locals need no longer leave the region for top-class treatment. Underpinned by an enviable Etisalat-enabled tech backbone, CSH is helping position Dubai as an international hotspot for healthcare.

The Joint Commission International accredited hospital had a modest start in life, originally established in 2004 as a 20 bed facility in Oud Metha. Twelve years later and CSH has relocated to Deira, increased its bed-count tenfold and nurtured year-on-

year growth to approximately 20 per cent.

“Today we are proud to say that we are fully utilising all the hospital facilities and running more than 40 outpatient clinics in different specialties supported by I.C.U., C.C.U and N.I.C.U. and 24/7 E.R. and cathlab,” smiles Hussein Anai, COO of CSH. One of the largest private hospitals in Dubai, CSH is showing strong growth. But its progress depends on the performance of its tech capabilities.

The nervous system As with humans, a hospital’s everyday operations cannot function without a finely-tuned nervous system. For CSH that mechanism includes a hospital-wide internet service, Electronic Health Records (EHR) and Hospital Information System (HIS). The guiding presence for CSH’s telecom and tech operations is Etisalat. “We rely on them for all our connectivity needs.

We started with them in 2007 and they’ve consistently supported us 24/7, always upgrading us with the latest software SME ADVISOR

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HUSSAIN ANANI COO

01. A Canadian Specialist Hospital emergency vehicles on duty 02. One of the many spacious, private rooms available in Canadian Specialist Hospital

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whilst reducing rates. Our business cannot function without tech stability, connectivity, mobility and easy-access: Etisalat gives us that,” explains Ali Ghunaim, Director of IT for CSH. Impressed by the provider’s performance over the last nine years, the hospital is partnering with Etisalat for a range of exciting 2017 projects.

“Our CCTV system is very old and we’ve been experiencing problems with it for a while. We took the problem to Etisalat and they came up with a great proposal to make it cloudbased,” Ghunaim enthuses. The upgrade is already underway and should be complete by mid-2017. The other Etisalat-enabled project is altogether more exciting and, once implemented, will drastically improve CSH’s operational efficiency. “Our outpatients department is already paperless, but we’re looking to make the jump from manual entry to cloud in inpatients too – it’s a big change,” reveals Ghunaim. What that means is hospital-wide interoperability; an admissions, diagnostic and aftercare system that synchs and speaks the same language. In the world of hospital IT it’s a mammoth task: “there’s so much data to log, sort and store,” Ghunaim observes. But with Etisalat taking the lead, CSH knows it will achieve its goal. “Etisalat has shown me some very innovative solutions made specifically for the healthcare industry – I’m excited by what I see,” Ghunaim smiles.

“The bottom line is that Etisalat keeps us not just in line with, but ahead of, the tech curve.

They keep us fit for business.” Clearly, having a top notch telecom provider is a lifeline for the lifesavers at CSH. Destination Dubai With their tech troubles tamed by Etisalat, CSH is prepped for making its mark globally.

But unlike many of their competitors, the hospital isn’t planning on doing it by dropping pins abroad. Rather, CSH is coaxing international patients into making the pilgrimage to its Abu Hail headquarters. Last March the hospital was inaugurated into the Dubai Medical Tourism (DMT) club, an

organisation that helps promote the emirate as a global healthcare destination. As a member of the club, CSH agrees to operate in line with DMT’s ‘3Ts’ value proposition: the best facilities, the best professionals and the best prices for every procedure.

CSH’s membership to the DMT club might be new, but their dedication to international patients is not; it’s in the hospital’s DNA. “CSH is no stranger to medical tourism.

Our efforts in this field started way back in 2006. We are fully licensed by DHA and recognised as one of the health tourism centers in Dubai,” said Hussein Anani, COO of Canadian Specialist Hospital. “The hospital has conducted several marketing campaigns and designed attractive packages covering all specialties, from comprehensive health checkups to laparoscopic neurosurgery, for patients coming from abroad. Our hospital receives hundreds of patients from across Eastern

$707Mn The value of Dubai’s growing medical tourism industry

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CSH is a becoming beacon for medical tourists the world over, but that doesn’t mean it’s left locals behind

Europe, Africa and other countries in the Middle East,” Dr. Yashar Ali, Acting CEO, added.

CSH has already amassed a healthy following abroad. But with the number of inbound medical tourists set to soar, the hospital may again need to relocate to a larger facility to cater to demand. In line with Dubai’s ‘Vision 2020’ project, the emirate is expecting 1.3 million destination patients by 2021. It means the bottom line is set to bulk up nicely too. Last year Dubai’s medical tourism industry generated more than US $272 million, a number expected to swell to US $707 million by 2020. The ascent is already underway. Last year the Dubai’s 26 hospitals (both private and government) welcomed nearly 630,831 health tourists, 46 per cent of whom were foreigners from abroad. Adding the escalating costs and wait time of healthcare in the US and Europe to the equation, its easy to see why Dubai is becoming the destination of choice for healthcare.

And CSH makes the choice to have care in here almost too easy. The hospital makes all the necessary arrangements for patients and relatives, including visas, accommodation, consultation, admission and transportation.

“We have to ensure that we make the patients feel at home and don’t make them feel that they are in a foreign destination. A range of provisions are provided once the patient is admitted to the hospital covering their basic daily requirements. We also have extra

services, such as in-house translators to aid communication,” explains Dr. Ali. Catering to the local community CSH is a becoming beacon for medical tourists the world over, but that doesn’t mean it’s left locals behind. Mindful of not only attracting foreigners but serving those on the ground here too, CSH has a new offering that should especially please GCC residents. This February Humaid Mohammad Al Qutami, Chairman and Director-General of Dubai Health Authority, inaugurated the first ever private in-patient rehabilitation centre in the UAE and the largest in the GCC. The US $9.5 million development is a joint project between CSH and Wagner Health and Care, a leading Austrian provider of rehabilitation services. The 48 bed facility provides treatment for CSH’s medium and long term in-patients, in addition to its outpatients.

Crucially, the centre promises to be a tourniquet to stem the flow of patients travelling abroad for medical services. Why travel west for care when the new rehabilitation

development brings world-class European healthcare to you? As Mohammad Rashid Al Falasi, Chairman of Canadian Specialist Hospital, explains, “this centre will also cater to the needs of patients within the other GCC countries and will significantly contribute towards the country’s medical tourism industry.”

Prescription for growth When you think about it, what CSH is doing is pretty clever. By partnering with DMT club and strategically pitching its healthcare packages to foreigners, the hospital is extending its reach well beyond the GCC region and into the depths of Asia and the West. CSH is tapping into regional markets without even having a physical presence there. The hospital’s marketing megaphone may be directed over Dubai’s head, but the recent addition of the rehabilitation centre means CSH is catering for the local community too. Win win, right? It certainly seems so; other healthcare providers could do with taking note.

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Workplace wellness and how it impacts your bottom line

Prominent entities within the healthcare sector - Oman Insurance Company and Bupa Global - present compelling insights on the growing importance of health and wellbeing...

Oman Insurance Company (P.S.C.) is the local insurer and administrator in the UAE. Plans are designed and internationally administered by Bupa Global.

Growth of the regional healthcare sector The healthcare sector is poised to grow at a rate of 12% annually within the GCC countries.*3 It is forecasted that total investments within the GCC healthcare market will reach US$69.4billion in 2018.*9 In March 2015, the value of ongoing projects within GCCâ&#x20AC;&#x2122;s healthcare sector was US$31billion.*6 The total value of healthcare expenditures*9in GCC reached US$54.3billion and is predicted to double to reach US$111billion in 2024.

Overall state of health and wellbeing*2 49% 89%

Activities undertaken to promote personal health and wellbeing:

believe that their health and wellbeing is very important to them

Barriers to improving health and wellbeing:

50%

49%

Exercising

feel that they could live a healthier life

Work commitments

18%

16%

Personal commitments

Relaxing

61%

report that they have enough support to manage their wellbeing

35%

are extremely interested and 40% are interested in speaking to a healthcare expert and benefitting from a tailored wellbeing assessment

10%

Staying aware of the latest healthrelated developments

16%

Family commitments

Achieving happiness in the workplace*5 (ranked in order of priority)

Work-life balance SME ADVISOR

Management

Culture

Job security and advancement

Compensation and benefits

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Linking happiness with health How MENA professionals define happiness: UAE ranked 18th on the 2016 World wide workplace Happiness report

24%

13%

Mental and physical health*1

Freedom to do what you love*1

12%

8%

3%

Career success and professional recognition*1

Great people relationships*1

30%

49%

strongly agree and 31% somewhat agree to the fact that they consider themselves to be happy*2

*8

of MENA professionals say that their outlook on life is positive*1

30%

33%

report that financial stress is topmost thing affecting fulfillment*1

believe a better worklife balance would lead to better overall fulfillment*1

*8

Less satisfied employees tend to call in sick 1.25 more days a month, or 15 days a year*8

94%

agree that they feel in control of their life and are able to manage stress*2

Happiness, health and productivity – what SMEs 31% X3 Happier people Happier people need are 31% more are 3 times more productive creative to know?

15%

Financial security and wealth*1

37%

10%

Happier people produce 37% higher sales*8

Unhappy people are 10% less productive than average*8

13%

20%

36%

Only 13% of employees are engaged at work*8

Companies with happy employees outperform their competition by 20%*4

of employees would give up US$5000 a year in salary to be happier at work*4

References 1 Bayt. (2015). Bayt. com Infographic: Happiness and Personal Fulfillment in the MENA. Available: http://blog.bayt. com/2015/08/baytcom-infographichappiness-andpersonal-fulfillmentin-the-mena/.

2 Oman Insurance Company & Bupa Global Wellness Survey 2015: http://www. tameen.ae/ bupaglobal/ wellness

3 Alpen Capital. (2016).

GCC Healthcare Industry Report February 2016.

Available: http://www. alpencapital.com/ industry-reports.html.

4 Positive Intelligence.

Harvard Business Review (2012) https://hbr. org/2012/01/ positiveintelligence

5 Indeed Hiring Lab. (2016).

The Indeed Job Happiness Index 2016.

Available: http://blog. indeed.com/ hiring-lab/ indeed-jobhappinessindex-2016/.

6 MEED. (2016).

MiddleEast Healthcare Projects 2016. Available: http://buy.meed. com/MiddleEast-HealthcareProjects-2016-p/ healthcareprojects-2016. html. Special report subscription only

7 Marketing Innovators. 2011.

‘The Effects of Employee Satisfaction on Company Financial Performance’.

Available: http://www. marketinginnovators. com/public/ uploads/2011/09/ TheEffects.pdf

8 Jonha, R. (2015).

Why Happy Employees Are 12% More Productive.

Available: http:// www.fastcompany. com/3048751/ the-future-of-work/ happy-employeesare-12-moreproductive-at-work.

9 Alpen CapitalGCC Healthcare Industry Report, 2014. http://www. alpencapital. com/downloads/ GCC_Healthcare_ Sector_22_ April_2014_Final. pdf

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Tech trendsetters From Google glass to robotic pharmacists, a new league of digital hospitals are ultilising the latest technology to save time, money and resources. Next generation healthcare is here; we look at three global examples of how the model is working in practice.

The computer will see you now When you walk into your local hospital are you greeted by a) a receptionist b) a checkin tablet c) a fingerprint scanner? As with any service provider, your first interaction is a good indicator of their prowess and how things will probably proceed. In the world of healthcare, if you’re faced with a human on arrival the hospital is likely a dinosaur in terms of technology. A touchscreen tablet, meanwhile, points to a digital dabbler and a fingerprint scanner is the mark of a tech trendsetter. As they say, first impressions matter.

Driven by digital developments, a new band of smart hospitals are changing when, where and how we treat people. Successful care is no longer defined by how much face time a patient gets with the duty doctor.

Rather, the best technology is challenging whether healthcare need even involve the hospital at all. Why come in for daily diabetes check-ups if an app can read, record and share your readings from home?

But it’s not just about empowering patients.

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Technology promises to make a hospital’s bottom line healthier too (albeit there is the initial sting that comes with investing in the necessary software).

As with any other industry, going digital means saving dollars. One report estimates that the UAE could save US $1.89 billion annually by patients using simple at home health devices, such as blood pressure cuffs.

For some countries the need to invest is more urgent than others. In its ‘Connected Health’ report, Deloitte predicts that in the UK the NHS funding gap will hit US $3.8 billion by 2020-2021. The solution, they suggest, is mobile health (or mHealth), a market predicted to grow globally from US $2.4 billion in 2013 to US $21.5 billion in 2018.

For many hospitals the prospect of digitizing is daunting. It’s not just the technology that needs renovating, but the education of staff and attitudes of patients too. But, as Richard Cramer, healthcare consultant at EY, explains, “the have-nots are the ones who are more risk-averse. It’s not

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EDITOR’S PICK 01. Successful care is no longer defined by how much face time a patient gets with the duty doctor. Rather, the best technology is challenging whether healthcare need even involve the hospital at all. Why come in for daily diabetes check-ups if an app can read, record and share your readings from home?

02. One report estimates that the UAE could save US $1.89 billion annually by patients using simple at home health devices, such as blood pressure cuffs.

in their character to want to be the first. The haves are the people who have the stomach to innovate. For them, the rewards are there for the taking.” We put three digital hospitals from the Middle East, East and West under the microscope.

The Middle East, Dubai: Al Habib Group Starting here at home, the Al Habib Group has established a hospital in Dubai Healthcare City that is a technological champion. The 200-bed facility opened last March to great fanfare and the Saudi Arabiabased group invested US $110 million on kitting it out with new-fangled devices. “We were looking for the very latest technology,” says Nasser Al Huqbani, Group CEO. Here, digitisation starts from the front door. Patients scan their fingerprints to check in and use a tablet to sign a digital consent form (the whole hospital is paperless). All data accumulated before, during and after a visit is compiled in a centralized Hospital Information System (HIS) and also accessible via a dedicated hospital app. Patients can review medical information, lab results, and even insurance claims via the platform. Doctors can SME ADVISOR

also send prescriptions to pharmacies electronically using a similar service.

But we’re only scratching the surface of the facility’s shiny exterior. This is Dubai and the hospital has been built in mind of the high expectations of its clientele.

Bringing hospitality to the hospital, the radiology department feels more like a spa than sterile scanning zone. The MRI and CT suites are accessorised with green ‘living walls’ and there’s a tablet for patients to control mood lighting and playlists. Large screens on the ceiling also display abstract moving images or cartoons for the kids to help relax and distract patients during the sometimes claustrophobic scans. The final sparkler in the hospital’s crown is Google Glass; ambulance paramedics use the head-mounted device to stream real-

““

In the world of healthcare, if you’re faced with a human on arrival the hospital is likely a dinosaur in terms of technology.

A touchscreen tablet, meanwhile, points to a digital dabbler and a fingerprint scanner is the mark of a tech trendsetter. As they say, first impressions matter 01

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01. A patient selects her choice of ‘theme’ in Al Habib’s MRI facility 02. Dentists at work in Bangkok Medical Center

02

time footage of a patient to an emergency room physician.

Dr. Sulaiman Al Habib Hospital has the sharpest technological tools in the region and the facility is certainly very flashy.

But does the software actually help save lives? A year in and it’s hard to say with any certainty, but the Al Habib Group certainly think so - they’re planning to digitise their 17 other GCC hospitals in the coming years.

Asia, Thailand: Bangkok Medical Centre In terms of medical tourism the East is where it’s at. According to a BBC report, 89 per cent of medical tourists picked Thailand, India and Singapore for overseas procedures in 2010. Thailand is leading the pack: the country welcomed approximately 2.81 million patients last year, up 10 per cent on 2014. Bangkok is the hub of activity and at the heart of the city is Bangkok Medical Centre (BCM). Listed amongst Newsweek’s Top 10 World Medical Travel Destinations and Wall Street Journal’s Top 4 Medical Tourism Pioneers, BMC is a destination in its own right. The centre’s 2,200 daily arrivals are tended to by a dedicated translation team, fluent in over 30 different languages.

But there is one common all BMC physicians and patients speak: technology.

The centre’s high-tech capabilities fall into two categories: advanced imaging and noninvasive surgery. The first includes at least seven MRI scanners in BMC’s main campus, Bangkok Hospital, alone. Each department

has its own specialised diagnostic equipment, including digital mammography and a 128-slice CT scanner. BMC houses one of only two clinical PET-CT scanners in all of Thailand. The non-invasive offerings include cutting-edge radiation systems i.e. the Novalis device for brain tumors and robotic laparoscopic surgery for heart and joint operations (each uses a different robot). Teleradiography and Electronic Medical Records (EMR) come as standard and a centralised, streamlined patient management system means that patient wait time is close to zero. In the world of digital hospitals, BMC delivers a peerless technological punch.

The West, Canada: Humber River Hospital, Ontario Marketing itself as ‘North America’s first truly digital hospital’, the Humber River Hospital is the youngest of our technological trio, opening only last October. The project combines three community hospitals in a development covering 1.8 million square foot and totaling US $1.8 billion. The 75 per cent automated hospital brings together the hard-hitting back-end intelligence of BMC with the patient-friendly front-end of Dr. Sulaiman Al Habib.

The digital experience begins before you even enter the building. Patients can refer to the hospital website to find their check-in zone, airport style, before they arrive. You’re also given a wearable device that monitors your movements throughout the complex.

Doctors wear trackers too to replace noisy overhead paging systems and to enable the nearest doctor to respond to a situation.

Patient tagging allows family members to track loved ones as they move between surgery and recovery, but there is an additional, slightly more sinister use. Some patients are put under walking restrictions and, if these are violated, an alert is sent to the central control tower. It’s all in the interest of enhanced patient safety, but it does raise an eyebrow (and questions over privacy).

Perhaps the coolest thing about Humber River Hospital is its use of robots. Automated guided vehicles deliver patients lunch in bed, sort through medication and deliver the pneumatic tubes that carry blood samples from patient floors to the laboratory. The bedside manner might be lacking, but it makes everyday operations far more efficient. Just to be on the safe side, all robot-made prescriptions are doublechecked by a human too.

Crucially, at Humber River the digital experience continues when you leave the premises. An advocate of ‘take-home technology’, patients can interact with doctors in real time via a video link, Skype style. It essentially makes the home a satellite care hub. According to an American study approximately 70 per cent of doctor visits are unnecessary. Humber River’s video-call technology is tackling such inefficiencies in outpatient care head on.

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POCKET DOC According to an American study about 70 per cent of doctor visits are unnecessary. Jordanian entrepreneur Jalil Allabadi is hoping to stem the flow of patients with his interactive Arabic health app, Al Tibbi.

Like father, like son Just like inheriting your grandfather’s strong jawline or your mother’s beautiful eyes, the success of Al Tibbi is hereditary.

Jalil Allabadi’s physician father laid the foundations for Al Tibbi in 2011 when he coined first ever Arabic-language medical dictionary (Al Tibbi means ‘medical’). Five years later, and with Allabadi at the helm, the platform has transformed from a tool for professionals into a resource for an entire region. For a nominal fee of 19.99 AED per month (US $5.40) subscribers can interact with doctors in real time via the website or app. The solution also includes health news and original video content. “It’s about helping Arabs live healthier lives - with Al Tibbi a doctor is only one touch away,” Allabadi smiles.

It’s this immediacy that has made the platform so popular. Soon after launching the Arabic dictionary Allabadi added a Q&A feature to the website. Reaction

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EDITOR’S PICK 01. For a nominal fee of 19.99 AED per month (US $5.40) subscribers can interact with doctors in real time via the website or app. The solution also includes health news and original video content.

02. DA mobile patient-physician portal is particularly perfect in this part of the world. According to a PwC report released earlier this year 67 per cent of Middle Easterners are willing to accept healthcare in a non-traditional setting, 68 per cent currently have a health-related app on their phone and 57 per cent have already had a doctor’s consultation that is not face-to-face or in a hospital.

to this new element tipped Al Tibbi into overdrive. “Users were desperate to interact with doctors and ask their questions - we were overwhelmed by the demand,” Allabadi recalls. Realising the commercial potential of the patient-physician connection, last May the CEO axed his web advertisers (a group including Johnson & Johnson) in favour of a subscription-based model.

The gamble paid off. Today the platform has around 12,000 paid subscribers in the UAE, KSA, Jordan, Iraq and Egypt and Allabadi has plans to launch the service in Palestine, Kuwait, Bahrain and Qatar. The CEO claims that the website receives 250,000 unique visitors per day and over 25,000 doctor-patient video calls have taken place to date. An alpha app, Al Tibbi has bagged two UN-based World Summit Awards: one in 2014 for the Best Arabic Medical Content App and the other in 2015 for the Best Global Medical App. Allabadi is totting up an attractive collection of trophies, but it isn’t mantlepiece glory that motivates the Founder. He is sustained by his commitment to the cause; helping Arabs take control of their health.

Remote remedies “Sometimes it’s meant negatively, but people say I’m trying to stop people from visiting SME ADVISOR

a hospital or medical centre. And they’re absolutely right!” Allabadi laughs. “As a race Arabs can definitely be hypochondriacs - we go to the hospital for a headache.” With only one doctor for roughly every thousand people, the Middle East simply isn’t equipped to deal with the demand. “If you want to go to the doctor in KSA you will be given an appointment at the same time as 100 other people and have to wait four hours to be seen for about three minutes.” 70 per cent of these visits are unnecessary. That’s where Al Tibbi takes over; it helps relieve pressure on doctors by providing interactive medical advice 24/7. “We’re not looking to replace a physical doctor visit per se - if someone needs to go our physicians are the first to tell them that - but many patients simply need basic information and reassurance,” the entrepreneur explains. At 19.99 AED a month for unlimited interactions - “less than the

01. Jalil Allabadi and his physician father.

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““ price of an coffee in Dubai,” Allabadi jokes Al Tibbi is a smart alternative.

A mobile patient-physician portal is particularly perfect in this part of the world.

According to a PwC report released earlier this year 67 per cent of Middle Easterners are willing to accept healthcare in a nontraditional setting, 68 per cent currently have a health-related app on their phone and 57 per cent have already had a doctor’s consultation that is not face-to-face or in a hospital. The professionals give their blessing too. Dr. Abdul Qadir Alzarooni, Chief of Surgery at Khalifa General Hospital said: “creating a platform where patients can get in touch with such a wide range of doctors at a minimal cost will help reduce the gaps in the healthcare industry and will also decrease the financial burden associated with accessing healthcare.”

Given the rapid rise of digi-health, it is no surprise that Al Tibbi has attracted a number of investors. Last year Allabadi partnered with Jordan-based DASH Ventures and Middle East Venture Partners (MEVP). With the additional support of some anonymous angels, the CEO managed to raise US $2 million last year. The financial injection has enabled the Founder to expand from a father-son duo to some 25 employees. The growth is good, but HR is something that has consistently been a headache.

Amputating a limb “Building the right team is an ongoing challenge - the biggest I’ve faced as an entrepreneur,” Allabadi sighs. “People who start with you in the beginning might be great in the initial development months, but they don’t achieve in the same way later on.” The Founder gives the example of a top-performing web developer who was promoted to manage a new team of graduates, but choked when faced with protocol required as a senior level player. In the end he resigned. Just as well; Allabadi admits he finds it hard firing founding employees. To put the problem into perspective, the entrepreneur estimates that in the last two years he has replaced approximately 50 per cent of his team.

How to curb the churn? It seems mother knows best.

“My mum has been a huge help in terms of talent management,” Allabadi reveals.

“She is VP of HR for a big pharma company, so has a lot of experience in this area. In Silicon Valley its not unusual to have a high turnover of employees - it’s part of the start-up journey - but here in the Middle East that’s not really understood,” Allabadi explains. With his mother as mentor, the CEO seems more certain of his talent management abilities moving forwards.

It’s the right time for a show of confidence;

Today the platform has around 12,000 paid subscribers in the UAE, KSA, Jordan, Iraq and Egypt and Allabadi has plans to launch the service in Palestine, Kuwait, Bahrain and Qatar. The CEO claims that the website receives 250,000 unique visitors per day and over 25,000 doctor-patient video calls have taken place to date

Allabadi has a big insurance deal to close. “I can’t say any more about it just yet, but it will open up a new area for us,” he grins.

The entrepreneur has got plenty to be pleased about. Operating as an asset-free, instant and affordable platform, Al Tibbi is challenging the parameters of traditional healthcare. It’s the Uber model, applied to healthcare. The trend is catching on: Mubadala - the government investment arm - recently set up a new telemedicine clinic in Abu Dhabi. The capital is taking the lead, but Allabadi is keen to encourage other governments to make provision for the tech takeover now. “Authorities need to think about how they will make room for the trend and integrate telemedicine with the running of pharmacies and hospitals - we can transform how we treat patients, the regulations just need to be there to help us.” There’s a new world of government-backed digi-health on the horizon, but for now the public has Al Tibbi’s mobile doc in their back pocket.

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HOW ONE EGYPTIAN ENTREPRENEUR IS USING SOCIAL MEDIA TO RAISE US $1.9 MILLION TO BUILD A HOSPITAL Rocked by the 2011 revolution, Mohamed Garhey’s hometown was in desperate need of a local healthcare facility. We investigate how the tenacious Egyptian is using social media to fund the project, brick by brick.

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ohamed Garhey never meant to stand out from the crowd. He tried to follow the status quo and live a normal life, but his failure to do so is ultimately what led to his success. The Egyptian saw the potential of social media as a vehicle for social change and refused to turn his back on it. Commandeering Twitter, Facebook, Instagram and YouTube, Garhey is using the platforms to raise money for 25 January Hospital, a community healthcare facility.

“The dream of the hospital did not happen overnight. Immediately after the revolution we were full of enthusiasm and energy; we wanted to do the impossible for the

community. We thought of changing things on a small scale.” El Shabraween is Garhey’s hometown, a village in Egypt’s delta about 110 kilometres east of Cairo. He wanted to help his people. “The aim was to establish a medical centre and association in memory of those who died in the January 25 revolution,” explains Garhey, a TV producer on a major Egyptian news show.

“My son, Ahmed, died on October 25th 2011. Losing him made me realise how desperately El Shabraween needed proper healthcare. Two weeks after he died, we rented an apartment and equipped the center with physicians to create a simple hospital.” It was a crude set up, and

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some members of the community were initially suspicious of Garhey. Named ‘January 25 Hospital’, the project naturally attracted a lot of controversy. “People weren’t sure what to make of it and if we were criticising the government,” the entrepreneur explains. “We told people this hospital is for everyone, those who supported 25 January or are completely against it. It’s for every Egyptian”, he enthuses. “If it wasn’t for the revolution, we wouldn’t be even building this hospital”.

Putting his plan into action, Garhey tried to buy an affordable patch of land belonging to the Agricultural Society. But the social activist was thwarted; the licence didn’t support commercial activities. The only alternative was to try and buy a different plot of land to build the hospital on. But the alternative plot cost US $70,000, money Mohamed didn’t have.

“The solution was social media. We adopted several means to raise awareness,

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including what we called a ‘goodness taxi’,” Garhey recalls. The social media campaign began in earnest in early 2012 when he posted on Twitter telling Cairo residents he was accepting donations. “I had a receipt book with me and I wrote on Twitter that if anyone wants to help out I’ll come to them.

I raised US $450 in two hours,” he smiles.

Aside from donating in person, there are now 11 different ways to contribute online via the hospital’s website at www.25hospital.com/ donations. The smallest donations are as low as 50 cents and the biggest range up to US $50,000.

With the first flurry of fundraising activity underway, the #25JanuaryHospital campaign came to the attention of a number of celebrities. “A lot of famous personalities joined us in promoting the project online, turning my dream of building the hospital into the dream of many. The celebrity endorsement was a huge help and by the end of 2012 we were able to move

01. With an estimated price tag of US $1.9 million to complete the furnishing and fit-out, Garhey cannot afford to rest on his laurels yet.

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25 January is a pivotal date in Egypt’s history and Garhey’s own entrepreneurial journey. It is fitting that he aims to officially open the hospital by 25 January 2017, to mark the sixth anniversary of the Egyptian revolution.

the medical centre to fully-fledged high quality hospital,” Garhey recalls. Although he admits there is still a way to go. In the past four years he has raised over US $636,000, a huge accomplishment. But with an estimated price tag of US $1.9 million to complete the furnishing and fit-out, Garhey cannot afford to rest on his laurels just yet.

“We are determined to complete the project. You can track its progress via the website and platforms that have been so instrumental to its success: Facebook, Twitter, Instagram and YouTube,” Garhey smiles. The entrepreneur points out that the hospital is not just a building. As well as offering medical care (for an average of about US $1 per consultation) it also provides subsidies for dozens of local families to help equip them with basic provisions. Newlyweds are also catered for; the hospital helps new brides furnish their homes with essentials for married life and starting a family. Though the hospital is not

yet complete and the hunt for fresh funds is ongoing, Garhey should be congratulated on the progress made thus far.

25 January is a pivotal date in Egypt’s history and Garhey’s own entrepreneurial journey. It is fitting that he aims to officially open the hospital by 25 January 2017, to mark the sixth anniversary of the Egyptian revolution. But it does not do to talk of Garhey’s success without paying equal tribute to the social networking sites used. We can learn a lot from his story. By commandeering the instruments of online the entrepreneur has used the internet to build a charitable hospital. The future of social media for social enterprise looks promising.

Could Garhey and his team have built their hospital of dreams without the support of social media? Or celebrity endorsement?

Perhaps not. Media has made Garhey’s mission possible; how will you harness it to make your healthcare ambitions a reality?

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BRAIN FOOD Inspired by a chance encounter with UAE royalty, Faisal Al Hammadi, Founder and CEO of Slices, is serving up a healthy eating programme to help slim our schoolchildren.

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From the roots “Who knows what this is?” asks a smiling young woman in an abaya, holding up a large, earth-encrusted eggplant. The gaggle of schoolchildren in front of her stay silent.

“What about this one?” she tries, clutching a shiny gourd. Still nothing. The students are on a Slices farm visit at a location just outside of Dubai. They’re coming face to face with their dinner, a first for many. “It is amazing how little children know about the food they eat and where it comes from,” notes Fasial Al Hammadi. The Founder and CEO established Slices in 2012 as a healthy eating cafe, but quickly changed tack to focus on school catering and educational programmes.

It was the right call: four years later and Slices is enjoying 50 per cent year-on-year revenue growth.

The programme is active in 12 UAE schools in the form of catering, farm/supermarket visits and cooking classes. There are plenty more schools on Al Hammadi’s hit list: he plans to be in 50 institutions by 2021. That means thousands more hours down on the farm for the CEO and his 100-strong team of employees, but he is hungry for the challenge.

Memories from his previous career as a healthcare manager haunt and motivate him in equal measure.

“Everyday working in healthcare I saw the high prevalence of obesity and diabetes in our population, and the awful problems it causes,” Al Hammadi recalls, who was responsible for developing new healthcare facilities. “A lot of money goes into people’s care, but the real solution is awareness and prevention,” he continues. The Middle East has some of the highest rates of lifestyle diseases globally: 259 million people are overweight or obese (Kuwait is the fattest country) and approximately 20 per cent of UAE citizens are diabetic. “This is a huge number. Imagine what it will be like in 2030. We need to take care, especially the younger generation,” says Dr. Habiba Al Safar, an Emirati researcher.

Such a big issue demands an equally big conversation. “The government is doing SME ADVISOR

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a great job of raising the profile of the problem, but private companies need to do their bit too,” notes Al Hammadi, who holds an MBA from Colombia University.

With the help of three Emirati friends, he established Slices cafe in Dubai with the tagline: ‘just fresh food, fast!’ Awarded a US $218,000 loan by the Khalifa Fund, Hammadi’s fortunes changed at the annual Khalifa Fund Conference when His Highness Sheikh Mohammed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed Forces stopped by Slices’ stand. “The Crown Prince was interested in us, but advised us to focus on the younger generation. He said we should try and help children eat healthier and made a joke about his son always having a chocolate bar hiding under the bed!” Al Hammadi recalls happily.

Three course deal With financial lubrication from the Khalifa Fund, Al Hammadi flew to the US to look at lunch-boxes in LA and New York. What were they eating? Equipped with his findings,

01. A Slices educational farm visit in progress 02. Slices partners Fasial Al Hammadi and Hamad Al Hammadi 03. A Slices cafeteria

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The Crown Prince was interested in us, but advised us to focus on the younger generation. He said we should try and help children eat healthier and made a joke about his son always having a chocolate bar hiding under the bed!”

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the CEO drafted in a dietician, Louise Du Plessis, and developed Slices’ first catering offering for schools. The product is a three-pronged programme consisting of a nutritionally balanced meal, educational activities and SNACK, the Student National Health Action Group. At the same time the Founder relocated his retail offering from it’s Jumeirah base to Sheikh Zayed University, in line with the entrepreneur’s social enterprise commitment, but also - perhaps - in honour of the Crown Prince’s involvement.

Catering is at the core of everything Slices does and menus are constantly tested and tweaked by Du Plessis. All meals match UAE, US and UK food safety legislation, as well as benchmarks set by the Word Health Organisation. Students have a choice of two options: a hot three course meal (the preference of British schools, Al Hammadi notes), or the ‘flexi’ menu - a selection of fresh, healthy food on the move. A typical offering would be a lamb tagine with apricot cous cous for a sit-in meal or hearty chicken caesar salad to go. “We realised we needed a menu that’s flexible and opens kids up to food they wouldn’t necessarily try at home, whilst catering to different cultures and dietary requirements,” Al Hammadi explains.

Menus follow a 21 day cycle and meals retail at between US $5-7. Built into this price are three educational activities a year: a farm trip, supermarket visit and cooking class. The cherry on top of the cake is SNACK, a crosscollege forum for discussion and feedback made up of parents, students, faculty members and Du Plessis.

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Techie tracker The programme is an innovative offering to battle the bulge, but Al Hammadi has an even more exciting addition up his sleeve.

Or rather, around his wrist. Last year the entrepreneur won a US $19,000 grant from Emirates Foundation to help develop his own wearable technology. Al Hammadi has picked his weapon wisely; Arabs love a good gadget. According to the International SME ADVISOR

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259mn The Middle East has some of the highest rates of lifestyle diseases globally: 259 million people are overweight or obese (Kuwait is the fattest country)

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Data Corporation (IDC) the MEA wearables market will see 56 percent growth over the next three years. Al Hammadi’s own fitbit will monitor students’ physical activity, Slices purchases and nutritional consumption.

Information will be collated in a portal (which parents can access) and analysed to make dietary recommendations. “If a student needs to lose or gain weight we know and can put nutritional plans together accordingly,” Al Hammadi explains. But it isn’t all about about calorie counting. In an appealing gaming element, students can win points for getting physical and use credits won towards Slices purchases. A nice healthy smoothie in exchange for a lunchtime swim? Sounds fair enough.

56% The MEA wearables market will see 56 percent growth over the next three years.

Weighing in With its targeted three-prong model, Slices is claiming a large piece of the healthy school meals pie. Admittedly, the market is still small and many schools are stocked with fast food, but being something of an anomaly is working in Al Hammadi’s favour. Last November Slices was invited to join Flat6Labs incubator

programme - the company recently completed its second cycle. “They helped us develop a payment portal and also had us presenting to a group of investors every week,” the CEO recounts. The experience proved valuable as more than just pitching practice; Al Hammadi scored some stellar connections from the process. “We are speaking with investors and will announce who they are in the next six months,” he reveals.

With new partners and the promise of fresh funds on the horizon the next logical question is perhaps expansion. The entire region is blighted by lifestyle diseases - where will Slices set up next to save Arab children from obesity?

Qatar? Oman? KSA? “We have received franchising enquiries from all these countries, but our three year plan is to strengthen and scale our model across the UAE,” Al Hammadi declares. “We want to do more to educate the public about the importance of healthy eating.

The community at large is becoming much more health-conscious, but there is still more to be done.” The adults still have a way to go, but for now we can learn alot about healthy eating from Al Hammadi and his little ones.

GATEWAY TO THE FUTURE - Are you ready?

A world-class dialogue

Block your diary - and supercharge your business August 28th, 2016

Intercontinental, Muscat

smebeyondborders.com/oman

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POWER

TO THE PEDAL

The founders of The Cycle Hub have chosen an unconventional path to disrupting the industry with their innovative retail outlet in Dubai Motor City. Five years on and the business is successfully highlighting cyclingâ&#x20AC;&#x2122;s pivotal role in cementing Dubaiâ&#x20AC;&#x2122;s position as a sporting nation.

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EDITOR’S PICK 01. The vision for The Cycle Hub is for it to be a meeting spot for cyclists, fitness enthusiasts and those looking to learn about the sport.

02. Along with the world-renowned Specialized bikes, the retailer’s collection of brands includes Pinarello, Campagnolo, Fulcrum, Maloja and Knog.

Sam is already breaking into a sweat as he nears the end of a five minute test spin on his customised road bike. He’s examining the performance of one of the latest additions to his extensive fleet of world-class bicycles.

“Don’t you just love it when you get that boost of energy after a ride,” he exclaims as he leaps off the impressive piece of machinery.

As he parks his cycle, we walk into the extraordinary setting of Sam’s workplace: The Cycle Hub. Set in the heart of Dubai Motor City, the store is the epitome of industrial chic.

“We’ve become a hub for cyclists providing them with a range of quality bicycling products, services, know-how and more,” he sets the scene. “When we started five years ago, we never anticipated that we would receive such an overwhelming response from the cycling community. Looking back, it has been such a remarkable journey.” And, it’s absolutely true. What started as a hobby has now become a profitable business for Sam Sayadan and his SME ADVISOR

partner Khalid Al Zarooni. He takes us back to when it all started: “Driven by our passion for outdoor sports, Khalid and I decided to give cycling a try. It began with leisurely rides around town and we soon bought our very own cycles to pursue it on a regular basis.”

Their cycling adventures soon gave them a terrific business idea. “After many months of cycling, we identified a glaring gap in the market for quality products and services for cyclists. As beginners, we were quite overwhelmed by the different elements of cycling, and wanted access to a centralised place that could meet all our needs. Professionals or experienced riders overcome challenges every day, but beginners find the first few steps hard to overcome.

How do you get the bike home? How do you change gears? What’s the deal with padded Lycra cycling shorts? We surmounted these challenges through trial and error, and wanted to share our experience with fellow cyclists.

This is when we realised that cycling as a sport needs more support to develop in this region,” he recalls.

Riding the fitness wave But, the decision to open a cycling hub wasn’t completely business-driven. Sam and Khalid had an ulterior motive: integrating cycling into Dubai’s automobile culture. “Cycling gave us a deeper purpose in life and exposed us to a world we knew nothing about. The balance and agility that you develop as a cyclist is incredible. In fact, it is one of the most effective ways to obtain total body fitness – that too while having fun! Khalid and I want to change the culture of the region and we believe that cycling is an avenue to do this. Our vision for The Cycle Hub is for it to be a meeting spot for cyclists, fitness enthusiasts and those looking to learn about the sport. Moreover, we believe that cycling can become a healthy part of the fabric of this

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region, which is not always known for outdoor activities. Cycling can be daunting for those that haven’t tried it before, but we are trying to change that. It can be enjoyed by everybody if they are given the right advice and know the best way to approach it. So our primary challenge is to change the existing perceptions and encourage people to be active. Cycling is a low impact cardio sport that is accessible to every single person.”

Motivated by this larger sense of achievement, Sam and Khalid decided to set up shop. After months of research and endless supplier meetings, they came across Specialized – one of the leading bicycle manufacturers in the world and their current supplier. “Although we have a very mixed target audience, our primary customer is the experienced rider who is fully aware of the intricacies of a bicycle. This means that we need to offer the right products and work with leading brands. For exactly these reasons, Specialized is a natural fit for us.

The passion it has for the industry reflects in its products – something that we closely relate to ourselves.”

Along with the world-renowned Specialized bikes, the retailer’s collection of brands includes Pinarello, Campagnolo, Fulcrum, Maloja and Knog. The goal: to differentiate itself from competitors on the basis of quality products.

“With competition in the market heating up, it’s important for us create an offer our clients simply can’t refuse. Our USP will always be the great mix of brands we have. The products from these brands are more than just tangible products, they offer experiences and evoke emotions because of their success at the professional level such as world champions and Tour De France or their high level of manufacture, in some cases superior to a Swiss watch. Specialized and Pinarello are some of the highest decorated racing brands and are continually striving for perfection. Their racing pedigree is showcased across several prominent international events,” Sam explains.

Much like the automotive sector, The Cycle Hub offers products in a showroom environment but to make things more fun, they

offer a multitude of customisation options. This means that your bike can be “your bike”. “We deal with suppliers from about ten countries and bring in over 50,000 SKUs in. We are also responsible to provide a fast turnaround on maintenance and repair to ensure that cyclists can keep cycling. We take it further by providing, classes demonstrations and a very open workshop environment. We don’t mind if you take care of your own bike, we know that it will mean you love cycling more.”

Speeding ahead Having locked in experienced riders with its impressive portfolio of bicycle brands, The Cycle Hub is looking at a wider audience base. For instance, it has a special section catering to women and kids – with bicycles of different sizes and styles. “Anybody that walks through our doors should be able to find what they are looking for. That is a goal we strive to achieve every day. We cater to the toddler who has started walking and wants to develop balance, to the mother who wants to ride to the shops and to the experienced tri-athlete who is wanting to conquer

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The Cycle Hub offers products in a showroom environment but to make things more fun, they offer a multitude of customisation options

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is Dubai’s first truly Paleo restaurant. “Cycling makes you hungry and we all have to eat, so a restaurant seemed like the natural next step in our progression. It is also in line with our quest to promote healthy living,” he enthuses.

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01. The decision to open a cycling hub wasn’t completely business-driven.

Sam and Khalid had an ulterior motive: integrating cycling into Dubai’s automobile culture.

02. The Cycle Bistro has an extensive menu.

03. Another innovative spin the entrepreneurial duo have put to their business is the opening of a funky eatery called The Cycle Bistro.

04. Along with the world-renowned Specialized bikes, the retailer’s collection of brands includes Pinarello, Campagnolo, Fulcrum, Maloja and Knog.

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Hawaii’s iron man. We are trying to change the perception of what people think of our store as often speciality cycling stores are perceived to only offer high end bicycles which is not the case. We always bear in mind that there still is a large proportion of the population that has little to no experience in cycling – and they need our support at every step of the process.”

Does that mean Sam’s business goes the extra mile and offers training as well? “Through weekly group meets, we educate people on safety while cycling and give them tips on improving performance. We are lucky to have a multicultural team that is very proactive when it comes to helping customers and providing advice.”

Another innovative spin the entrepreneurial duo have put to their business is the opening of a funky eatery called The Cycle Bistro, which

The journey uphill Sam and Khalid have built a prosperous business using an unconventional idea; the outcome has been outstanding. But success hasn’t come easy for them. “Operations and process controls have proved to be challenging for us. When you venture into an unknown territory, there’s a lot you learn as you go.

For instance, when we designed the job functions within our business, we mapped out a process for each department. The salesman would meet the customer and sell a bike.

The workshop would build the bike after it was brought over to the workshop and then the salesman would complete the financial transaction and take care of handover to the customer. However, as we the business expanded, managing operations got difficult.

We found that there was a discord between different departments,” he opens up.

“Each salesperson would go about their own way to get the job done, often taking up twice as much as time and effort. The same disorder was seeping into the other functions and the negative impact was clear on inventory valuations and control, logistics efficiency, workshop pressure and financial reporting, which was giving somewhat skewed numbers at certain junctures. Worst of all, the standard of service once a purchase was completed had too many grey areas for my liking.”

Getting a grip So, how are the duo tackling the situation? “It’s an ongoing process – this challenge is one that we continue to work on daily and it’s never really solved. Of course, we did improve the scenario by breaking the processes down and discussing them with the entire team. Each department writes down what they believe is their responsibility and then comes together to fix the different pieces of the puzzle.

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The Cycle Hub has defied every aspect of the prevailing startup ethos – expanding using a fast and lean approach

about continuous improvement and the most successful companies do it. It should be in every interaction at every moment. Not everyone wants to question everything and people want to have a settled life, but isn’t an organisation that is continuously improving and growing a mind-set that can be the norm?”

Pedalling their way to success Like any other business, technology is shaping the future of Sam and Khalid’s business. “With technology the boundaries of communication have completely shifted. Someone can send me a message through WhatsApp at 10:30pm and inquire about a bike as they are at that moment in the throes of decision making. From a business point of view, it becomes important to address the question: how do you train people to react to this? Our hope is that our team will embed ‘the spirit of community’, which is an integral part of our core values, into their interactions with customers. You can tell someone to be nice to a customer but you can’t

make them be genuinely nice to a customer.

So training and development remains to be a critical aspect for us moving forward – and it’s not just learning the tools and technologies, but the tone, language and the manner in which modern forms of communication are deployed effectively.”

The Cycle Hub has defied every aspect of the prevailing start-up ethos – expanding using a fast and lean approach; the company is now on track to raising the bar with its growing product portfolio (and ambitions!). Even so, a long road lies ahead for Sam and Khalid’s young business. Well, at least they’re armed with some of the best bikes in the world for the journey!

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“My favourite words for about two years have been Standard Operating Procedures or (SOP),” he jokes. “Improving processes and controls gives the team a structure and identifies goals and timings, creating less stress and yielding more efficiency. With less stress (especially when management can see things are moving in the right direction) the team leads a better life, has more time to look for new opportunities or ideas and generally everyone is spinning in the same direction and at the same pace. Very much like the efficiency of a bicycle that is in the right gear over the terrain that they are on at that moment.”

Sam’s team has made a lot of progress with the implementation of this new operational system. But, he still believes it’s important to stay on top of things. “One issue I believe that we all face is complacency. We have a system now so that’s it. Why are you asking us to look at it again? Well the first one was a knee jerk reaction and it may have been created under duress. The second one has to take a longer, wider look and so on. Business schools preach SME ADVISOR

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MEDICINE

MAN The Middle East is hindered by high levels of lifestyle diseases and a shortage of professionals to treat them. Doctor maker, Thumbay Moideen, is determined to change the status quo by training up the next class of white coats.

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70-80% of GMU medical students are female.

EDITOR’S PICK 01.

The Middle East is cripplingly reliant on expatriate medical professionals.

As one of only five medical training colleges in the UAE, GMU is uniquely poised to produce the next generation of locally-trained doctors.

02. A resource for leading scientists, faculty members and students, the Thumbay Labs are helping bring the Emirates’ current and future populations closer to optimal health.

In recognition of the importance of CABRI’s work, the centre was awarded College of American Pathologists (CAP) status, making it the only accredited lab in the northern Emirates.

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By royal decree Thumbay Moideen never meant to change the face of the UAE’s healthcare industry.

The Indian spent his formative years working in the family timber business; medicine is not his field. But that didn’t concern the Crown Prince of Ajman when Moideen met him. “His Highness asked me if I could build a medical school in Ajman. I said, ‘Your Highness, I have no experience in this.’ He replied, ‘you look like a smart chap, I’m sure you can do it.’ I thought, okay sure - why not?!” the entrepreneur laughs, emanating a warm bedside manner. A career working elbow to elbow with medical professionals has obviously rubbed off on him.

Eighteen years on from that first fortuitous meeting and Gulf Medical University (GMU) has flourished into a fine specimen of a medical college. It’s a smart setup: “as an academic facility all the medical professionals working in our hospitals wear two hats; teacher and doctor,” the 59-year-old smiles. To date GMU, the beating heart of the diversified Thumbay Group, has educated over 400 doctors, amassed 3,000 employees from 22 countries and treated patients of over 175 different nationalities.

The students themselves hail from 73 different countries and 70-80 per cent are female. Not content with the strong stats, Moideen’s ‘Vision 2020’ plan will see the

business expand across the Emirates, before going global.

Beyond borders “Our primary business has always been healthcare and education; that’s what we’re looking to export abroad first,” the CEO states. Vision 2020 includes building 15 international academic hospitals and boosting staff headcount from 5,000 to 15,000. With 25 per cent year-on-year growth and an estimated group net worth of US $1.8 billion (a number he intends to stretch to $3 billion by 2020), the business is in a good position for growth.

Where are all the white coats?

But before Moideen drops pins further afield, there is still a wealth of health to explore here. In its 2014 industry report, investment bank Alpen Capital highlighted Qatar and the UAE as the fastest-growing healthcare markets in the GCC, a region that spent US $40.3 billion on healthcare last year. Why the surge in stats? Rapid population increase and a high prevalence of lifestyle diseases. The International Monetary Fund thinks the GCC population will hit 50 million by 2020.

Another study predicts that 75 per cent of Saudis will also be obese by then. It’s a troubling diagnosis, but at least we have the professionals to treat our swelling, swollen population, right? Wrong.

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““ 01. GMU students in the CABRI Laboratory 02. Group of GMU students 03. Thumbay Moideen, Founder and CEO of Thumbay Group.

The Middle East is cripplingly reliant on expatriate medical professionals.

According to Deloitte’s report, 76 per cent of physicians in Saudi Arabia hold non-Middle Eastern passports

The Middle East is cripplingly reliant on expatriate medical professionals.

According to Deloitte’s report, 76 per cent of physicians in Saudi Arabia hold non-Middle Eastern passports, yet still the physician-to-population ratio remains low at 1.5 doctors per 1,000 people. Without the support of the expatriate medical population, the region’s healthcare system would find itself in intensive care. But this is where Thumbay Group comes into its own. As one of only five medical training colleges in the UAE, GMU is uniquely poised to produce the next generation of locally-trained medical professionals.

And as Charlie Ratcliffe, Senior Manager at Deloitte Middle East, points out, the landscape is a lucrative one: “local, private medical education providers can capitalise on the sparse medical workforce by opening world class facilities to entice professionals and students in the region.” Moideen is acutely aware of the opportunity: “there is a real shortage of professionals so the region has huge scope for medical education, training and research.” This last area is one Moideen is keen to explore in more detail.

Under the microscope “There is hardly any disease-specific research happening in the Middle East,” the President asserts. Taking things into his own hands, in 2013 he established the SME ADVISOR

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1.5:1000 $40.3Bn the physician-topopulation ratio in KSA

the amount the GCC spent on healthcare in 2015

personal savings to the research fund. With the recent introduction of new technology - including MALDI-TOF, ICPMS and NGS intelligence - Thumbay Labs are raising the bar for medical and educational research standards in the GCC.

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Research is hugely important to what we do at GMU and the health of UAE citizens at large,” Moideen stresses.

Putting his money where his mouth is, the Founder has donated US $2.7 million from business revenues and personal savings to the research fund

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Centre for Advanced Biomedical Research and Innovation (CABRI) on the GMU campus.

The lab is devoted to researching health conditions that are particularly prevalent amongst UAE citizens. Thalassemia and sickle cell anemia, diabetes, inborn metabolic errors and heart disease are all on his hit list. A resource for leading scientists, faculty members and students, the Thumbay Labs are helping bring the Emirates’ current and future populations closer to optimal health. In recognition of the importance of CABRI’s work, the centre was awarded College of American Pathologists (CAP) status, making it the only accredited lab in the northern Emirates.

“Research is hugely important to what we do at GMU and the health of UAE citizens at large,” Moideen stresses. Putting his money where his mouth is, the Founder has donated US $2.7 million from business revenues and

Prescription for growth The deadline for Vision 2020 is just four years away and the various organs of the Thumbay Group are working overtime to hit it. Battling against a burgeoning and bloating population, Moideen has got his work cut out educating enough young doctors to treat our population. But the Founder is determined to meet the demand and plans to drastically increase the number of GMU university places available. Coupled with his international education drive, Moideen is laying the foundations for a powerful production line of professionals.

The entrepreneur is a continent and career away from his beginnings in his father’s timber company. Moideen has no regrets about relocating from India to the Middle East, proudly declaring that the UAE is “the best country in the world”, but what of his second decision? “From the moment I started on this road I never stopped to doubt what I was doing – I didn’t have time!” he laughs. “I was so young and excited, I rode the wave of the challenge,” he continues.

The CEO may attribute his success to youthful exuberance, but it seems the Crown Prince of Ajman saw something more – the beginnings of a businessman who could mold and shape the UAE’s healthcare industry. Moideen has not disappointed.

NOT SINCE THE END OF PROHIBITION HAVE WE BEEN THIS EXCITED TO CELEBRATE.

Enjoy the company of two legendary names in history; Frank and Jack. Go back to the prohibition era and indulge in a food and beverage menu inspired from the Jack Daniel’s special edition, celebrating one of the drink’s biggest fans – Frank Sinatra.

Seafire will come alive with the sound of the resident band paying tribute to Sinatra all night long.

Every Wednesday from 7:30pm For reservations, please call +971 4 426 2626 or email us at restaurantreservations@atlantisthepalm.com

@theatlantislife

The Atlantis Life

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Health and safety in the workplace There’s no question about the fact that health and safety in your workplace is essential to the happiness and productivity of your employees. What many businesses don’t realise – often at their peril – is that lack of proper health and safety procedures can lead to disastrous consequences. It only takes one serious workrelated injury to adversely impact your bottom line…

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A

s a business owner, you are responsible for the health and safety of your employees when they are at the workplace. Potential hazards within your working environment can lead to unforeseen accidents or loss of a valued team member – ultimately creating extra costs and impacting the bottom line of your business. A workplace injury can also lead to a legal battle should your employee choose to take action against you.

But, following a few basic steps can save you from the hassle – and more importantly help you build a happy (and healthy!) workforce. Here’s a detailed outline of how you can integrate proper safety and health procedures within your existing infrastructure – 1. Create an environment that promotes health and safety – The best workplaces set themselves apart by enhancing employee wellness and integrating safety mechanisms across all organisational procedures. These are companies that enforce rules not just for the physical safety of their employees, but for mental wellbeing and overall welfare too.

2. Organise health education workshops and seminars – As part of such initiatives, you should provide clear instructions on health and safety in the workplace. Depending on the nature of your business, arrange for experts to offer adequate training.

If your operations depend heavily on contractors and other external parties, ensure that they are part of your training as well even though they might not be directly employed with your organisation. Such workshops

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and seminars can be conducted in-house and should include topics such as potential hazards and risks in the workplace, personal safety and emergency procedures in case of any unforeseen circumstances. The scope of these topics should be revisited and revamped regularly to ensure relevancy and timeliness. Finally, schedule the training sessions on a monthly or quarterly basis – again this may differ from business to business – so that employees are fully equipped and aware at all times.

3. Partner with healthcare organisations for screenings and assessments – There are several government entities and trade organisations that conduct detailed workshops and training for best

practices across different industries. You can also partner with your local clinic or hospital to arrange regular medical check-up for employees to ensure their wellbeing. Moreover, for businesses looking to go the extra mile, you can promote a healthy lifestyle by offering discounts at health clubs, gyms, etc.

4. Draft a health and safety policy – It is imperative to put together a document that describes how you intend to manage health and safety within the organisation. This includes the ‘who, what, when and how’ of your strategy and is a fantastic way to reinforce your commitment to the cause.

Although the document should cover all aspects of your plan, it shouldn’t be too complicated and time consuming.

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Potential hazards within your working environment can lead to unforeseen accidents or loss of a valued team member – ultimately creating extra costs and impacting the bottom line of your business.

A workplace injury can also lead to a legal case should your employee choose to take action against you

Remember that it’s important for it to be succinct and easy to tweak as your business grows in size. In fact, there are several ready-made templates available online that can serve as a great starting point. Once the policy is in place, ensure that you review it regularly.

5. Assess and control the risks – This is perhaps the most important step of all and entails looking at all the different scenarios that could cause harm to your employees. For instance, is there any malfunctioning work equipment?

Or, is the pantry regularly cleaned and free of infestation? Even elements such as ventilation, comfortable seating areas, hygienic toilets and proper drinking water should be taken into consideration. A thorough risk assessment is mandatory

MANAGEMENT CHECKLIST DOES YOUR MANAGEMENT FULLY UNDERSTAND YOUR EXPECTATIONS WITH REGARD TO HEALTH AND SAFETY?

WHAT PROCESS DO YOU USE TO ASSESS THE HEALTH AND SAFETY LEVELS WITHIN YOUR BUSINESS?

WHAT IS THE HEALTH AND SAFETY MANDATE SHARED WITH OPERATIONAL MANAGERS AND THEIR SUPPORT STAFF?

WHAT PROCESSES ARE CURRENTLY IN PLACE FOR ENSURING THAT MANAGERS ARE FOLLOWING THEIR HEALTH AND SAFETY RESPONSIBILITIES AND ARE HELD ACCOUNTABLE FOR FOLLOWING THEM?

IS THERE AN ADEQUATE BUDGET ALLOCATED TO HEALTH AND SAFETY REQUIREMENTS?

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for any business to avoid mishaps and employee injuries or accidents.

Of course, you are not required to record every risk – but make a note of significant risks and write down how you plan ro mitigate them. Hire a certified risk manager to examine your premises and underline a proper risk analysis. Once the risk assessment is done, review it regularly and update it as necessary. Finally, keeping all workplace incidents, accidents and injuries on file will help you in future risk assessments as well as in predicting recurring scenarios.

6. Appoint a safety representative – In the unfortunate case that one of your employees is injured or sick, you will need the assistance of someone on site to manage the situation immediately.

Appoint a safety representative within your workplace – someone that is senior and well trained to provide first-aid. This person should also be able to respond to emergencies quickly and notify relevant authorities. Until further help arrives, your safety rep should have access to an adequately stocked first-aid box and employee health records. While companies that are small and low on risk prefer to nominate someone inhouse for the responsibility of health and safety, bigger companies with high risks typically seek external help.

Whatever the case may be in your business, you must select a person that has undergone professional training and has extensive experience in the field.

Remember, the health and safety mechanisms that you choose to implement within your company should depend on the size and nature of your business. As a growing enterprise, you may choose to keep things simple and follow the basic steps.

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OPERATIONAL CHECKLIST HOW OFTEN DO YOU AND YOUR STAFF MEMBERS CHECK FOR HAZARDS AND TAKE SIGNIFICANT ACTION TO CORRECT THEM IF YOU COME ACROSS ANY?

DO YOU HAVE EMERGENCY PROCEDURES AND EQUIPMENT IN PLACE?

IS THERE A COMPREHENSIVE ORIENTATION PROCESS THAT EVERY NEW EMPLOYEE HAS TO UNDERGO BEFORE THEY BEGIN WORKING?

HOW DO YOU DEAL WITH STAFF INJURIES AND RECORD INCIDENTS? WHAT IS THE FOLLOW-UP PROCESS?

HOW OFTEN DO YOU PUBLISH HEALTH AND SAFETY UPDATES? ARE SENIOR MEMBERS OF STAFF FULLY TRAINED ON WORKPLACE SAFETY AND EMERGENCY PROCEDURES?

IS YOUR SAFETY EQUIPMENT REGULARLY CHECKED AND REPLACED? DOES IT MEET THE SAFETY STANDARDS PUT INTO PLACE BY YOUR LOCAL REGULATOR?

ARE EMPLOYEES EMPOWERED ENOUGH TO IDENTIFY AND BRING TO NOTICE POTENTIAL HAZARDS?

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