Healthcare World Magazine | Issue 13

AI AND THE FUTURE OF HEALTHCARE

WELCOME TO HEALTHCARE WORLD

Welcome to the latest edition of Healthcare World. This May we’re in the Middle East again, travelling to Saudi Arabia, Dubai and Abu Dhabi for key events in the healthcare calendar. As we look at the panels and keynote speeches, one trend seems to emerge – the dominance of Artificial Intelligence (AI) and Machine Learning (ML) in the future of the sector.

Our exclusive Meet The CEO interview with Hasan Jasem Al Nowais, Managing Director and Group CEO at M42, on page 14 shows how Abu Dhabi recognises the transformative power of AI in healthcare, particularly in providing real-time assistance and insight to clinicians. Their innovative approach leverages genomics, AI, and unique medical technologies to provide precise, personalised and preventive health solutions on a global scale.

AI is clearly set to influence all aspects of delivery –from clinical settings such as radiology to virtual wards and the entire future of healthcare infrastructure. For Professor Stefan Zohren, leveraging AI can transform healthcare and deliver value as he sets out on page 28.It can deliver exceptional care and anticipate future needs through analysing large datasets, but as a new BRG report shows on page 26, the timelines and approaches are very di erent. And as lawyers Bevan Brittan point out on page 22, AI has to be underpinned by regulation right now to set the foundations for the future.

As healthcare adapts to innovation, consultants Linea and Colliers look at the future of healthcare infrastructure, analysing how care will be delivered in the future on pages 58-66. The driving forces of change are as much to do with patient preference as they are with innovation now that individuals are becoming used to dealing with their own health issues and understand the options available to them.

In many cases, people are embracing the concept of wellness – taking care of their own health to prevent issues in the future. Thanks to the internet and social media, the younger generation appears to be more conscious of their own health requirements, drinking less and choosing healthier options around food and exercise. Businesses are starting to capitalise on

SARAH CARTLEDGE EDITORIAL DIRECTOR

this trend, and the Middle East is an ideal destination for wellness resorts due to its accessibility and climate, as Knight Frank reports on page 34.

Similarly, people are finally embracing digital health apps. Sometime this move is initiated by clinicians, particularly around cardio and long term conditions that can be monitored remotely to prevent readmission to hospitals. Alongside this trend, integrating patient accessibility within provider apps creates a one-stop solution for healthcare organisations, as Finnish company BeeHealthy outlines on page 72. The upside of empowering the individual and enabling patients to take control of their own health is that governments will benefit in the long run, says Dr Mohammad Al-Ubaydli, CEO and Founder of Patients Know Best, the largest personal health record in Europe which is about to enter the Middle East market.

In fact, much of the conversation now is about going global from the start. For Dr Al-Ubaydli, technology has no borders so why are countries creating national solutions when they could create international ones? As Healthcare World MD Steve Gardner points out in Opinionated, healthcare professionals across the world are struggling with the same challenges, so innovators should think about the bigger picture as well as solving their own particular problem. This trajectory will also attract investors who are keen to look at global options.

As precision and personalised medicine which at population scale has become possible through integrated data driven so ware. Organisations can revolutionise the clinician patient experience through data-driven insights at the point of care with Mizaic’s help, as CEO Jon Pickering explains on page 76. Data can play a critical role in planning and delivering better care as well as measuring patient outcomes, says Robert McGough of Hill Dickinson on page 78.

Our special sections focusing on all these di ering areas of healthcare – AI, Digital and Data, Mental Health, Infrastructure and Prevention – provide fascinating insights. We also have other features on Biotech and Genomics in the Middle East, Performance Optimisation and more that give an in-depth look at the challenges currently surrounding global healthcare.

I hope you enjoy the issue.

34 The rise of the wellness sector in the UAE

The UAE is ideally positioned for both residents and tourists to access high end treatments and facilities, finds a new report by Knight Frank

39 Meet the Expert

Jo Smith at Mott Macdonald explains how an approach to Performance Optimisation can reduce financial wasted resources in healthcare

44 Biotech and Genomics in Middle East Healthcare

Legal consultants Christina Sochacki and Andrea Tithecott at Al Tamimi and Company discuss biotechnology and genomics strategies across the GCC

Focus on Mental Health

48 The physical health benefits of treating mental health issues

Better mental health leads to better wellbeing says Phil Anderton, ADHD360 MD

54

Revolutionising Mental Health

Psychedelics have emerged as a promising ally in the battle to tackle the growing mental health crisis, Dr Sahil Kirpekar, Chief Business O icer at atai Life Sciences, tells Healthcare World

56 A progressive approach to mental health

Bjorn Almer, Chief Business O icer at Skane Care, gives some insights into the Swedish approach

Focus on Infrastructure

58

Navigating the future of healthcare infrastructure

The landscape of healthcare infrastructure is undergoing a significant transformation, says Mansoor Ahmed, Executive Director Middle East & Africa, Colliers

64 The Evolution of Healthcare Delivery

Ian Chambers, CEO Linea, examines the roles of hospitals, clinics, and home-based care

Deep Dive – Digital Healthcare

68

Empowering the individual, enhancing the state

Enabling patients to take control of their own health will benefit governments in the long run, says Dr Mohammad Al-Ubaydli, CEO and Founder of Patients Know Best

Revolutionising the global delivery of healthcare

Integrating patient accessibility within provider apps creates a one-stop solution, says Walid Kattan, BeeHealthy Regional Director Middle East

Healthier patients, happier clinicians, and reduced costs

Personalised care at population scale has become possible through integrated data driven so ware, says Dr Umar Naeem Ahmad, CEO of Abtrace

Digital patient records redefined

Organisations can revolutionise the clinician patient experience through data-driven insights at the point of care with Mizaic’s help, Jon Pickering, CEO Mizaic, tells Healthcare World

78 Integrating data as the foundation of value-based healthcare delivery

Data can play a critical role in planning and delivering better care as well as measuring patient outcomes says Robert McGough of Hill Dickinson LLP 81 Talking Point

Should there be more government help for those su ering with Parkinson’s disease? asks Sarah Cartledge, Healthcare World’s Editorial Director 82 Opinionated

There’s only one healthcare world and we all live in it. Wherever you go, the issues in healthcare are largely the same, says Steve Gardner, Healthcare World Managing Director

An exciting new concept in neurodiverse assessment and care

Rapid progress to superior life experiences through a revolutionary care pathway

Ubiquitous access through appropriate use of telehealth technology

Organisational efficiency reducing the cost of care and improving affordability

Clinical development training on the ADHD 360 Academy promoting neurodiverse expertise across the UK health workforce.

ADHD 360 delivering improved patient outcomes

ADHD 360, a virtual clinic for the assessment, diagnosis, and treatment of neurodiverse conditions. A disruptive business model, highly focussed and motivated team, plus the drive of a determined leadership have created Europe’s largest provider. Harnessing the best of telemedicine and face to face consultations through a combination of video conferencing, bespoke IT platform, and patient portal. Now assessing an average of 1000+ patients each month.

A paradigm improvement in clinician productivity with a bespoke rules-based process and the support of a highly motivated and efficient front office team all trained in the ADHD 360 Academy. A service with quality at its core, rigorously audited by the UK Care Quality Commission, caring for previously under provisioned patients and their families.

GLOBAL RESURGENCE OF WHOOPING COUGH CAUSES PUBLIC HEALTH CONCERNS

Aresurgence of whooping cough cases has emerged as a global health concern, with fatalities reported in countries such as China, the Philippines, and Czech Republic, alongside outbreaks in the US, including Northern California, and the UK. Within the first two weeks of April alone 1,800 cases of whooping cough were reported in the Netherlands. The cumulative total this year stands at 5,303 cases including 276 infants, half of whom required hospitalisation, resulting in four fatalities.

Similarly, the Czech Republic has witnessed a surge in whooping cough cases, leading to three fatalities. The rapid escalation of the outbreak has resulted in 7,888 reported cases this year, with 1,494 new cases recorded in one week alone.

In China, whooping cough cases skyrocketed to more than 32,000 in

DIAGNOSING OESOPHAGEAL CANCER IN SECONDS

Scientists have unveiled a revolutionary technique capable of diagnosing one of the deadliest cancers in just 30 seconds. This pioneering method promises to significantly ease the process of diagnosing oesophageal cancer, a

January and February, a stark contrast to the 1,400 cases reported in the entirety of 2023. Since 2013, antibiotic-resistant strains of whooping cough have become widespread in China. The Philippines has also experienced a surge in infections, with 54 deaths recorded in the first three months of 2024, representing a 34-fold increase from the previous year. Australia recorded 2799 cases in the first three months of 2024.

Pertussis, colloquially known as whooping cough, poses a significant threat, particularly to children and infants, due to its highly contagious nature and potential for severe complications. Caused by the bacterium Bordetella pertussis, it targets the upper respiratory system, releasing toxins that can lead to airway inflammation and swelling. Early symptoms

disease responsible for approximately 8,000 deaths annually in the UK.

The innovative approach, named RaPIDE, is the culmination of collaborative e orts between university and hospital experts. Leveraging Raman spectroscopy, RaPIDE swi ly identifies cancerous cells using laser technology, drastically reducing the current two-week timeframe for oesophageal cancer diagnosis to under half a minute.

Led by Professor Nick Stone at the University of Exeter, the RaPIDE project marks a significant advancement in cancer diagnostics, o ering the potential for quicker and more precise tests within hospital settings. Spectroscopy, which explores how light interacts with di erent materials, forms the basis of RaPIDE. By directing a lowpower laser at tissues within the patient’s body, medical professionals can analyse the scattered light to distinguish healthy tissues from those displaying cancerous characteristics.

resemble those of a common cold making detection challenging. However, the disease progresses to severe, uncontrollable coughing fits characterised by a distinctive “whoop” sound upon inhalation, lasting up to 10 weeks. Children, especially infants, are at heightened risk of experiencing severe symptoms and complications.

Various countries o er vaccines to combat whooping cough, o en included in combined shots with diphtheria and tetanus protection. However, concerns regarding vaccine shortages have been raised in the Philippines. While many countries vaccinate babies and young children, the vaccine e icacy seems to decline with age leading many adults to become susceptible, suggesting that booster programmes could become necessary.

This cutting-edge technique involves illuminating the patient’s throat and biopsied tissue samples with light, while an AI system aids in interpreting the spectroscopic results. Currently undergoing clinical trials with 19 patients already assessed, RaPIDE holds immense promise for enhancing patient care.

“We are excited by the prospect of introducing this new technology to benefit patients,” says Oliver Old, Consultant Upper GI Surgeon at Gloucestershire Hospitals NHS Foundation Trust. By enabling more accurate targeting of early-stage cancers, RaPIDE has the potential to improve cure rates and reduce the necessity for extensive surgical interventions.

Oesophageal cancers, o en diagnosed at advanced stages due to minimal symptoms, rank as the seventh deadliest cancer in the UK. Rapid, non-invasive diagnosis holds the potential to redefine cancer diagnostics, o ering significant time and cost savings for healthcare systems like the NHS.

TARGETING HIBERNATING BREAST CANCER CELLS

New research has uncovered that preventative treatments intended to prevent the recurrence of breast cancer may inadvertently induce cancer cells to undergo mutation and enter a state of dormancy, only to resurface years later, posing a renewed threat to patients’ health.

Investigators have discovered that hormone therapies following initial treatment, commonly employed to prevent disease recurrence, can instigate molecular alterations within certain cells. The a ected cells then enter a dormant state instead of undergoing programmed cell death and can reawaken years later, precipitating a relapse that proves more challenging to manage.

However, Sky News reports that strategies may exist to specifically target these “hibernating” breast cancer cells

before they re-emerge, o ering a ray of hope for individuals a licted with oestrogen receptor-positive (ER+) breast cancer, which accounts for 80 per cent of all breast cancer cases.

“Following surgery to excise primary oestrogen receptor-positive breast cancer, patients typically receive five to ten years of hormone therapy aimed at eradicating any residual cancer cells,” says Professor Luca

SUCCESSFUL UTI ORAL VACCINE DEVELOPED

Agroundbreaking British trial has demonstrated that recurrent urinary tract infections (UTIs) can be e ectively prevented for up to nine years with an oral spray vaccine, marking a significant advancement in healthcare. This discovery is poised to transform the lives of individuals a licted by persistent and painful UTIs, which contribute to 150,000 hospitalisations in the UK, costing the NHS £380m each year.

UTIs, a ecting approximately half of women and 20 percent of men, pose significant health risks, especially among older individuals, potentially leading to complications such as irregular heartbeat, high blood pressure, and dangerous falls. Hospital-acquired UTIs have a mortality rate of four in 100, resulting in approximately 6,000 deaths annually, with the risk escalating to one in 10 for those aged 95 and above, o en progressing to sepsis and exacerbating dementia.

At the Royal Berkshire Hospital, 89 patients were administered a pineapple-flavoured vaccine via oral spray daily for three months, followed by a nine-year monitoring period. Remarkably, nearly half of the participants (48 per cent) remained entirely free of infections throughout the nine-year follow-up period.

Dr. Bob Yang, co-lead researcher and consultant urologist at the Royal Berkshire NHS Foundation Trust, observed that it restored the quality of life for many participants, reducing the frequency and severity of UTIs. This breakthrough o ers hope amidst rising concerns over antibioticresistant infections as conventional antibiotic treatments become increasingly ine ective.

The vaccine, known as Uromune, developed by Spain-based pharmaceutical company Immunotek, comprises whole bacteria targeting the four most common pathogens responsible for UTIs. While currently available o -licence in Britain,

Magnani, an expert in epigenetic plasticity at The Institute of Cancer Research, London.

“However, we recognise that this approach proves ine ective for certain individuals, as evidenced by the recurrence of breast cancer years or even decades later. Our goal is to deepen our understanding of the mechanisms driving breast cancer recurrence, with the ultimate aim of identifying interventions to halt its progression. By doing so, we aspire to spare individuals the anguish of living in perpetual fear and confronting the devastating prospect of disease relapse.”

According to Breast Cancer UK, in 2020, 11.7 per cent of all cancers diagnosed were female breast cancer, making it the most common cancer worldwide. In 2020, there were 2.26m women diagnosed with breast cancer and 685,000 deaths globally. As of the end of 2020, there were 7.8m women alive who were diagnosed with breast cancer over the past 5 years, while in 2019, there were 25,100 men diagnosed with breast cancer and 12,100 deaths globally.

experts anticipate its approval for NHS use pending review by the Medicines and Healthcare Products Regulatory Agency (MHRA). The promising results of this study, presented at the European Association of Urology (EAU) Congress in Paris, o er a potential solution to the significant economic and health burdens posed by recurrent UTIs, with implications for reducing antibiotic overuse and antimicrobial resistance.

Pending regulatory approval, the vaccine’s cost-e ectiveness will be evaluated by the National Institute for Health and Care Excellence (NICE). With an estimated cost of £326 per course compared to approximately £50 for antibiotics, Uromune holds promise as a cost-e ective solution with far-reaching benefits for patients and healthcare systems alike.

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HIGH ELDERLY MADRID DEATH TOLL IN PANDEMIC A ‘PREVENTABLE TRAGEDY’

As the fallout from COVID-19 continues, an inquiry into the deaths of thousands of pensioners during the pandemic has unearthed harrowing truths surrounding the management of state-run homes in Spain’s central region of Madrid. The Community of Madrid is the region that experienced the highest excess mortality in all of Europe due to COVID-19.

The 148-page report entitled “Citizens Commission for the Truth in Madrid’s Residential Homes” paints a grim picture of criminal deficiencies that contributed to the deaths of thousands of pensioners, many of whom would have been alive today if proper protocols had been put in place.

The commission’s ten-month investigation uncovered a series of systemic failures that le vulnerable residents abandoned to their fate. According to the commission, 7291 residents of the homes died a er being denied access to hospitals, e ectively isolating them and depriving them of critical medical care.

As a result, many succumbed to the virus in tragic circumstances, alone and without the comfort of their families. The gravity of these findings has sparked outrage and disbelief among the public, as the extent of the negligence becomes painfully clear.

The commission authors assert that during the months of March and April 2020, there was an “excess mortality rate that could and should have been avoided with adequate prevention and healthcare.” They further state that these deficiencies “resulted from discriminatory political and management decisions regarding the

allocation and organisation of available healthcare resources.”

Headed up by a former magistrate of Spain’s supreme court, José Antonio Martín, the enquiry also concluded that by “significantly reducing the transfer of patients from nursing homes to hospitals without prior medicalisation of these centres to provide the same level of healthcare as would have been received in a hospital, the regional government had violated the right to healthcare and the right to life.”

Extrapolating the survival rate in privately run homes where by contrast residents had been transferred to hospitals, the commission pointed out that 4000 of the 7291 victims could probably have been saved. The decision to block access to hospitals for vulnerable residents has been singled out as a catastrophic error, contributing to unnecessary loss of life.

Amidst these revelations, protests have erupted, demanding accountability from Isabel Díaz Ayuso, the President of the Madrid Autonomous Region, whose decisions have been scrutinised for their role in exacerbating the tragedy. Relatives of the deceased have organised demonstrations, demanding justice and accountability. Ayuso was quick to respond to the committee’s findings in remarks that have been deemed cruel and unsettling, stating that the “pensioners would have died anyway” had they been transferred to hospitals or not.

Her party, the ultra conservative Popular Party which has an absolute majority in the region’s governing body, later voted to block the committee from presenting its findings to the regional parliament, e ectively smothering possible actions of a legal nature to hold those responsible to account.

Anthony Luke reports from Madrid

MEASLES VACCINE PATCH IS TRIALLED SUCCESSFULLY IN THE GAMBIA

Abreakthrough trial conducted in The Gambia suggests that a vaccine patch could o er a safe and e ective alternative method to safeguard young children against measles, presenting a promising solution for global immunisation e orts, reports the BBC. Resembling a small adhesive bandage, the vaccine patch o ers practical advantages over traditional injections, particularly in remote regions where transportation and storage of vaccines pose logistical challenges. Measles, a highly contagious childhood disease, poses significant health risks and can prove fatal if le untreated.

Despite the availability of a highly e ective measles vaccine, dwindling vaccination rates, exacerbated by the COVID-19 pandemic, have le millions of children unvaccinated, particularly in low and middle-income countries.

The introduction of microneedle-patch technology aims to address this gap, with the potential to achieve a 95 per cent immunisation rate.

The microarray patch adheres to the skin, utilising microscopic needles to deliver the vaccine painlessly, eliminating the need for trained medical personnel and specialised refrigeration equipment during transportation and storage. This innovative approach not only mitigates concerns regarding needle-related fears and injuries, but also streamlines vaccine administration in resource-limited settings.

Professor Ed Clarke, a leading paediatrician and vaccine expert at the London School of Hygiene & Tropical Medicine Medical Research Council Unit

The Gambia, hailed the ground-breaking nature of the trial’s findings. With more than 90 per cent protection achieved

a er a single dose and no safety concerns reported, the vaccine patch o ers a promising avenue for immunisation programmes worldwide.

The patch’s versatility extends beyond measles, o ering potential applications against other infectious diseases. As global vaccination coverage remains a concern, the promising results of this trial pave the way for larger-scale trials aimed at evaluating the patch’s suitability for broader implementation.

The need for such an easily-deployed solution was underscored by reports of a measles outbreak in northern Nigeria where 42 people have died in a week and 200 cases are suspected. Medical teams have found it di icult to access the area due to widespread insecurity.

Dr. Ikechukwu Adigweme, co-author of the study, emphasises the potential of this technology to advance vaccine equity and improve health outcomes among disadvantaged populations, marking a significant step forward in global immunisation e orts.

HASAN JASEM AL NOWAIS

HASAN JASEM AL NOWAIS

Managing Director and Group Chief Executive O icer, M42

The Middle East is already playing a pivotal role in shaping the development of a global, datadriven, digitally-led health economy, leveraging advancements in AI, digital health technologies, and inter-operability. These innovations have the potential to revolutionise medical decision-making, research and development, and population health management, ultimately leading to improved health outcomes on a global scale.

In an exclusive interview with Healthcare World, Hasan Jasem Al Nowais, Managing Director and Group Chief Executive O icer M42, outlines the vision for transforming the approach to healthcare in the region and beyond. “At M42 we are revolutionising global health,” he tells us.

What was it that first made you want to pursue a career in healthcare?

I have been fortunate to have a profound sense of purpose instilled in me from a very young age. It is this that inspires and drives me every day. Witnessing the transformative impact that healthcare professionals have on individuals and communities sparked a deep-seated desire within me to contribute to this noble field.

Today, I am driven to find ways that we can deliver the most complex care to those in need and while also discovering innovations that push the boundaries of preventive and personalised health solutions to help stop people from becoming patients in the first place. This is where we are going to have the most in humanity.

Describe your career journey to date. What are the things that inspired you along the way?

My career has been shaped by a relentless pursuit of excellence and a commitment to innovation across several sectors. At Mubadala Investment Company, I led a large hospitality portfolio; this taught me a lot about quality and what it takes to create a truly memorable experience. As I moved into health, this has been something that I continue to carry with me, understanding at the end of the day that patients we are people and quality is non-negotiable.

From building Mubadala Health and then creating M42, each step has been guided by a vision of empowering individuals to lead healthier, more fulfilling lives. Along the way, I’ve been inspired by the dedicated teams with whom I’ve had the privilege to work alongside, as well as the countless patients whose resilience and courage have fueled my determination to push

CEO INTERVIEW Hasan Jasem Al Nowais

boundaries and drive positive change. Today, I’m privileged to be working with a team that is at the cutting edge of healthtech in AI and genomics, and I’ve never been so inspired by how we can truly make a positive impact on global health.

How did you get involved in Mubadala Health and M42?

My journey to M42 represents a natural progression to redefine the future of health. Taking on the leadership position as Managing Director and Group Chief Executive O icer at M42 in April 2023 allowed me to leverage my experience and expertise to lead a pioneering global health-tech powerhouse, committed to reshaping the sustainable future of health.

The merger of G42 Health and Mubadala Health to create M42, a first-of-its-kind, global tech-enabled health powerhouse committed to the sustainable future of health, is a great example of the UAE’s visionary leadership. We took a transformative step that saw us consolidate two major brands to merge cutting-edge

technologies with world-class patient services, establishing M42 as a frontrunner in personalized, precise, and preventive health solutions on a global scale. This opportunity not only aligns with my passion for innovation, but also underscores my commitment to advancing health solutions that prioritise the wellbeing of individuals and communities across the world.

During your tenure at M42, how do you perceive the organisation’s journey?

My journey at M42 has been nothing short of remarkable. We’ve transcended the

HASAN JASEM AL NOWAIS Managing Director and Group Chief Executive Officer M42

“We’ve transformed healthcare delivery, allowing us to prioritise health, not just healthcare”

traditional boundaries of healthcare by pioneering cutting-edge technologies and embracing a holistic approach to wellbeing. By operating at the intersection of health and innovation, we’ve not only envisioned the future of health but are actively reshaping it, globally.

M42’s journey has been made possible by the support and guidance of the UAE’s leadership and solid commitment to excellence in healthcare, which serves as an inspiration for the global industry. Our dedication to addressing critical health issues has been influenced by this leadership and has also helped cement our position as a global leader in health technology. Through precision medicine and advanced technology such as artificial intelligence and state-of-the-art sequencing, we’ve transformed healthcare delivery, allowing us to prioritise health, not just healthcare; prevention, not just treatment; and people, not just patients.

Our solutions are designed to impactfully address the evolving needs of society, inspiring confidence to create a brighter,

healthier future for all. By disrupting the traditional healthcare landscape, M42 is empowering individuals to take control of their own health journey.

What are the major areas of focus and growth for M42 in the upcoming years?

The current healthcare landscape is not sustainable. It is plagued with issues around sta shortages, access to care, adverse environmental impact and cost to name a few. We recognise the critical role that innovation and technology play in the transformation of health globally, particularly in prevention, precision, and personalised health solutions.

Our vision extends beyond traditional healthcare to encompass a comprehensive, holistic focus on health itself. We understand that to future-proof health, our approach must evolve from solely providing care to proactively promoting wellbeing and prevention. This shi in perspective is essential to empower individuals to take control of their health journey and lead healthier, more fulfilling lives.

At M42, our approach is twofold: to prevent people from becoming patients whenever possible, thereby minimising the time individuals spend in a patient role by o ering timely and e ective interventions, and look to decarbonise traditional, energy intense infrastructures. By prioritising prevention, not just treatment, we aim to fundamentally change the paradigm of healthcare delivery, focusing on holistic health solutions that address the root cause and promote wellness.

This approach is made possible by advances in technology. For example, genetic sequencing, AI, and tech-enabled data analysis have allowed for a better understanding of how genetics drive health, disease, and medication responses in each person. Genetic testing can now identify up to 90 percent of the most common genetic mutations for certain inherited conditions. This will play a key role in predictive and preventive health and bring down costs.

M42 is a leader in human genomics, revolutionising the healthcare industry’s understanding of the role DNA plays in

health and disease. Our OMICs Center of Excellence facilitates the research and sequencing for the Emirati Genome Program (EGP), the UAE’s ambitious national research e ort to comprehensively map one million Emirati genomes. The findings will benefit similar genomics research and innovation e orts worldwide. By harnessing the power of technology, data-driven insights, and personalised interventions, M42 is committed to pioneering innovative approaches that not only enhance the quality of care but also empower individuals to proactively manage their health.

What major challenges do you foresee in global healthcare both now and in the future?

The major challenges facing global healthcare are multifaceted and require urgent attention to ensure sustainable and equitable access to quality healthcare for all.

If we continue on our current trajectory, the shortage of healthcare professionals and facilities will become

unsustainable. According to the World Health Organization, we’re expecting to see a projected shortfall of 10m healthcare workers by 2030 globally. It goes without saying that without enough doctors, caregivers, and hospitals to meet the healthcare needs of growing populations, ensuring global health will become increasingly di icult.

Moreover, the escalating costs of new treatments will become una ordable. The cost of healthcare is already a significant burden globally; in the UAE alone, healthcare expenditure is projected to reach US$30 billion by 2027. This financial strain not only a ects individuals and families but also healthcare systems and governments, making the e ective sustainability of healthcare delivery ever more challenging.

Beyond human capital, facilities, and costs, the healthcare industry itself contributes significantly to environmental pollution, making it one of the largest emitters of such pollution worldwide. When coupled with lifestyle factors and environmental pollution, such as air and water contamination, the outlook for global health becomes more concerning.

HASAN JASEM AL NOWAIS Managing Director and Group Chief Executive Officer M42

“By actively participating in conferences such as Abu Dhabi Global Healthcare Week and openly discussing the benefits and advancements of AI, we aim to foster acceptance and trust among healthcare professionals, patients, and the broader public. Through these efforts, we are committed to driving the adoption of AI technologies in the healthcare sector, ultimately contributing to the development of a health economy that prioritises the well-being of individuals worldwide”

Addressing these challenges requires a multifaceted approach that encompasses innovative solutions and increased investment in both healthcare infrastructure and workforce development, as well as a focus on preventive measures and sustainable practices. Collaborative e orts between governments, healthcare organisations, technology innovators, and the private sector will be crucial in overcoming these challenges.

What role does the Middle East play in the development of a global, datadriven, digitally-led health economy? At M42, we recognize the transformative

power of AI in healthcare, particularly in providing real-time assistance and insight to clinicians. However, we also understand the critical importance of data privacy and ethical data use in this digital age. Our business model is built on a foundation of responsible data stewardship, adhering to the highest international standards and prioritising the privacy and security of patient data. We recently announced the launch of our new M42 Advisory Board — a strategic milestone in realising our vision to redefine global health standards. The M42 Advisory Board will serve as a platform for the world’s foremost health and technology

experts to share their insights, expertise, and industry conversations, with the objective of disrupting and transforming the health-tech landscape. The Board will play a pivotal role in guiding, advising, and fostering connections to drive industry growth, and in how the regional, as well as global, health sector, will support the development of a global, data-driven, digitally-led health economy.

By actively participating in conferences such as Abu Dhabi Global Healthcare Week and openly discussing the benefits and advancements of AI, we aim to foster acceptance and trust among healthcare professionals, patients, and the broader

public. Through these e orts, we are committed to driving the adoption of AI technologies in the healthcare sector, ultimately contributing to the development of a health economy that prioritises the well-being of individuals worldwide.

What is your vision for M42?

At M42, we are revolutionising global health. This transformation is driven by our innovative approach, leveraging genomics, AI, and unique medical technologies to provide precise, personalised and preventive health solutions on a global scale. The launch of Med42, our new generative AI, open-access Clinical Large

Language Model (LLM), underscores our commitment to catalysing global innovation in AI for health, empowering experts to refine and expand AI applications in various medical domains. This strategic vision, combined with state-of-the-art facilities and a vast network of healthcare services, positions us as a pioneering force in transforming the health industry.

www.m42.ae

AI

REGULATION AND AI INNOVATION

AI driven healthcare has the power to solve pressing health problems but it has to be underpinned by international regulation, say Vincent Buscemi and Daniel Morris, partners at Bevan Brittan LLP

AI and data driven technology continues to revolutionise healthcare at a staggering pace and o ers enormous opportunity to shape and future-proof health systems that could be more a ordable, sustainable and equitable.

While countries in the Global North grapple with ageing populations, chronic health problems and lifestyle driven diseases, the Global South faces issues of a ordability and accessibility

of healthcare and the double burden of higher rates of infectious and noncommunicable diseases. AI and data driven healthcare has the potential to help solve some of the most pressing health problems in both hemispheres. Governments around the world are backing the development of this technology with significant public investment, while VC and PE firms are also looking to the potential for returns.

The opportunities

While AI technology’s biggest impact has been in the diagnostic specialties, such as radiology, pathology – those specialties where AI can si through and prioritise medical imaging, detecting patterns and identifying high risk cases – we are also seeing significant developments in the tech-bio field. These are manifested particularly in AI-led drug discoveries, where there is potential for massive e iciencies in time and costs due to savings in the lab work and hard chemistry over many years that conventional drug discovery entails.

In due course, AI will also revolutionise surgery, providing live decision-making support to surgeons while operating. In short, AI technology is going to radically alter almost every aspect of healthcare and the way that it is delivered, whether

that’s in diagnostics, therapeutics, or medical decision making. It will also fundamentally change the landscape of medical education and training, sta ing and workforce and healthcare administration.

The risks/blockers

Speed of adoption is as important as whether we adopt. Move too fast and we risk getting it wrong, causing harm and losing public trust; move too slowly and we risk falling behind and seeing innovation stymied and investment redirected, such as to jurisdictions where technology-led change might be embraced faster.

The balance is between opportunity and risk. And crucial to getting this balance right will be the following:

a. Public trust in AI: addressing

concerns about patient safety, digital discrimination, algorithmic biases, privacy and data security concerns

b. Professional/medical education training and buy-in

c. Regulation and standards – di erent jurisdictions are approaching AI driven healthcare in a variety of ways: the UK approach for example is proinnovation, light touch and principlesbased, utilising the existing regulatory machinery; whereas the European Union’s AI Act is more prescriptive and legislative and takes a risk-based approach to regulation.

d. Preventing unintended/unforeseen consequences: how do we prevent AI tech being used in ways it was never intended? Subverting the principles of AI tech was clearly seen during COVID when clinicians used WhatsApp to

“AI

VINCENT BUSCEMI Partner Bevan Brittan LLP

and data driven healthcare has the potential to help solve some of the most pressing health problems in both hemispheres”

communicate and exchange patient data as it enabled more e ective information-sharing even though it wasn’t secure.

e. Insurance and indemnity arrangements: how do developers and purchasers insure against the risk of AI-caused adverse outcomes; is there adequate coverage and how are such products to be priced?

f. Ensuring there are bright lines of legal responsibility when AI health tech causes harm: does liability sit with the tech companies/developers, the purchasers or the clinicians using it?

g. Understanding the role of human oversight of AI: is that a good or bad thing and does it always ensure better outcomes?

h. Recognising that harm cannot only arise by adopting AI driven healthcare but also not adopting: if AI can analyse many thousands of images/scans in a timescale that a human radiologist would take years to get through, is it acceptable not to adopt while patients are in the meantime dying from pathologies that could be diagnosed quicker and faster by technology? Is this a breach of duty of care?

The challenges

But these risks are where the fundamental dilemma lies. Take radiology for example. The great promise of AI is that it does the grunt work and frees up radiologists for more patient-facing and care roles. Even with human oversight, it’s clear that the aims of AI are altruistically beneficial in enabling better allocation of human resources across the board.

Equally, we know of examples where AI has shown to be insu icient, such as where it is had identified incorrect anatomy or picked up on anomalies that have

later been shown to be artefacts following human oversight at MDT review.

So we’re back to the tried and tested method of medical training via textbook, lecture and on hands learning. But could the solution be down to language? Hippocratic A, a safety-focus large language model headed up by Munjal Shah that could power all the di erent healthcare bots, explores this hypothesis. The company has just secured Series A funding of $120m which is a huge investment. Testing its model in healthcare settings involves passing certifications, training with human feedback and testing for what the company calls “bedside manner.”

Inevitably, the regulatory landscape has to catch up with all this rapid innovation. In the run up to the Bletchley Park conference, the first global AI conference held in November 2023, the UK Deputy Prime Minister Oliver Dowden stressed that any regulation must be created in parallel with developers and requires buy-in

DANIEL MORRIS Partner, Clinical Risk Bevan Brittan

LLP

“How do we prevent AI tech being used in ways it was never intended to be used?”

from the national health systems rather than innovators. The resulting Bletchley Declaration saw up to 30 countries and unions commit to managing the risks of AI though regulation, legislation and international co-operation.

The international commitment to AI security is particularly important in view of the fact that much of AI seems to be an opaque process that is not easily understood. From an investment point of view, it’s much easier to invest in a drug that has spent six years in development and

has been peer reviewed. The lack of hard science behind AI innovations has created a nervousness among investors, hence Munjal Shah and Hippocratic AI’s focus on recognisable certifications and human feedback.

Whatever wizardry AI might be able to achieve, and whether we consider it a partner, a rival or a threat, it will fundamentally change healthcare delivery across the globe. But we must never forget the centrality of the patient or end service user, who has to be at the core of every aspect of the debate, the deployment and the decisions made about AI driven healthcare.

CONTACT INFORMATION

daniel.morris@bevanbrittan.com vincent.buscemi@bevanbrittan.com www.bevanbrittan.com

Our mission is to enable mental health patients to achieve clinically meaningful and sustained behavioral change through developing innovative, rapid-acting, and durable therapeutics.

Visit our website to learn more at www.atai.life

AI AND THE FUTURE OF HEALTHCARE

Healthcare organisations are advancing widescale AI implementation though approaches and timelines diverge, finds a new report from BRG

More accurate diagnoses. Faster clinical trials for life-saving drugs. Personalised patient communications and treatment plans. Streamlined business functions. These and a myriad of other applications of artificial intelligence (AI) in healthcare exploded in 2023 amid the promise of higher valuations, lower costs, reduced burnout, and better health outcomes.

The emergence of generative artificial intelligence and continued proliferation of more mature AI technologies have extraordinary, transformative potential for the healthcare and life sciences industries. But while 75 per cent of professionals at healthcare organisations surveyed by Berkeley Research Group (BRG) believe AI-related technologies will be widespread within the next three

TOM O’NEIL JD-Managing Director BRG

“C-suites and boards of directors will have to identify which areas of AI will be the most impactful, understand implementation timelines and have the self-discipline to fund the education process around this swiftly-evolving technology”

Five takeaways

• Engage proactively with regulators

• Advance thoughtfully

• Track and adapt to new technologies

• Have a robust governance model

• Build on existing AI e orts

years, only 40 per cent have reviewed regulatory guidance in preparing to implement the technology.

These are two of the key findings from BRG’s 2024 AI and the Future of Healthcare survey report, which draws on responses from 150 provider and pharmaceutical professionals— plus interviews with numerous experts— across a broad range of roles, including chief medical o icers, heads of innovation, and digital transformation o icers.

Challenges and opportunities

In addition to assessing healthcare leaders’ perceptions of the AI landscape and their timelines for adoption, the report takes up several significant AIrelated challenges and opportunities. For instance, the unknown impact that Washington, DC, may have in setting specific industry guidelines could be cause for concern. Between President Biden’s October 2023 executive order setting AI safety and security standards and the Department of Health and Human Services’ transparency rule around the use of AI in health records, the government has shown a willingness to shape how AI is used in clinical settings.

AI opportunities, timelines, and risks also vary by organisation type. Pharmaceutical companies have trailed healthcare providers in this regard, as accurate results require large datasets and concerns relating to data privacy and cybersecurity remain prevalent. But healthcare providers also face notable challenges as AI plays a growing role in the healthcare delivery system— where organisations must weigh AI-related risks against the technology’s potential to streamline front-and back-o ice tasks through automation, as well as in diagnostics, decision-making, and care. Notably, improper usage of AI has the potential to expose patient data, raising ethical issues that providers must

reconcile while keeping up with everevolving regulatory guidelines. However, on the provider front, generative AI has accelerated clinicians’ response times to patient messages, which have skyrocketed in volume in response to the expansion of virtual care.

“AI is no longer an academic discussion or a dinner topic,” says Tom O’Neil, JD-Managing Director BRG. “C-suites and boards of directors will have to identify which areas of AI will be the most impactful, understand implementation timelines and have the self-discipline to fund the education process around this swi ly-evolving technology.”

The survey questions covered a broad array of functional areas within the healthcare provider and pharmaceutical industries, including:

• Administration, such as finance, information technology (IT), human resources (HR), and legal

• Commercial and marketing

• Clinical trials

• Patient services

• Governance

• Supply chain and inventory management

• Drug discovery and design

• Drug manufacturing and quality control

So what does the future look like?

Three quarters of healthcare professionals believe AI-related technologies will be widespread within the next three years. However, di erences in timelines projected by healthcare provider and pharmaceutical respondents reflect the diverse applications of AI—and the challenges of fully implementing the technology.

More than half the number of professionals from healthcare organisations—both providers and pharmaceutical companies—say that accuracy, data privacy, and data integrity are chief concerns in implementing AI. These findings come on the heels of new regulatory guidance from government agencies regarding AI and privacy, and the arrival of industry guidelines on AI compliance and ethical use.

Investors spent $31.5 billion in healthcare AI-related technology between 2019 and 2022, and these technologies are expected to fuel more investments, and influence valuations and market value for healthcare organisations moving forward. Recent research finds that wider adoption of AI

could lead to savings of 5 to 10 per cent in US healthcare spending–roughly $200 billion to $360 billion annually in 2019.

Only four in ten overall respondents indicate their organisations are reviewing or planning to review AI regulatory guidance. Despite this, a majority remain confident about regulators’ abilities to develop adequate safeguards. “One of the concerns with AI is the collection of patient data and private information into the large language model,” says James McHugh MBA, Managing Director BRG. “Whether healthcare providers are using a closed or an open version of AI is important, as these AI tools may have a large impact on the potential for anonymous data to be reidentified.”

The report explores what can be done to prepare for forthcoming regulatory shi s and underscores the need to strike an appropriate balance in approach, so neither patient safety and privacy nor innovation are compromised.

www.thinkbrg.com/healthcareai

Definitions

Artificial Intelligence – AI in healthcare involves the use of computers and machine processes to simulate human intelligence and perform complex automated tasks related to health and medicine.

Machine Learning – ML in healthcare involves training algorithms on medical data to recognise patterns and make predictions without specific programming.

Predictive AI analyses historical data and identifies patterns to make predictions about future outcomes or trends.

Generative AI can produce new content, such as images, text or even synthetic medical data, based on patterns learned from existing data.

TRANSCENDING BORDERS AND BETTERING HUMAN HEALTH

Leveraging AI can deliver value and transform healthcare, says Professor Stefan Zohren, co-founder of Favom

In the dynamic world of healthcare, the need for innovation and e iciency has never been greater. By leveraging AI Machine Learning, healthcare organisations can make data-driven decisions, anticipate future challenges, and deliver exceptional care. With this knowledge as a backbone, we can understand healthcare data,

glean insights and implement proactive measures.

For Stefan Zohren, Oxford Research Fellow and Turing Fellow at the Alan Turing Institute, the UK’s national institute for data science and artificial intelligence, the powerful benefit of artificial intelligence across every sector is all too obvious.

By harnessing the vast potential of large healthcare data sets, AI provides a comprehensive understanding of complex healthcare dynamics.

Stefan’s Oxford research is focused on applied machine learning in finance, economics and natural sciences, including deep learning, reinforcement learning, network and NLP approaches. At the Oxford Internet Institute Stefan teaches the intensive module on Machine Learning and the elective on Applied Machine Learning as part of the MSc in Social Data Science. He is also a fellow at the Alan Turing Institute.

Through Favom, the company he cofounded five years ago, Stefan is swi ly demonstrating the astonishing capabilities

of AI. Favom developed a bespoke platform capable of connecting, assessing and deploying a series of AI algorithms across multiple databases for the London AI Centre, which comprises a number of leading healthcare institutions. By applying layered AI capabilities in order to better understand specific conditions and patterns within large healthcare datasets, Favom can now o er unparalleled possibilities that are already transforming the way clinicians and healthcare organisations can make rapid changes and e ective cost savings in healthcare delivery.

Maternity Care

AI and Machine Learning (ML) technology applied across large healthcare data sets enables real-time nudging and the creation of intuitive dashboards, empowering healthcare providers to take pre-emptive actions and resolve potential issues before they escalate. “Leveraging AI in healthcare is not about replacing the human element; it’s about augmenting our capabilities,” Stefan says.

Worldwide only 4 per cent of women give birth on their Estimated Due Date (EDD). Estimated Due Dates (EDD) are used to inform clinicians and patients of the expected day a baby will be delivered. No solution today currently predicts EDD with any real accuracy. Liverpool Women’s NHS Hospital (LWH) data shows 25 per cent of resources are allocated ine iciently, estimated conservatively at an annual £25m cost, representing 185,000 employment hours.

Favom’s AI solutions are helping to solve this issue by using modern AI techniques and established partnerships to present clinicians and patients with significantly more accurate patient-specific EDD profiles. This can indicate whether a baby is expected to be pre-term or not, which has huge ramifications if both clinicians and

PROFESSOR STEFAN ZOHREN Co-Founder Favom

“Leveraging AI in healthcare is not about replacing the human element; it’s about augmenting our capabilities”

Professor Stefan Zohren BSc

Dipl-Grad MSc MSc DPhil PhD

• Co-founder of Favom Ltd

• Associate Professor

• Research Fellow at Oxford-Man Institute

• Research Associate, Oxford Internet Institute

• Stipendiary Lecturer at Worcester College

• Turing Fellow at The Alan Turing Institute

patients are not prepared for the pre-term birth. Hospital resource allocation is heavily driven by EDD and clinical interventions are o en based on inaccurately calculated due dates. Their current modelling has moved the predictive accuracy from 4 per cent to 36 per cent and accurately predicted pre-term births to 88 per cent.

Eye Care

As Stefan says: “The NHS’s journey with AI shows us that we can enhance diagnostics, personalise treatment, and ultimately, save more lives.” For eye care services, Favom’s AI technology delivers:

• Disease Detection: Early identification of eye conditions, facilitating prompt treatment and better preservation of vision.

• Treatment Personalisation: Customised treatment recommendations based on patient-specific data, enhancing the e ectiveness of care.

• Operational E iciency: Streamlined scheduling and resource management, minimising delays in critical eye care services.

Spend Data Analysis

Favom’s expertise extends to financial aspects with spend data analysis:

• Cost Reduction: Identification of cost-saving opportunities without compromising on care quality.

• Budget Forecasting: Accurate predictions of future expenditures, aiding in better financial planning.

• Expenditure Transparency: Clear insights into spending patterns, promoting accountability and informed decision-making.

The benefits of leveraging AI across healthcare will result in enhanced patient care with improved health outcomes through predictive insights and personalised care plans. It will also Increase e iciency and reduce costs, thanks to optimised resource allocation and spend data analysis, enabling a strategic advantage to clients thanks to the cuttingedge AI technology that evolves as they grow.

Professor Stefan Zohren Awards and Honours

• Turing Fellowship

• Marie Curie Fellowship

• JSPS Fellowship

• Honorary Research Associate, Imperial College

• Schoeneborn Prize

• Springorum Medal

• Bernstein Fabozzi/Jacobs Levy Award 2023

Bringing AI technology to the Middle East

“The NHS has taught us the invaluable lesson that at the heart of healthcare lies not just the technology, but the human touch,” Stefan says. “In the Middle East, we have the opportunity to blend cutting-edge AI and ML with this ethos to revolutionise patient care. In the NHS, we’ve seen how machine learning can predict patient outcomes and streamline operations. By sharing these insights with our colleagues in the Middle East, we aim to foster a global healthcare ecosystem that is more e icient, predictive, and patient-centric.”

As he observes, the collaboration between Oxford’s AI expertise and the NHS’s clinical experience has yielded transformative results. “Data is the lifeblood of AI, and the NHS’s approach to data governance and analytics can serve as a blueprint for healthcare systems worldwide, including the Middle East, to achieve excellence in care delivery, he continues. “As we engage with the Middle East healthcare sector, our goal is to deliver value that transcends borders and betters human health.”

HOW HEALTHCARE SYSTEMS CAN EMBRACE PREVENTION

Carly Caton and Gerard Hanratty, partners at law firm Browne Jacobson, explore how to move the dial from curative to preventative healthcare systems

Healthcare systems around the world o en operate in reactive mode, with a primary focus on treating illness once it manifests. We all talk about the need to move to a preventative system. Compelling arguments can be made for a shi towards preventative healthcare models, with Britain’s Shadow Health Secretary

Wes Streeting stating these models are an ambition for the Labour Party if it wins the next General Election.

The potential benefits are vast – healthier populations, reduced treatment costs, and a more proactive approach to health and wellbeing. When we look at the key changes needed to achieve this shi , along with the legal considerations that must be taken into

account, it is clear the path to prevention requires a multi-faceted approach.

Education is paramount

Equipping individuals with knowledge about healthy living is crucial for a successful preventative healthcare system. Schools play a critical role in shaping lifelong habits.

The UK government recently introduced statutory Relationships and Health Education (RHE) in all primary schools and Relationships and Sex Education (RSE) in all secondary schools. These curriculums cover a range of topics relevant to preventative health, including healthy eating and nutrition, physical activity and exercise, and mental and emotional

wellbeing. It makes clear the importance of sleep, avoiding substance misuse and the positive impact of healthy relationships.

Equitable access to healthcare

A ordability is critical. Free or low-cost screenings, vaccinations and checkups ensure everyone has a chance at preventative care, regardless of income.

A 2023 report by the Commonwealth Fund highlighted countries with universal healthcare systems, like Canada, tend to have higher rates of preventative care utilisation compared to those with private insurance-based models. These findings suggest that financial barriers play a significant role in people’s access to preventative services. Governments must

CARLY CATON Partner Browne Jacobson

“The Japanese government actively promotes preventative health practices through public awareness campaigns and readily available health screenings covered by national health insurance”

therefore prioritise funding for preventative care initiatives and work towards universal access for all citizens, which will include looking at how di erent funding models, be they state-based, insurance-based or a blended approach, can support a cultural shi from sick care to health care.

Reaching outward

Under-served communities o en face unique challenges, such as transportation di iculties, lack of cultural competency in healthcare settings, or language barriers. However, mobile clinics, community health fairs and targeted outreach programmes tailored to specific needs can bridge the gap and connect these populations with essential services.

A 2022 study published in the Journal of Community Health found that mobile health clinics significantly improved access to preventative care services, particularly for chronic disease screenings and mental health evaluations in low-income neighbourhoods. These results emphasise the need for equity of access and outcomes when addressing the development of preventative healthcare models.

Tech-powered prevention Technology holds immense potential. Telemedicine facilitates remote consultations and screenings, especially for those in geographically remote areas. Wearable devices empower individuals to monitor health metrics like heart rate, blood pressure and sleep patterns, allowing them to track progress towards goals and identify potential health concerns early on. Additionally, data analysis of anonymised health information collected through these tools can help us identify e ective preventative strategies and allocate resources more e iciently.

A 2021 research paper published in JMIR Public Health and Surveillance found that telemedicine interventions on diabetes patients were successful in promoting preventative behaviours such as medication adherence and healthy diet choices, as well as improving chronic disease management. Integrating such technology into mainstream healthcare systems and incentivising its use to reward citizens for healthy lifestyles can revolutionise preventative care delivery. It can also allow patients and healthcare providers instant access to their medical history and wider social history, if agreed, to enable a holistic approach to prevention.

Unity is key

A united front is essential for a successful preventative healthcare system. In the UK, collaboration between the National Health Service (NHS), local authorities, charities and community organisations plays a crucial role.

The NHS, for instance, works alongside the O ice for Health Improvement and Disparities (OHID), part of the Department of Health and Social Care, to develop national preventative health strategies. The OHID also collaborates with local authorities to implement these strategies at a regional level. Local authorities then partner with community organisations to

reach under-served populations and deliver targeted outreach programmes.

In moving to a holistic approach to support the preventative health agenda, it will be important to draw on educational and social housing expertise, as well as developing an understanding and approach to environmental factors that can adversely a ect health.

Learning from success

It is useful to look at the countries that are practising preventative healthcare to good e ect. Japan, for example, boasts a culture of preventive screenings and readily available check-ups. The Japanese

government actively promotes preventative health practices through public awareness campaigns and readily available health screenings covered by national health insurance. These screenings o en target specific populations at higher risk for certain diseases, such as mammograms for women over 40. Japan’s emphasis on early detection and proactive healthcare management serves as a valuable example for other countries seeking to prioritise prevention.

In Australia, there is a huge focus on healthy lifestyle and education within schools. The Australian government’s “Get Healthy, Stay Healthy” programme

GERARD HANRATTY Partner Browne Jacobson

“Governments will need to work with healthcare stakeholders to develop regulatory frameworks that support the delivery of preventative care services while ensuring patient safety and quality of care”

integrates health education into the national school curriculum, promoting healthy eating, physical activity and mental wellbeing among students. The programme also emphasises social and emotional learning, equipping students with life skills that contribute to overall wellbeing. By instilling healthy habits from a young age, Australia sets the stage for lifelong preventative care behaviours and reduces the burden of preventable diseases on the healthcare system.

Canada and Singapore are further examples demonstrating proactive approaches to public health with an emphasis on preventative measures such as immunisations, screenings and pre-natal care. Canada’s commitment to universal access to healthcare demonstrates that preventative care is not only feasible but also essential for promoting health equity and reducing healthcare disparities, while Singapore’s comprehensive approach to preventative care has contributed to its reputation as one of the healthiest nations globally.

Problems and solutions

The road to prevention isn’t without obstacles. A significant hurdle lies in funding preventative initiatives and, clearly, innovative solutions are required. A 2023 study published in Health A airs found that investing in preventative care can generate significant cost savings in the long run by reducing the burden of chronic diseases on healthcare systems.

But who is going to pay in the first instance and where will the money come from while this shi is happening? How long will it take to see the improvements and drop in current costs spent on our curative systems? The Health A airs study suggests that reallocating resources based on data-driven insights into

preventative care e ectiveness and cost e ectiveness can help prioritise funding for initiatives with the greatest potential for impact.

One thing that governments can do is explore alternative funding mechanisms, such as public-private partnerships or health impact bonds, to finance preventative care initiatives and incentivise collaboration between healthcare stakeholders. It may also be time to revisit the relationship between state and insurance healthcare in countries where both exist, to look at how to provide equity of access and outcomes to all citizens.

Getting the balance right in commissioning

It has long been clear that many health systems are principally focused on physical health provision. However, even prior to the COVID-19 pandemic, it was becoming apparent that many health systems faced potentially being overwhelmed by the need for mental healthcare.

Recently, we have seen the impact of a worldwide shortage of medicine for those who su er from ADHD and the impact that has not only on the individual, but also their family and carers. The same could be said for hormone replacement therapy, epilepsy and even some diabetes drugs.

An essential part of any preventative health plan must be to balance the physical and mental health wellbeing of citizens, while the broader ecosystem must also consider the security of global supply chains.

Legal considerations begin with regulatory framework

Implementing preventative care programmes may require changes to existing regulations and healthcare policies. For example, expanding telemedicine services across state or national borders may necessitate updates to licensing requirements and reimbursement policies.

Governments will need to work with healthcare stakeholders to develop regulatory frameworks that support the delivery of preventative care services while ensuring patient safety and quality of care. As previously discussed, it will also be important for any regulatory framework to place equity of health care provision as a central plank in enabling a system focused on prevention.

Data privacy and security

Leveraging technology for preventative care involves collecting and analysing

large amounts of health data. Ensuring the privacy and security of this data is paramount to maintaining patient trust and compliance with regulatory requirements.

Healthcare organisations will need robust data privacy and security measures, such as encryption, access controls, and regular audits, to protect sensitive health information from unauthorized access or disclosure. Equally patients will need to be clear on how much they will share to maximise the opportunities to improve their health and wellbeing.

Informed consent

Engaging patients in preventative care initiatives requires obtaining informed consent for participation in the screening programme, interventions or data collection activities. Clear communication of the purpose, risks, benefits and alternatives of preventative care services to patients will be needed, allowing them to make informed decisions about their health.

Providing accessible educational materials, counselling and support services can help patients understand the importance of preventative care and actively participate in their own health management.

Is preventative care the answer?

In conclusion, shi ing towards a preventative healthcare model holds huge potential for improving population health outcomes, reducing healthcare costs and promoting a culture of proactive wellness. By implementing a multi-pronged approach that includes education, access, outreach, technology and collaboration, healthcare systems can lay the foundation for a healthier future.

Despite the challenges and legal considerations involved, the benefits of preventative care will far outweigh the costs and ultimately, lead to a reduction in sick care cost. With concerted e orts and innovative solutions, we can transform healthcare systems from reactive to proactive, ensuring that prevention remains at the forefront of public health initiatives.

THE RISE OF THE WELLNESS SECTOR IN THE UAE

The UAE is ideally positioned for both residents and tourists to access high end treatments and facilities, finds a new report by Knight Frank

Following the COVID-19 pandemic and the rise in non-communicable diseases, people are becoming more health-conscious. A much higher proportion of all populations are actively pursuing care through preventive medicine, fitness activities, nutritional counselling and other methods. The growth in population between the ages of 40-59 years

and 60 years will create a greater need for medical wellness services to manage agerelated health issues and maintain quality of life through rejuvenation treatment, spiritual healing, and other options.

The Global Wellness Institute defines wellness as ‘the active pursuit of activities, choices and lifestyles that lead to a state of holistic health’. There are 6 paradigms

of wellness – spiritual, physical, occupational, emotional, intellectual and social – each contributing to an individual’s wellbeing:

• Spiritual - Expanding a sense of purpose and meaning in life

• Physical - Recognizing the need for physical activity, diet, sleep and nutrition

• Occupational - Personal satisfaction and enrichment derived from one’s work

• Emotional - Coping e ectively with life and creating satisfying relationships

• Intellectual - Recognising creative abilities and finding ways to expand knowledge and skills

• Social - Developing sense of connection, belonging and a well-developed support system

Defining the wellness paradigm

Wellness Market Trends

The medical wellness paradigm refers to an approach to healthcare that focuses on promoting overall well-being and preventing illness rather than solely treating diseases and symptoms. It can be classified between pro-active and reactive o erings and services.

Types of wellness o erings

Wellness clinics are healthcare facilities that focus on promoting and maintaining overall health and well-being by addressing specific health concerns or achieving certain health goals. These facilities are clinically focused, in comparison to wellness resorts, and are sta ed by doctors, nurses and therapists. They include chiropractic clinics, anti-ageing and aesthetic clinics, preventive medicine such as cancer screening and weight management, and nutritional counselling.

Wellness resorts are focused on promoting overall well-being by combining health and relaxation with a greater emphasis on rejuvenation. They are o en located in beautiful surroundings, such as beaches, mountains, forests, hot springs or desert oasis locations. They have a diverse sta including wellness practitioners, fitness trainers, nurses, hospitality professionals and others. Therapies include:

• IV drips for infusion and rejuvenation

• Yoga and pilates

• Meditation and mindfulness

• Healthy dining

• Digital detox

• 360 health assessment

• Hyperbaric oxygen treatment

• Outdoor experiences such as cycling and hiking

Wellness market trends

As of 2022, the MENA region has shown the strongest resilience, recovery and growth since the start of the pandemic.

Wellness Demand Market Drivers

2022. The average expenditure per wellness trip has grown the fastest in MENA region, reaching USD 1,354 per trip in 2022. The MENA region witnesses an equal split (50 per cent) of international and domestic wellness tourist during 2022, which depicts high demand for wellness services within the domestic market.

Why the UAE for wellness choices?

Location

The UAE is strategically located with 10 major airports, 12 seaports, 6 national carriers and an elaborate network of roads

The MENA wellness economy in 2022 was at $145.40bn, an annual average growth of 14.7 per cent (2020-2022). Sectors such as personal care and beauty, healthy eating, nutrition and weight loss are the major contributors. However, it is important to note that some of these sectors overlap with each other. Post-pandemic, segments such as physical activity, wellness tourism and spas have witnessed an increase in market share due to growing health awareness and state of the art infrastructure. In addition, UAE has earned a spot in the Top 20 destination markets for wellness tourism and spas in the year 2022.

The wellness tourism expenditure has increased from $2.8bn in 2019 to $5.44bn in

connecting to more than 200 countries across the globe. This connectivity allows one third of the world’s population to reach the UAE within 4 hours and two thirds to reach it within 8 hours. Approximately 1.5 per cent of the global UHNW Individuals are within a 4 hour flight time and a substantial amount are within an 4-8 hour flight time, making the UAE an attractive location for wellness tourism.

Increased medical tourism

The UAE leads the MENA region as a medical tourist destination; and on the global stage the Emirates of Dubai ranks 6th and Abu Dhai ranks 9th as per the global medical tourism index 2020-2021.

From a treatment perspective, medical tourists visited the Emirates mainly for treatments in dermatology and skincare, fertility treatment and orthopaedics due to the number of internationally recognised professionals, quality medical infrastructure and overall tourist experience.

The UAE tourism strategy 2031 aims to attract 40m hotel guests by 2031 and add 100bn in tourism investment.

• Abu Dhabi received 18m tourists in 2022 with a five-star hotel occupancy at 70 per cent.

• Dubai received 12.8m tourists in 2022. Most tourists were from Europe at 19 per cent, followed by South Asia at 18 per cent and then GCC at 16 per cent. The average hotel occupancy was more than 75 per cent.

• Dubai received 674,000 medical tourists in 2022 spending AED992m.

Cultural appeal

The UAE’s vibrant cultural heritage and traditions o ers a compelling setting for wellness resorts, incorporating special experiences such as herbal treatments and cupping therapies with guided cultural tours, enhancing the overall stay and experience.

Demand for luxury services

UAE’s reputation as a luxury tourism hub attracts visitors who are willing to pay a premium for unique and high-quality experiences. Moreover, it has a luent population seeking personalised care and wellness services. As such, wellness resorts

“The medical wellness paradigm refers to an approach to healthcare that focuses on promoting overall well-being and preventing illness rather than solely treating diseases and symptoms”

o ering premium services and facilities are likely to resonate with this market.

Ease of doing business

The UAE is ranked 16th in ‘Ease of Doing Business’ out of 190 economies globally in 2020. Political stability and a conducive business environment has enabled the UAE to become a preferred destination for investors and tourism. Moreover, UAE o ers robust infrastructure including advanced transportation, utilities and amenities, which can facilitate the development and operations of a wellness resorts.

Opportunities

• Comprehensive medical wellness services combined with luxury experiences can attract high-income clients

• Establishing facilities that integrate traditional medicine with modern treatments including focus on preventive

health services can attract individuals seeking proactive and holistic care

• Creating medical tourism packages that includes wellness services can attract international visitors seeking a comprehensive health experience

• Developing real estate projects focused on wellness such as residential complexes with integrated wellness services can cater to the growing demand for healthy living spaces

Key success factors

Selecting a strategic location that provides easy accessibility, scenic views, and privacy can increase the resort’s attractiveness and convenience for visitors.

Forming strong partnership with local healthcare providers, fitness centres and wellness practitioners can enhance service o erings, broaden market reach and improve overall quality.

The UAE’s advanced infrastructure and accessibility makes it easier for both residents and tourists to take advantage of such medical wellness services. Demand for wellness services in UAE will be driven by the steady flow of tourists seeking luxurious and distinctive experiences combined with a larger proportion of individuals with high disposable income.

CONTACT INFORMATION

www.knightfrank.ae/advisory-and-

INCREASING EFFICIENCY IN INTEGRATED HEALTH SYSTEMS

Jo Smith at Mott Macdonald explains how an approach to Performance Optimisation can reduce wasted resources in healthcare

It seems to be accepted that wasted resources within healthcare organisations and systems is inevitable. With poorly designed operational and functional processes, outdated workforce models, ageing estates and the inconsistent adoption of digital innovation , the challenge lies in how to design facilities, infrastructure programmes and new ways of clinical and operational working which

have the potential to not just improve performance – but truly transform it.

For Jo Smith, an approach known as Performance Optimisation is an answer, helping healthcare organisations and systems improve e iciency and e ectiveness of delivery by identifying and repurposing wasted resources. “It’s primary purpose is to optimise resources through a process of benchmarking and

analytical anaylsis,” she says. By reviewing current functional, clinical, operational and financial performance and identifying the scale of potential optimisation, it is possible to create a healthcare organisation that has the ability to transform the way it operates, looks and behaves in a sustainable way.

Jo began her career in operational roles with the UK NHS, focusing on clinical quality, clinical governance and patient safety. She moved into consultancy, joining the former NHS National Clinical Governance Support

Unit where her remit was to work with international healthcare organisations which included leading a whole healthcare reform programme for Gibraltar, a UK protectorate of 36,000 people, developing a clinical governance approach for the Italian Ministry of Health, and introducing patient focused care principles to a hospital in Lisbon. From there she had her first stint at Mott MacDonald and led a co-productive team in the strategic and clinical design of the new hospital build for Bermuda; the next stop was at EY where Jo

“PO is based on the premise that every healthcare organisation around the world, no matter how good, wastes up to 45 per cent of its resources”

spent eleven years developing their global health business. At Mott Macdonald she is responsible alongside Richard Cantlay for developing the company’s healthcare consulting strategy and delivery approach.

What is Performance Optimisation or PO?

PO is based on the premise that every healthcare organisation around the world, no matter how good, wastes up

to 45 per cent of its resources. There is evidence both qualitative and quantitative evidence to support this including from the WHO, JAMA Intermountain Health and the Dartmouth Institute. Waste can be found in di erent places - in the functional aspects around wards, beds, emergency department operating rooms and also within human resources, clinical teams and non-clinical teams.

Financial waste can also be seen in very simple things like the supply chain or the pay reward structures, or costs to

power hospitals. But there is also waste in the whole system. Many healthcare organisations don’t understand their core business and may have clinical teams focusing on unnecessary clinical practices.

There are a number of root causes for this waste and these include: individual and organisational behaviour, healthcare demand not necessarily being created by real need, and unwarranted clinical variation which increases the risk of patient harm and wastes resources.

Performance optimisation works on the premise that an organisation needs to identify what that 45 per cent waste is, where it sits, and how to repurpose it. It can be used for new clinical services, cost improvement, new estates or optimising the way in which the current estate works. It can also be used for creating new pathways across the health care system within a reconfiguration.

A key part of the work in performance optimisation is not only identifying the waste and repurposing it, but

also looking at how technology, digital solutions, automation and simple things like an integrated health record can help.

What is the main challenge in performance optimisation?

Healthcare is probably one of the most disruptive industries in the business right now when we consider new technological interventions, new treatments, AI, automation and more. The delivery of healthcare is fundamentally underpinned by process but, despite access to rapidly evolving technology, this process hasn’t changed for years. Clinical teams become used to doing what they’ve always done and sta who move from hospital to hospital don’t want to have to learn a new way of doing things, and in all honesty I wouldn’t necessarily want to be a patient in a hospital that was testing new processes. Therefore one of the fundamental challenges is convincing clinical teams to adopt new way of working whilst asking them to go on a journey that may at times feel counter-intuitive while continuing to deliver high quality, safe patient care.

Another challenge concerns the people. They make healthcare the most fascinating and energising sector to work in, but also can make it one of the most di icult. COVID 19 had an obvious human impact and we were able to change incredibly quickly via technology. But once the threat of COVID dwindled, everything retrenched. Today there is so much pressure on the system, particularly in primary care, that there is not enough capacity to enable face to face consultations anymore. Yet there is always going to be a need for human connection – so how do we meet that need by creating new models of care that enable an integrated health system that is driven by patient need?

How does performance optimisation work best?

There is a moral imperative in performance optimisation, certainly in publicly funded healthcare systems. Generally we are living longer but not necessarily better so healthcare is not going to become cheaper. We have to ensure that every single Pound, Euro or Dollar is therefore used in the most e ective way possible.

It’s very much a journey as it depends upon what healthcare organisations

“The hardest change process is convincing clinical teams to adopt a new process with well-trodden evidence”

want to achieve. If they just want to achieve cost reduction, that’s probably fairly simple. But there is also room to introduce new ways of working methods that will start driving optimisation for both sta and patients, so that patients are seen in the most appropriate place, in the most appropriate way, by the most appropriate clinical individual. This obviously has to be the end goal when looking at optimising the delivery of healthcare.

It’s easy to think that the key to improvement lies in a brand new facility, but we need to look at this new facility through the lens of the potential that can be derived through the delivery of new processes, patient pathways and the supporting systems for a new model of care. The first requirement is a piece of strategic healthcare planning to ensure that a new facility will be designed, or NOT designed, to meet the needs of both the current and future population. This strategy when considering the return on capital investment of healthcare infrastructure programmes. The best return on investment is a wise operator, so to derive the greatest amounts of return on investment from a capital project, performance optimisation has to be considered first and foremost.

Everyone gets very excited by the idea of a new hospital but, if people work in the same ine ective, ine icient ways in a new facility, the potential for transformation is diluted or lost. The potential sits in how the new building drives new operations and improves the quality of care. What’s the point of having a shiny new hospital if nothing changes inside it?

Is there a turnkey solution in PO that organisations can adapt?

I don’t believe that healthcare is just healthcare. You can standardise the way in which healthcare can be delivered, but you cannot standardise the cultural and demographic di erences. Places like the Middle East, particularly Saudi Arabia, are thinking about programmes for new buildings as a consequence of the clusters

and the challenging geographical issues – they are looking to serve very intense urban populations such as Riyadh, as well as poorly served by health care providers that may be very isolated areas with only a small population. And this strategy is also true of facilities in South Africa and other parts of Africa as well, also in Australia and New Zealand.

So how do you create a health care system which is not necessarily predicated on a building? In such diverse and geographically-dispersed populations, the solution is to create an optimal system where some parts are facility-functioning and other pieces are system-functioning. There is always a way in around performance optimisation which may not necessarily be about facilities.

Are there any other factors that should be considered?

It depends on many things, such as elements of competition. This is where conversations about models of care, quality of care and patient experience are incredibly important. Then there are di erent conversations around performance optimisation depending upon the pain point of the client. Many large facilities are now being used for medical tourism, so it’s important to identify how to attract insurance companies as well as showing that patients will have the optimal experience.

What do you tell your clients on the first meeting?

I have applied this approach all over the world, not just within the NHS, and I’ve delivered it with both public and private healthcare organisations in healthcare systems. It’s a truly global approach and has been tested in a truly global way.

joanna.smith@mottmac.com www.mottmac.com

BIOTECH & GENOMICS IN MIDDLE EAST HEALTHCARE

Legal consultants Christina Sochacki and Andrea Tithecott at Al Tamimi and Company discuss biotechnology and genomics strategies across the GCC

Earlier this year, 2024, the Kingdom of Saudi Arabia (KSA) unveiled its ambitious National Biotech Strategy, aiming to become a regional leader and global player in the biotechnology sector. This strategy is complimentary to Vision 2030 goals and the Saudi Genome Program.

KSA is not alone in its pursuit of biotechnology excellence in the region. Specifically in relation to genomics, several other countries in the Gulf Cooperation

Council (GCC) have launched their own national genome programs, with the aim of using genomic data to improve health and well-being, understand and treat rare genetic diseases, and develop personalised and preventive healthcare. For example, the United Arab Emirates (UAE) has developed the Emirati Genome Program to establish a national genomic database, and recently issued a new law to regulate the use of the human genome database. The

Kingdom of Bahrain (Bahrain) developed its National Genome Program and set up the National Genome Center and the Regenerative Medicine Center, which o er a range of innovative therapies, including stem cell therapy, tissue engineering, and gene therapy.

This particular current focus on genomics, as well as cell and gene therapy, aligns with the region’s high incidence of genetic diseases. We expect to see a marked increase in demand – and development of legal and regulatory pathways for –CRISPR, stem cell therapies, and similar technologies.

KSA – National Biotech Strategy

KSA’s National Biotech Strategy’s goals include prioritising its preparedness and active involvement in vaccine development

and distribution; reducing dependence on imported drugs through localising bio-manufacturing, increasing biologic and biosimilar exports; expanding the national genomic database and

CHRISTINA SOCHACKI Senior Consultant, Healthcare & Life Sciences, Saudi Arabia Al Tamimi & Company

“We expect to see a marked increase in demand – and development of legal and regulatory pathways for –CRISPR, stem cell therapies, and similar technologies”

analytics platform, and developing a supportive regulatory environment; and establishing and securing a sustainable food supply in KSA, supporting the Saudi Green Initiative.

The Kingdom sees the advancement of a biotechnology agenda as contributing towards high quality job opportunities, boosting financial reserves, and cultivating a knowledge economy. Biotechnology is one of the industries targeted for localisation, through bio-manufacturing of vaccines and biosimilars, feeding into the Kingdom’s drug security aims. The strategy focuses on supporting research and development, fostering local biomanufacturing capabilities, and forging strategic partnerships with global leaders in the biotechnology field.

Key highlights of the KSA National Biotech Strategy include:

1.Vaccines:

a.Develop end-to-end vaccine manufacturing capabilities for self-su iciency and MENA region exports

b. Drive R&D in innovative vaccine technologies and become a regional hub for late-stage vaccine development

2.Biomanufacturing and Localization:

a.Build state-of-the-art local end-to-end bio-manufacturing platform to increase selfsu iciency, allow for the opportunity to export biologics/ biosimilars globally, and enable the broader biotech sector

b. Foster biosimilars penetration to reduce healthcare spend

3.Genomics:

a.Expand the national genomic database and analytics platform with the goal to foster research and drive prevention, diagnosis, and tailored advanced therapies, including cell and gene therapies

b. Foster innovation through supportive policies and improved access to genomics data

c.Integrate genomic analysis and therapies into healthcare for more accurate prevention, diagnoses, and e ective interventions

4.Plant Optimization:

a.Enhance food self-su iciency and agricultural productivity in the Kingdom

b. Promote climate sustainability and green practices

In addition to these four strategic areas, the National Biotech Strategy prioritises broader enablement, fostering a thriving biotech ecosystem that encompasses a wide range of applications. The strategy seeks to provide a strong foundation for the broader biotech sector and nurture the overall growth and development of the biotech sector.

Regional genomics programs

We see across the region a focus on creating country specific genome programs amongst a rising awareness of the study of genomics and development of personalised medicine.

Kingdom of Saudi Arabia

In KSA, the Saudi Genome Program (SGP) started in the King Abdul Aziz City for Science and Technology (KACST), which aimed to sequence the genome of Saudi Arabians and study the underlying basis for rare genetic diseases. In 2022, the first phase of strategy development was set in motion for SGP, unveiling the roadmap for SGP 2.0. Amongst its goals are: establishing the Kingdom as a global hub for worldclass collaborations on prevalent genetic diseases, becoming a leader in genetics and genomics within the MENA region, and ensuring genomics plays a vital role in delivering high-quality healthcare to all Saudi citizens.

In addition, the Saudi Biobank, a national medical research project, supports genetic and epidemiological research of rare diseases. A variety of other medical genetics programmes have been established in the Kingdom, including through several institutions focused on science and technology, such as King Abdullah University of Science and Technology (KAUST), King Saud University (KSU), King Abdulaziz City of Science and Technology (KACST), King Abdullah Institute of Medical Research (KAIMRC) and King Faisal Specialist Hospital and Research Center. (KFSH&RC). Many of these institutions have made substantial investments in state-of-the art infrastructure, including a batch-size manufacturing line in KACST.

Complimentary to these initiatives, in August 2023, the Saudi Cabinet announced the approval of the Saudi National Institute of Health (SNIH). The institute will focus on supervising and promoting the value of translational research – turning basic research into practical results – and clinical trials. Earlier this year, the SNIH posted for public comment a dra regulation concerning the issuing of grants by the SNIH. Furthermore, we have seen the Saudi Food and Drug Authority create a regulatory framework for biosimilars, and Dammam Valley launched a biotech startup program in 2022. It also announced the development of a Saudi-German Genomic Center in Riyadh to establish this stateof-the-art genomic center which stems

from the Kingdom’s goal to accelerate the implementation of genetic testing for the early diagnosis of diseases, particularly cancer and rare genetic disorders, but also address the preventive element in personalised medicine.

United Arab Emirates

The UAE recently issued a new law to regulate the use of the human genome. The law aims to ensure the safe and ethical use of the human genome for various purposes, such as health, research, and legal matters, while protecting the rights and dignity of individuals and the public interest. The law also establishes a national genomic database and a genome program to utilise the genomic data of the UAE citizens and develop the Emirati genome reference.

This compliments the national genome program, the Emirati Genome Program, launched in 2019, which aims to use large-

scale genomic data to improve health and well-being, and is overseen by the UAE Genomics Council. The goals for the resulting reference genome are to develop personalised and preventive healthcare for the UAE’s citizens and a comprehensive

ANDREA TITHECOTT Partner, Head of Regulatory Practice,

Healthcare & Life Sciences Corporate Commercial Al Tamimi & Company

“The UAE recently issued a new law to regulate the use of the human genome and those seeking to provide services related to it”

understanding of rare genetic disorders and develop new treatments.

G42 Healthcare aims to boost its clinical genomics capabilities and has built the region’s largest Omics Centre of Excellence, which leverages advanced sequencing technologies for short and long reads and includes a somalogic proteomics laboratory and the Middle East’s largest third generation sequencing platform.

Kingdom of Bahrain

In Bahrain, the National Genome Program was launched in 2019, with the goal of drawing Bahrain’s genetic map and creating a comprehensive database. Another significant development towards revolutionising healthcare in Bahrain entails the establishment of the National Genome Center, an institution dedicated to studying the human genome and its impact on health and disease. One of the primary goals of

the National Genome Center is to create a comprehensive database of genomic information from the Bahraini population. With the recent establishment of the Regenerative Medicine Center, Bahrain is seeking to be at the forefront of innovative healthcare solutions. The center o ers a wide range of regenerative therapies, including stem cell therapy, tissue engineering, and gene therapy. The Regenerative Medicine Center in Bahrain is actively involved in research and clinical trials to develop e ective gene therapies for a range of conditions.

Conclusion

These initiatives demonstrate the growing awareness and interest in biotechnology and genomics in the GCC, as well as the potential for collaboration and innovation in this field. Biotechnology and genomics o er tremendous opportunities for advancing healthcare, agriculture, and

environmental sustainability in the region and beyond. By harnessing the power of biotechnology and genomics, the GCC countries can enhance their competitiveness, resilience, and quality of life in the face of global challenges and opportunities.

Al Tamimi & Company’s Healthcare & Life Sciences sector group regularly advises on all legal and regulatory matters pertaining to the healthcare and life sciences industries. For further information please contact: a.tithecott@tamimi.com c.sochacki@tamimi.com www.tamimi.com

MENTAL HEALTH

THE PHYSICAL HEALTH BENEFITS OF TREATING MENTAL HEALTH ISSUES

Better mental health leads to better wellbeing, says Phil Anderton, ADHD360 MD

When we look at the immediate e ects of improving mental health over recent times, we observe many di erent perspectives. These include the rising costs to providers for expanded mental health treatment through to increased empathy for the patient or for the community at large. Better mental health leads to better wellbeing, and the circle of positivity is seen to climb to new and dizzy heights.

We also should note that, nuanced within the cover-all of mental health and neurodiversity, are mental health issues that themselves have responded well to

treatment and a more positive outlook in society. These days neurodiversity - or neurodivergence as it is o en referred to - has far better press with an accompanying wider spread of understanding, particularly of autism and ADHD.

Of course, this comes with a cost to society, namely, the more understanding, the more recognition. The more recognition, the more people accessing services. The more people accessing services, the more people being diagnosed and treated. And that comes at a cost. A cost for the service provision,

and on-going funding requirements for continued treatment, and for some, medication.

This gives rise to the alternative common perspective in the USA and UK that ‘this is costing far too much’ and ‘our services cannot handle this amount of demand for assessment and treatment’ – a sad indictment on the rising empathy and understanding for these prevalent conditions, potentially prohibiting progress for treatments that are low cost to providers and payors.

Learning

from experience

As the Arab world begins in earnest to address mental health matters, we should look back to the west for lessons that can be learned. We should also absorb the abundant information to help shape policy and strategy in these mental health emerging markets.

Notable from the perspective of the Emirates, especially Dubai, are the aspirations to creating one of the

world’s best healthcare sectors centred on human well-being and happiness with an additional goal of making the region one of the best places to live and work. Similarly in the Kingdom of Saudi Arabia and its new region of NEOM, the goal is to build the land of the future, with an aim to redefine liveability.

Within ‘mental health’ one such opportunity comes from seeing mental health as a partner to physical health. By addressing combinations of inputs and outputs we can witness significant health improvements overall, measured in terms

of positive outcomes. Rarely is health measured in overall outcomes, free from ‘silo’ thinking, and free from internal wrangling between department, budget holders or payors.

If we look at emerging best practice regarding, for instance, the treatment of ADHD as a holistic intervention, rather than one for mental health, we start to observe a changing landscape, not merely for treatment, but for service design, funding and overall cost benefitbased business cases. The argument for a change in thinking, or in the perspective

PHIL ANDERTON Managing Director ADHD360

“Rarely is health measured in overall outcomes, free from ‘silo’ thinking, and free from internal wrangling between department, budget holders or payors”

of the UAE and NEOM, for radically revolutionary and visionary thinking, is compelling. And it is far easier to start ‘the right way’ than it is to overturn layers of mistaken, culturally embedded thinking.

So what is ADHD?

ADHD is defined by many commentators as a disorder of the brain, caused by a slight imbalance of the chemicals in the pre-frontal cortex (think forehead). Thus, ADHD has found a home in Psychiatry, sometimes Psychology, but normally

treated successfully with medicines.

But if we look further into ADHD, and redefine the whole package by examining the e ects of ADHD on physical health, ‘below the neck’, we begin to see the issue through new optics. Moreover, we see new funding opportunities and new savings in terms of health, well-being and wellness, as well as seeing significant cost savings for payors and policy holders in the wider, strategic context.

According to Professor Russell Barkley, former professor of psychiatry and neurology in the U.S. ADHD can reduce

life expectancy by as much as 13 years, but it is reversible. This reversable nature is very significant, for the loss of life is not from ‘pure’ ADHD in isolation, but from the associated physical health risks that emerge from not treating ADHD appropriately.

To realise the benefits described, payors need to come away from silos and vertical ringfenced structures and look ahead. Should they take this opportunity in the GCC, Arab nations will immediately catapult themselves to world leaders in public health.

The impact of ADHD treatment on public health

The ADHD ‘below the neck’ approach delivers what could be the single most e ective impact on public health in recent times. Assessing and treating more than 1100 new patients every month is achievable only through digital platforms and robust processes. By advancing to ‘scale’ in 2022 with the use of appropriate ‘telehealth’ and forming the Virtual Neurodiversity Hospital in 2023, ADHD 360 have embraced and defined change for the ADHD and autism community. An adjunct at first, but now a major driver for successful patient outcomes, is the physical health benefit profile of treating ADHD.

As a company we have prioritised 5 key public health areas for consideration in 2024, a ectionately referred to as the Michigan Model:

• Diabetes

• Alcohol and drug abuse

• Smoking cessation

• Disordered sleep

• Hypertension

Each of ADHD 360’s 20,000+ patients have their blood pressure and pulse taken monthly. This random sample of testing for hypertension reveals high BP regularly, connected to the anxiety of having untreated ADHD and, once the patient is treated and medicated, we see BP return to acceptable norms.

Similarly, working from baseline data recorded when a new patient onboards, we can see that, as the ADHD patient is treated, two significant factors in their life can change. Firstly, as opposed to a disordered life of unplanned eating, no diet considerations and choosing fast food for main dietary satisfaction, the capability to plan a diet, shop with purpose and eat with food health in mind, leads to not only a healthier diet but also considerable weight loss. Coupled with the fact that many ADHD medicines or stimulants have an appetite suppression side e ect, we see dramatic, relevant changes in BMI over a relatively short space of time, o en 3-6 months.

Treatment for ADHD in patients present with excess weight or obesity can and does a ect their weight to manageable levels.

The impact on pre-diabetes and diabetes per se is now widely acknowledged within our clinic. When we look at the opportunity in the Middle East, where diet and the high sugar content of available foods, especially

fast food, is readily available, treating ADHD will undoubtedly have a profound impact on this important aspect of public health. ADHD is also recognised to cause addictive behaviours. For the ADHD brain, there is a deficit in dopamine and any excess levels of a stimulant in any form carries a risk of being incredibly addictive. For those with untreated ADHD, excess ca eine and illicit substances such as cocaine and nicotine, satisfy these cravings, but are all high risk behaviours. ADHD medication replaces the inappropriate need, o en referred to as selfmedication, and builds a healthier and more sustainable lifestyle.

Instead of the lens on mental health issues such as ADHD being one of ‘can we a ord to treat this?’ we should adopt a new mindset. We should ask service providers to challenge themselves and ask a few simple questions of their patients:

• Is the patient at increased risk of heart disease?

• Do they need to adapt to a healthy BMI?

• Do they need to reduce their chances of having a stroke by quitting smoking?

• Do they need to stop taking illicit drugs such as cocaine to get through the working day?

• Should they eat more healthily and do they need help to learn how?

• Should I screen them or their child for ADHD?

Screening for ADHD only takes minutes, and can and will deliver on the required public health agenda, as well as satisfying the obvious mental health needs of our community.

PHIL ANDERTON Managing Director ADHD360

“When mental health treatment is combined with public health outcomes, the strategic imperative is very clearly mapped out”

Remembering that 5 per cent of the population will have ADHD, we should be mindful that in a youth population expected to double within this decade, the drivers for change are not only based around health considerations but also around commercial considerations of healthcare a ordability. When mental health treatment is combined with public health outcomes, the strategic imperative is very clearly mapped out, and by so doing, investment is far more palatable. It may well be the case that treatment for ADHD is sponsored by agencies such as the Ministry of Health and Prevention (MOHAP) in the UAE, or the economic engine of NEOM can start with a simple invest to save model from the outset.

phil@adhd-360.com www.adhd-360.com

Hill Dickinson’s health and life sciences team provides practical, commercial legal advice to public sector organisations, regulators and businesses at all stages of development, from start-up to established multinational.

The firm has a strong international focus and has been supporting healthcare clients looking to work in the Middle East region for many years.

We can support you to exploit opportunities in the region, with our understanding of the legal landscape and local connections to give you access on expertise including:

• Regulatory compliance, licensing and permits

• Intellectual property protection and exploitation

• Information governance, data protection and hosting

• Employment rules and residency

• Distribution and reselling agreements

• Public procurement

• Investments and transactions.

For an initial discussion please contact:

Rob McGough Partner

+44 (0)113 487 7972 robert.mcgough@hilldickinson.com

hilldickinson.com

Jamie Foster Partner

+44 (0)20 7280 9196 jamie.foster@hilldickinson.com

Monica Macheng Partner

+44 (0)20 7280 9159 monica.macheng@hilldickinson.com

REVOLUTIONISING MENTAL HEALTH

Psychedelics have emerged as a promising ally in the battle to tackle the growing mental health crisis, Dr Sahil Kirpekar Chief Business O icer at atai Life Sciences tells Healthcare World

The global dialogue on mental health has undergone a profound evolution, marked by increased awareness and understanding of conditions like depression, anxiety and addiction.

It’s a conversation that resonates deeply with Dr. Kirpekar, who recognizes the far-reaching impact of these disorders on individuals and their communities. Dr. Sahil Kirpekar is the Chief Business O icer at atai Life Sciences, a clinical-stage biopharmaceutical company focused on mental health conditions. Dr. Kirpekar joined atai in 2022 a er 15 years in the healthcare industry, including more than eight years at Otsuka Pharmaceutical

Co. Ltd, most recently as Global Head of Business Development.

As atai’s Chief Business O icer Dr. Sahil Kirpekar is responsible for portfolio strategy, capital allocation and investments and early commercial planning. He does this while navigating the intricate intersection of science and business strategy to address the pressing challenges of mental health conditions such as treatment-resistant depression, schizophrenia, and opioid use disorder (OUD).

The changing conversation

Drawing from a pivotal study by Harvard Medical School and the University of Queensland, Dr. Kirpekar underscores a stark

reality: one in every two people worldwide will grapple with a mental health condition in their lifetime. It’s a statistic that underscores the urgent need for transformative approaches to treatment and care.

Contrary to its historical stigma, psychedelics have emerged as a promising ally in the battle to tackle the growing mental health crisis. Dr. Kirpekar is a firm advocate of the potential of psychedelic compounds, referencing the meticulous clinical trials conducted by atai and others within the space, and driven by strong clinical data.

The future of mental health

atai’s journey in revolutionizing mental health care stems from a deep-seated commitment to innovation and collaboration. Founded with a vision to address the diverse and complex landscape of neuropsychiatric disorders, atai has played a pivotal role in advancing psychedelic medicine. Integral to this mission is the strategic partnership with ventures like Compass Pathways and

Beckley Psytech, which has propelled the development of psychedelic compounds such as COMP360 (psilocybin).

The landscape of psychedelic medicine experienced a paradigm shi in 2014 with the breakthrough designation of

esketamine (Spravato) by the FDA. Dr. Kirpekar highlights this pivotal moment as a catalyst for redefining perceptions around psychedelics, paving the way for transformative treatments like Spravato. There is no one-size-fits-all solution to

DR. SAHIL KIRPEKAR Chief Business Officer atai Life Sciences

“atai is committed to shaping the future of mental health care by developing innovative, rapid-acting, and durable treatments”

tackling mental health, and atai’s pipeline acknowledges the heterogeneity of neuropsychiatric patient populations.

Central to atai’s endeavors are evidencebased programmes targeting treatmentresistant conditions with substantial unmet needs, such as treatment-resistant depression. Moreover, atai’s foray into addressing OUD by unlocking the potential of its program IBX-210 (ibogaine) underscores the company’s commitment to tackling multifaceted challenges in mental health care.

One of atai’s immediate focuses is short-duration psychedelics such as VLS-01 (DMT), BPL-003 (5-MeO-DMT), and ELE-101 (psilocin) that have the potential to fit within a 2-hour treatment window, as established by Spravato.

While atai’s focus is primarily on psychedelic compounds, it also has a nonpsychedelic program in its portfolio. The program, RL-007, is being developed for the cognitive impairment seen in schizophrenia patients, for which there is currently no FDA-approved treatment. Treatment for schizophrenia primarily focuses on managing psychotic symptoms such as delusions and hallucinations, usually with antipsychotic medications. However, cognitive symptoms, which can include problems with memory, attention, and executive functions, do not have adequate treatment options.

atai is committed to shaping the future of mental health care by developing innovative, rapid-acting, and durable treatments — to create a world where healing is within reach for everyone a ected by mental health challenges.

Figure 1. atai has a robust pipeline of drug-development programs across mental health indications with large unmet needs.

A PROGRESSIVE APPROACH TO MENTAL HEALTH

Björn Almér, Chief Business O icer at Skane Care, gives us some insights into the Swedish approach

For every $1 invested in scaling up treatment for common mental disorders, there is a return of $4 in improved health and productivity, according to the WHO.

Studies in several countries indicate that poor mental health accounts for a loss of 3-5 per cent (a bit less in developing countries) on these figures. By prioritising mental health care, not only can countries alleviate the personal su ering of millions, but they can also unlock significant economic benefits, underscoring the interconnection between mental wellbeing and societal prosperity.

Sweden’s public healthcare system is renowned for its proactive stance on mental health, consistently seeking innovative initiatives to enhance the well-being of its population. The Swedish approach to mental health care emphasises prevention, accessibility, and the integration of new technologies and methodologies. This forward-thinking strategy aims to address mental health

issues before they become severe, improve the quality of care, and make mental health services more accessible to all segments of the population.

Pioneering digital health solutions

One of the most significant areas of innovation in Sweden’s mental health care is the adoption of digital health solutions. These initiatives are designed to overcome barriers to access and provide support in a more flexible and approachable manner.

Fact Box: Digital platforms and e-health services

• Remote therapy and counselling: Sweden has rapidly expanded its o ering of remote therapy and counselling services through digital platforms. This includes video consultations with psychologists and psychiatrists, making mental health care accessible even in remote areas.

• Digital tools for self-management: There are numerous apps and online tools available for Swedish residents that help with self-management of mental health conditions, including stress, anxiety, and mild depression. These tools o en use cognitive behavioural therapy (CBT) principles and are supported by the public healthcare system.

Early intervention and school-based programmes

Understanding the importance of early intervention, Sweden has implemented various programmes targeting children and young adults, integrating mental health education and support into the school system.

Fact Box: School-based mental health Initiatives

• Preventive programmes in schools: The Swedish government has rolled out preventive mental health programs in schools aimed at teaching children and adolescents coping mechanisms, mindfulness, and stress management techniques from an early age.

• Youth clinics: Across Sweden, youth clinics o er free advice and counselling to young people under 25, covering not only mental health issues but also sexual health, relationships, and substance abuse. These clinics are o en sta ed by a multidisciplinary team, including psychologists, social workers, and nurses.

Collaborative research and innovation

Sweden’s approach to mental health innovation is also characterised by its collaborative research e orts, both nationally and internationally, aimed at developing new treatments and understanding the best practices in mental health care.

Fact Box: Cutting-edge research and collaboration

• Public-Private Partnerships: Sweden encourages collaborations between

the public sector, private companies, and academic institutions to drive innovation in mental health care. This includes developing new therapeutic methods and digital health solutions.

• International research projects: Swedish researchers are involved in several international projects aimed at advancing the understanding of mental health disorders, improving diagnostic tools, and finding e ective treatments. These collaborations ensure that Sweden remains at the forefront of mental health care research and practice.

Integrating mental health into primary care

Sweden is also innovating by integrating mental health services more closely with primary care settings. This model aims to destigmatise mental health issues and ensure that individuals receive timely and coordinated care.

Fact Box: Integration e orts

• Mental health in primary care: Primary care centres across Sweden are increasingly equipped to o er mental health assessments and interventions. This includes training general practitioners in mental health care and providing on-site psychologists and therapists.

• Coordinated care pathways: To ensure seamless care for patients with complex needs, Sweden has developed coordinated care pathways that involve various healthcare providers, social services, and sometimes educational institutions, working together to support individuals with mental health conditions.

Social stigma and awareness

Sweden has worked diligently to reduce the stigma associated with mental health issues. Through public awareness campaigns, education, and open discussions about mental health, the country has fostered a more accepting and supportive environment for individuals experiencing mental health challenges.

10 steps for better Mental Health in your country

1. Increase funding for mental health services

Allocate a greater portion of the national healthcare budget to mental health services to ensure adequate resources are available for prevention, treatment, and rehabilitation. This includes funding for mental health facilities, workforce training, and research into e ective interventions.

2. Integrate mental health into primary care

Facilitate the integration of mental health services into primary healthcare settings to promote early detection and treatment of mental health conditions. Training general practitioners and healthcare workers to recognise and address mental health issues can significantly improve outcomes.

3. Expand access to digital mental health solutions

Invest in digital health technologies, including telepsychiatry, online therapy platforms, and mental health apps. These tools can extend the reach of mental health services, particularly in remote or underserved areas, and o er convenient options for those hesitant to seek traditional face-to-face counselling.

4. Implement school-based mental health programmes

Introduce comprehensive mental health education and early intervention programmes in schools to foster resilience and provide support for children and adolescents. Educating young people about mental health can reduce stigma and encourage help-seeking behaviour.

5. Promote workplace mental health initiatives

Encourage or mandate the implementation of workplace mental health policies and programmes, including stress management training, flexible work arrangements, and access to counselling services. Healthy work environments contribute to overall mental well-being and productivity.

6. Strengthen community mental health services

Develop and support community-based mental health programmes that o er local, accessible services, including

counselling, support groups, and crisis intervention. Community care can be more personalised and less stigmatising than institutional care.

7. Address social determinants of mental health

Work to reduce poverty, inequality, and social isolation—factors that significantly impact mental health. Policies that ensure economic stability, housing, education, and social inclusion can have profound e ects on the mental well-being of the population.

8. Launch public awareness campaigns

Conduct nationwide campaigns to raise awareness about mental health, challenge stigma, and encourage people to seek help when needed. Public education can change societal attitudes and make mental health a topic of open discussion.

9. Foster international collaboration

Engage in international partnerships to share knowledge, best practices, and resources in mental health care. Collaboration can lead to innovations in treatment, policy, and service delivery models.

10. Monitor and evaluate mental health programmes

Establish a system for the ongoing monitoring and evaluation of mental health services and programmes to ensure they are e ective, e icient, and equitable. Data collected can inform future policy and funding decisions.

By taking these steps, governments can build a more robust mental health system that is capable of meeting the needs of their populations, reducing the burden of mental illness, and improving overall quality of life. The key to success lies in sustained commitment, adequate funding, and a holistic approach that addresses both the clinical and social aspects of mental health.

CONTACT INFORMATION

bjorn.almer@skanecare.com www.skanecare.com

NAVIGATING THE FUTURE OF HEALTHCARE INFRASTRUCTURE

The landscape of healthcare infrastructure is undergoing a significant transformation, says Mansoor Ahmed, Executive Director Middle East & Africa, Colliers

Driven by a myriad of factors, including advancements in technology, evolving patient preferences, increasing focus on patientcentered care, and the need for improved accessibility and e iciency. Traditional models of healthcare delivery, primarily based on hospitals and clinics, are being reassessed, with notable shi s towards alternate care delivery models.

The driving forces of change

1. Ageing population – The global population is ageing and the World Health Organization estimates that by 2030, 1 in 6 people will be 60 years and above, while the share of the population aged 60 years and above will increase from 1bn in 2020 to 1.4bn by 2030. Older adults have di erent health care needs

than younger age groups and are more likely to have multiple chronic conditions. This will drive the shi towards alternative care delivery models ensuring that relevant care is being provided in the most appropriate setting.

2. Proactive approach to healthHealthcare delivery is shi ing towards a more preventive model that accounts for the wider determinants of health. This change is driven by a rise in chronic illness, environmental risk factors, personalised approaches to lifelong health and economic pressures. Consequently, there will be a heightened emphasis on tailored patient care rooted in early detection, predictive analytics stemming from genetic analysis, and ongoing monitoring of diverse data sources.

3. Changing disease patterns - The lifestyle disease burden is a significant global health challenge and

WHY HEALTHCARE NEEDS TO BE TRANSFORMED

Ageing Population

Changing Disease Patterns

Focus on prevention

Patient expectations

Treatment Cost

Shortage in healthcare professionals

WHAT DOES THE FUTURE OF HEALTHCARE LOOK LIKE?

Telemedicine

Hospital at Home

Value Based Care

Ambulatory Care Centres

Retail Clinics

Concierge Medicine

Micro Hospital

KEY ENABLERS (HOW) TO DRIVE CHANGE IN FUTURE OF HEALTHCARE WILL THE FUTURE OF HEALTHCARE?

Technological Advancements

Healthcare policy and reimbursement models

MANSOOR AHMED Executive Director (Middle East & Africa) Colliers

“Healthcare systems globally are facing mounting financial challenges, as healthcare spending continues to consume a significant portion of countries’ gross domestic products (GDPs)”

accounts for 63 per cent of the total disease burden, necessitating healthcare infrastructure focusing on preventive care, disease management, and patient education. Outpatient clinics, community health centres, and disease-specific treatment centres play crucial roles in delivering continuous care, monitoring disease progression, promoting lifestyle modifications, and preventing complications associated with chronic conditions.

The prevalence and burden of noncommunicable diseases is significantly more in the GCC and contribute 75 per cent and 71 per cent of the total disease burden in the UAE and KSA respectively. This has led to a significant increase in the demand for specialised healthcare facilities, particularly Centers of Excellence which have gained increasing prominence throughout the region.

4.Evolving patient expectations - Patient preferences towards accessible and convenient care are also driving a fundamental shi in healthcare delivery, prompting healthcare organisations to embrace innovative technologies, redesign care delivery models, and prioritise patient-centered approaches. Now healthcare organisations can enhance access to care, improve patient satisfaction, and achieve better health outcomes for individuals and communities.

5.Financial pressure - Healthcare systems globally are facing mounting financial challenges, as healthcare spending continues to consume a significant portion of countries’ gross domestic products (GDPs). In many countries, hospital care accounts for the largest

share of those expenditures, amounting up to more than 1 trillion dollars in costs in the US alone. OECD countries spend roughly 38 per cent of their total health expenditure on hospital inpatient care. There is a growing recognition that to ensure healthcare remains accessible and economically viable, it must transition towards lower-cost settings or minimise the length of stay in acute care settings whenever feasible. This shi aims to address individuals’ health concerns at earlier stages and ideally prevent the onset of more serious conditions. By focusing on preventive and early intervention measures, healthcare systems can promote a ordability, sustainability, and improved health outcomes for populations worldwide.

6.Healthcare workforce shortages –

To address this challenge, there is a growing trend of increasing investments in automation and artificial intelligence (AI), aimed at easing the strain on healthcare sta and equipping them with advanced tools to provide predictive insights for clinical decision-making. Automation can streamline routine tasks, such as appointment scheduling, medication reconciliation, and documentation, allowing healthcare sta to focus their time and expertise on direct patient care.

Emerging alternate care delivery models

1.Virtual Care and Telemedicine

Though virtual care and telemedicine services were integrated into most of

the healthcare systems even before the onset of the pandemic, telehealth emerged as a powerful weapon against COVID. As telemedicine extends beyond consultations to include remote monitoring of patients’ vital signs and health parameters, healthcare infrastructure requirements expand to incorporate wearable devices, sensors, and remote monitoring platforms. These technologies enable proactive management of chronic conditions and early detection of health issues. By reducing the need for face-to-face appointments and hospital admissions, virtual consultations contribute to optimising bed utilisation and resource allocation.

2.Hospital at home and remote patient monitoring

The “Hospital at Home” care model revolutionises healthcare delivery by bringing hospital-level expertise and services directly to patients in their homes, using advanced technologies such as remote monitoring and telemedicine to o er a comprehensive range of medical services outside of traditional hospital settings. It also entails healthcare service providers traveling to patients’ homes, in addition to providing virtual care.

3.Value-based care

Value-based care is a healthcare delivery model that focuses on achieving the best possible outcomes for patients

while controlling costs. In this model, healthcare providers are reimbursed based on the outcomes and quality of care delivered, rather than the volume of services provided. This shi s the focus from quantity to quality. The use of technology in healthcare will significantly enhance the future of value-based care as advanced data analytics and AI will help gain deeper insights into patient populations. This will enable identification of at-risk individuals and customization of interventions based on their specific needs.

4.Ambulatory care centres

There has been a shi towards ambulatory (same day) surgery driven by advances in clinical approach and

technology (anesthesia and pain control etc) and minimally invasive surgery. This shi towards outpatient procedures not only reduces healthcare costs, but also minimises the risk of infection and allows for recovery to take place in the comfort of patient’s own homes.

5. Retail clinics

The retail sector thrives on accessibility and convenience for customers, and healthcare is following suit. Retail clinics, situated within retail stores, pharmacies, or supermarkets, capitalise on the convenience and accessibility valued by customers. O ering transparent pricing and self-payment options, these clinics address the demand for a ordable healthcare and are expanding to include specialised services such as mental health support and chronic disease management. Some are even integrating basic lab and radiology services, enhancing diagnostic capabilities and patient-provider connectivity.

6. Personalised and concierge medicine

Personalised and concierge medicine models cater to individuals seeking highly customised and proactive healthcare services. Personalised medicine tailors treatment plans to individuals’ unique genetic makeup, lifestyle factors, and health goals, optimising therapeutic outcomes and minimising adverse e ects.

Micro Hospital

Micro hospitals, also known as neighbourhood hospitals or community hospitals, are smaller-scale healthcare facilities that typically o er a limited range of services compared to traditional hospitals.

O ering cost-e ective services with lower initial investment and operational costs, these facilities prioritise preventive and primary care, aligning with the shi towards population health management.

Key enablers for alternate healthcare delivery models - Technology

The convergence of numerous technologies such as artificial intelligence (AI) and machine learning, digital tools, robotics and automation, healthcare analytics and predictive modelling, augmented reality (AR) and virtual reality (VR) technologies are revolutionising the methods through which healthcare services are provided, o ering unprecedented opportunities to enhance patient care, improve outcomes, and drive e iciencies in the healthcare system.

Conclusion

Various factors and adoption of emerging alternate care delivery models such as shi towards outpatient and home-based care, value based reimbursements, advances in healthcare technology, such as telemedicine, remote monitoring, are all facilitating the delivery of care outside of traditional hospital settings, supporting the trend towards shorter hospital stays and decentralised care delivery. This trend will help alleviate the pressure on inpatient facilities, freeing up capacity for more acute cases and lowering overall healthcare costs.

Hospitals will remain integral to the healthcare landscape, yet they are poised to transition towards focusing primarily on delivering highly specialised care. The trend of moving less complex services out of hospitals will accelerate, influenced by advancements in clinical practices and technology, growing consumer expectations,

MANSOOR AHMED Executive Director (Middle East & Africa) Colliers

“We will see healthcare being delivered through a decentralised network of ambulatory clinics, retail clinics, and home-based monitoring, coaching, and treatment”

financial pressures from payers, and opportunities for healthcare providers to deliver care in more diverse settings. Additionally, there’s a growing need for hospitals to evolve into Smart Hospitals, integrating technological innovations into care delivery processes. This transformation is crucial for enhancing patient outcomes, improving operational e iciency, and adapting to the changing healthcare landscape.

There is an opportunity to redistribute services in a way that provides the right care at the right time in the right place and by the right person. We will see healthcare being delivered through a decentralised network of ambulatory clinics, retail clinics, and homebased monitoring, coaching, and treatment. Moreover, the inclusion of long-term care and rehabilitation facilities will further enhance this network, o ering specialised care for individuals requiring extended support and recovery services.

These shi s in healthcare delivery models will significantly impact the healthcare infrastructure planning. It is imperative for both public and private sector healthcare providers to consider these changes ensuring that these dynamics are incorporated within national and regional needs assessment studies, fostering a forward-looking approach that promotes spending e iciency and future-proof infrastructure rather than solely relying on historical trend analysis.

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THE EVOLUTION OF HEALTHCARE DELIVERY

Ian Chambers, CEO Linea, examines the roles of hospitals, clinics, and home-based care

In the ever-evolving landscape of healthcare, one of the most pressing questions that continually arises is where healthcare services will be primarily delivered in the future. Traditionally, hospitals and clinics have been the go-to settings for medical care, but with advancements in technology, a shi towards home-based healthcare is gaining momentum. This transformation not only challenges the conventional infrastructure

but also prompts a re-evaluation of how healthcare is delivered and accessed shaping a more e icient, accessible, and patient-centric healthcare system.

Impact of patient expectations on healthcare infrastructure

Patient expectations are undergoing a profound transformation, driven by factors such as increased access to information, personalised experiences in other sectors,

and a growing emphasis on patient-centred care. As a result, healthcare infrastructure must adapt to provide more convenient, accessible, and personalised services. This includes the integration of digital platforms for appointment scheduling, telemedicine for remote consultations, and the creation of patient-centric spaces within traditional healthcare settings. Moreover, the shi towards value-based care models necessitates infrastructure that supports preventive care, chronic disease management, and holistic wellness initiatives, rather than just episodic treatment.

Evolving Healthcare Systems

The evolution of healthcare systems, characterised by a move towards integrated care delivery models and population health management, has a significant impact on

infrastructure requirements. This entails the development of interconnected networks of care providers, seamless data exchange between di erent healthcare entities, and the adoption of interoperable electronic health records (EHRs) systems. Additionally, the decentralisation of care through community-based clinics, ambulatory care centres, and home health services requires flexible and scalable infrastructure to support these diverse care settings while maintaining continuity of care and ensuring patient safety.

Advancements in technology and healthcare infrastructure

Advancements in technology are driving transformative changes in healthcare infrastructure, revolutionising how care is delivered, managed, and experienced. Digital health platforms and telemedicine

solutions enable remote consultations, monitoring, and collaboration among healthcare providers, breaking down geographical barriers and improving

IAN CHAMBERS CEO Linea

“The shift towards valuebased care models necessitates infrastructure that supports preventive care, chronic disease management, and holistic wellness initiatives, rather than just episodic treatment”

access to care. Artificial intelligence (AI) and machine learning algorithms empower clinicians with predictive insights, personalised treatment recommendations, and automation of routine tasks, enhancing clinical decision-making and operational e iciency. Genomic medicine, precision medicine, and predictive analytics enable more targeted and e ective interventions, while blockchain technology ensures the security and integrity of health data, fostering trust and interoperability in healthcare ecosystems.

Promoting healthcare access and equity

Technological innovations have the potential to address disparities in healthcare access and promote health equity by extending care to underserved populations, reducing barriers to communication and care coordination,

and facilitating culturally sensitive and language-appropriate services. Moreover, initiatives such as mental health integration, advanced robotics for rehabilitation and assistive care, and bioengineering for regenerative medicine o er new avenues for improving patient outcomes and quality of life, particularly for vulnerable or marginalised communities.

Hospitals: The pillars of acute care Hospitals have long been the cornerstone of healthcare infrastructure, o ering comprehensive services ranging from emergency care to specialised treatments. They provide a centralised hub where patients can access a wide array of medical professionals, advanced equipment, and intensive care units. However, the centralised nature of hospitals also poses challenges such as overcrowding, long wait times, and increased risk of infections, especially in the wake of pandemics like COVID-19.

Despite these challenges, hospitals remain indispensable for acute care, critical surgeries, and advanced medical interventions. However, the future of hospitals may see a shi towards becoming more specialised centres, focusing on complex procedures and treatments, while routine and preventive care are decentralised to alternative settings.

“Ensuring

IAN CHAMBERS CEO Linea

seamless coordination and continuity of care between home-based services and traditional healthcare settings is essential for patient safety and quality of care”

preferred for their convenience, shorter wait times, and personalised care. In the future, clinics are poised to expand their scope of services and embrace technology to enhance patient experience and outcomes. Telemedicine and remote monitoring solutions enable clinics to reach underserved populations and provide continuous care beyond traditional o ice hours. Moreover, collaborative models, where clinics partner with other healthcare providers and community organisations, can further optimise resource utilisation and improve patient outcomes.

The

rise of virtual wards and their impact

Virtual wards represent a paradigm shi in healthcare delivery, o ering a proactive and personalised approach to patient monitoring and management. By leveraging remote monitoring devices, predictive analytics, and telehealth technologies, virtual wards enable healthcare providers to monitor patients outside traditional hospital settings, intervening early to prevent complications and reduce hospital readmissions. This not only improves patient outcomes but also enhances healthcare cost-e iciency by reducing unnecessary hospitalisations and freeing up acute care resources for patients who truly need them. Moreover, virtual wards have the potential to extend the reach of healthcare institutions globally, especially in underserved or remote areas where access to traditional healthcare infrastructure is limited.

Home: Empowering patients through remote care

professionals. Moreover, ensuring seamless coordination and continuity of care between home-based services and traditional healthcare settings is essential for patient safety and quality of care.

Global health preparedness and patient empowerment

In an increasingly interconnected world, healthcare infrastructure must be resilient and adaptable to respond to global health crises and emerging infectious diseases. This requires investments in public health infrastructure, surveillance systems, and disaster preparedness measures to detect, prevent, and mitigate health threats e ectively. Furthermore, patient empowerment through education, shared decision-making, and access to health information and resources is essential for promoting health literacy, self-management, and adherence to treatment plans, ultimately driving better health outcomes, and reducing healthcare disparities.

The role of healthcare improvement specialists

In navigating the complex landscape of healthcare infrastructure, organisations turn to healthcare improvement specialists for guidance and support. Linea specialises in optimising healthcare delivery, enhancing patient experience, and driving sustainable improvements across the continuum of care.

By leveraging data analytics, process improvement methodologies, and industry best practices Linea can help healthcare providers assess their current infrastructure, identify areas for improvement, and develop tailored strategies to meet evolving patient needs.

Clinics: Bridging gaps in primary care

Clinics play a crucial role in bridging gaps in primary care, o ering accessible and a ordable healthcare services to communities. These facilities cater to a wide range of needs, including general check-ups, vaccinations, and chronic disease management. Clinics are o en

Advancements in medical technology and the growing preference for patientcentred care have propelled the shi towards home-based healthcare. Home care o ers numerous benefits, including increased comfort, reduced healthcare costs, and improved patient satisfaction. From remote consultations and virtual monitoring to home-based treatments and rehabilitation, the possibilities for delivering healthcare services at home are expanding rapidly. However, widespread adoption of home-based care requires robust infrastructure, including reliable telehealth platforms, remote monitoring devices, and skilled healthcare

Whether it’s designing patient-centred clinics, implementing telehealth solutions, or streamlining care transitions between settings, Linea’s multidisciplinary team of experts collaborates with healthcare organisations to drive innovation, achieve measurable results, whilst facilitating the transition towards decentralised care models.

ian.chambers@linea.net

www.linea.net

•Registration of healthcare practitioners

•The revalidation process

•Setting of standards and outcomes of medical education

•Medical school assessment

•Practitioner complaints handling process helen.featherstone@gmcsi.co.uk

A wholly-owned subsidiary of the General Medical Council, based in the UK

DIGITAL

EMPOWERING THE INDIVIDUAL, ENHANCING THE STATE

Enabling patients to take control of their own health will benefit governments in the long run, says Dr Mohammad Al-Ubaydli, CEO and Founder of Patients Know Best

One of the biggest obstacles to successful patient care is the lack of interoperability in technology. It prevents clinicians from seeing the full case history at the point of care and can even impede treatment through inability to provide timely information. There are many innovators within the space trying to resolve this crucial issue, using the most advanced AI and digital technology.

Patients Know Best (or PKB) has taken a di erent route to success. As a social enterprise and technology platform, it’s designed to help health and social care providers bring together patient data, along with the patient’s own data, creating one secure Personal Health Record (PHR) for the patient.

This level of interoperability is only possible because PKB’s patients are

empowered. In every country, the one party allowed to hold all the data about the patient is… the patient. PKB delivers power for patients, and delivers powerful patients to health care systems, who in turn deliver powerful outcomes: lower costs and higher safety.

A er proving the concept, PKB focuses on government-scale. PKB is Europe’s largest personal health record system used by more than 100 healthcare organisations across 7 countries in 22 di erent languages, with more than 17.5m patient records created, and can be used by patients and clinicians anywhere in the world. It is also the first PHR to integrate with the NHS App, making it more accessible to a greater number of UK citizens. It has 4,000,000+ registered users with more than 100,000 new users every month.

As a patient-centred portal o ering the highest level of digital security, patients can login to access everything from appointment letters and test results to their multi-disciplinary care plans. It enables patients to share all or parts of their record with family, carers and other healthcare professionals, anywhere in the world with open read-write APIs that integrate with their systems.

Encouraging governments to discuss the challenges

It seems an obvious solution, giving patients their own control over their health and health data. And in the spirit of social enterprise, founder and CEO Dr Mohammad Al-Ubaydli, is writing a book to encourage government understanding and cooperation around the use of PHRs. From his work in the Department of Veteran A airs in the United States, he became aware of the extraordinary work being done by governments in the healthcare space that is o en never talked about.

“As I studied di erent governments, I understood they face the same problem and I wanted to make it explicit in the book that they basically need this technology to happen so that each

DR MOHAMMAD AL-UBAYDLI CEO Patients Know Best

“We want every individual anywhere in the world to see their own health information, exchange messages with professionals, access care plans and other resources”

country runs better,” says Mohammed who trained as a physician at the University of Cambridge, worked as a sta scientist at the National Institutes of Health and was a management consultant to US hospitals at The Advisory Board Company.

“Healthcare encompasses 10 per cent and rising of every rich country’s GDP, and the middle income and low income countries are trying to head to that ratio as well. It is una ordable to continue on this trajectory, so the only way to continue universal health coverage in the 21st century is if people can do some of the work for themselves.

“The state needs to look a er the vulnerable, but it has to free up the resources for the vulnerable by those who have capacity to increase their capacity. Every government knows they need to do this, but they’re also stuck because they can’t build the technology and they don’t know who to trust to outsource the technology.”

In Mohammed’s opinion, it’s clear that governments should govern and do the governance while allowing private enterprise to innovate. “It’s like the automotive sector – governments build the roads and write the tra ic laws, but private companies build the cars and invent electric cars,” he says. “When governments try to retain control, they lock innovations into their countries rather than allowing them to be scaled across borders. The government should be focusing on standards, on identity verification, on data ownership. But a lot of people are scared about it in government, and so they default to the lock in.”

The UK path

A er several false starts, the UK approach now embraces bottom-up innovation, acknowledging that it tried to build

systems in the past and failed. Allowing the private sector to take the risk and giving them the flexibility to fail is the only way to achieve success, in Mohammed’s opinion. “You need to combine that approach with the governance of the state around data ownership and identity verification,” he says. “That’s how you get the correct partnership, such as the NHS App which performs the identity verification and contains the correct governance information. The platform opens up the private sector to suggested functionality and integrates it. It’s the middle path between the Danish/ Nordic system which has become very provincial and the American model which is e ectively the Wild West as there is no national or state governance.”

International expansion

Currently PKB has customers in the Republic of Ireland, Germany, the Netherlands, along with pro bono deployments in Hong Kong, South Africa and the USA. In September this year Mohammad is moving to Bahrain to base himself in the Middle East as part of a global expansion that will see him reach Singapore in this phase.

“We want every individual anywhere in the world to see their own health information,

exchange messages with professionals, access care plans and other resources, add their own information, connect wearable devices, track and monitor symptoms, and share their information with carers and other professionals anywhere in the world,” Mohammad says. “It will go with them from cradle to grave.”

He aims to focus on the Middle East for the next few years as part of their healthcare innovation plans. “I’m more excited about the next 15 years than I was by the previous decades because we’re finally getting to do what we wanted to do when we started. And now the tech is all there, we can do so much more than even a year ago.”

You can view Mohammad’s book ‘Personal Health Records for Governments’ live at phr4gov.org

If you are interested in contributing or sharing your perspective contact book@patientsknowbest.com

REVOLUTIONISING THE GLOBAL DELIVERY OF HEALTHCARE

Integrating patient accessibility within provider apps creates a one-stop solution, says Walid Kattan, BeeHealthy Regional Director Middle East

As healthcare pivots to adapt to the new normal, many sector experts agree that patients should hold the key to their own health. Gone are the days when the doctor – the man in the white coat – ‘knew’ what was wrong with each of us. Nowadays, with knowledge at our fingertips, we can research our own symptoms and then find the correct professional to help us.

From here, the debate is how to achieve streamlined healthcare without accessing a multitude of apps for each issue. It should be possible to have a patient’s healthcare records all in one place, but this ideal situation isn’t as easy as it sounds. However, BeeHealthy has created a single app to give accessibility to patients, o ering a seamless healthcare journey with adaptive symptom checking,

easy-to-use online booking, referrals and e-prescriptions, and all personal health data securely available within a single app 24/7.

This solution surprisingly comes from a healthcare company that’s 114 years old. As part of the Mehiläinen Group, a private health group provider in Finland, Estonia, Sweden and Germany, BeeHealthy has a solid base. Customers include corporations, insurance providers, private individuals and the public sector. With 820 clinics, more than 33,000 healthcare professionals and 2.1m patients per 5m population per year, it was an unusual move for a healthcorp to design an inhouse platform that could potentially revolutionise the delivery of healthcare. BeeHealthy is a modular, white-label SaaS solution equipping providers

WALID KATTAN Regional Director Middle East BeeHealthy

“Providing medical records and history, as well as measurements through care plans and surveys, empowers patients to take their health care into their own hands”

with all the features for building a modern digital physical health care service provision. It enables clients to leverage their own brand with a secure, scalable and compliant cloud-based platform harnessed to continuous and innovative development. It focuses on holistic patient engagement with six core modules that have flexible integrations to EMR and other systems. And it has hit its peak at the exact time that healthcare is searching for digital solutions that integrate across the board, bringing together not only national systems but also international ones,

enabling patients to seamlessly move from one provider to another, confident that their health records are keeping pace.

Now BeeHealthy is looking to move into new markets in the Middle East. Walid Kattan, Region Director for the Middle East, has an academic background in information technology and marketing, and dedicated professional path in technology, innovation and enhancing healthcare systems. Here he tells Healthcare World how BeeHealthy can revolutionise the way healthcare is delivered globally.

How do you think BeeHealthy can bring value to the Middle East’s uptake of digital healthcare?

BeeHealthy’s enterprise patient engagement platform brings a unique solution to healthcare providers and payors that allows them to introduce new digital provision models that integrate fragmented healthcare technologies into one patient-centric application. The fact that we’ve developed this solution in a 114 year old healthcare business, and have now deployed this across

10 countries with di erent healthcare systems and populations, brings trust to this space and the region. Technology is evolving at an incredible pace, and it’s critical for healthcare providers to embrace these changes with curiosity and care. While BeeHealthy is driving innovation in patient experience, our focus will always be on delivering proven solutions that meet patient expectations, while maintaining the high quality of care that our customers strive to deliver.

What does digitally-enabled healthcare look like?

Information and services have become readily available on-demand across many sectors, and healthcare is not immune from this change in patients’ expectations. Healthcare providers are having to deliver higher value to their patients in many ways such as:

• Immediate access to doctors via telemedicine chat & video

• The ability to book a digital or physical appointment online instantly

• Seamless access to medical records and results as they are available

• Digital care plans that deliver outcomes for their patients with regular automated follow up to empower adherence.

Until now, healthcare providers have had to deploy multiple costly applications to fulfil all their healthcare administrative requirements. However, these can now be handled in one place. This brings them:

• E iciency and cost savings in care provision by o ering self-service solutions to patients, tackling care personnel scarcity

• An increase in the e iciency of healthcare professionals with tools such as symptom checkers and prebuilt responses

• Increased customer loyalty and acquisition by lowering barriers to care through on-demand services and expanding market presence

• The ability to deliver quality outcomes at scale by connecting physical and independent care for improved availability and earlier interventions.

How is your one-stop solution able to bring together all the di erent providers and records?

Providing medical records and history, as well as measurements through care plans and surveys, empowers patients to take their health care into their own hands. Patients can now easily share this information with their healthcare providers to ensure they receive the best care.

How does BeeHealthy help consumers to understand the benefits of controlling their own personal health?

BeeHealthy’s solutions enable patients to understand and become fully immersed in

WALID KATTAN Regional Director Middle East

“Healthcare in the future needs to break down barriers to entry and empower patients to take ownership of their health”

their own health. We do this via three main pillars to:

• Educate: Provide information on how personal health management can lead to better health outcomes. Beehealthy o ers 16 di erent programmes related to mental wellbeing and sleep, nutrition and weight management, physical activity and exercise, substance abuse and problem gambling as well as mental disorders.

• Empower: Give tools that allow patients to track their health, set goals, and make informed decisions.

• Engage: Use gamification and personalised feedback to encourage active participation in their health journey. All programmes include coach support and weekly themes and tasks.

How do digital tools enhance e iciency in healthcare?

Digital solutions can provide many opportunities to enhance e iciency, such as:

• Emphasising chat-based consultations over traditional phone and video calls. While providing flexibility and ease of access to patients, BeeHealthy’s professional portal delivers tools that enable physicians to complete an average of 10-15 consultations an hour vs the traditional 3-4 in a video or physical settings, all while maintaining the quality of care and health outcomes.

• A Symptom Checker can automate a list of pre-set questions that provide a physician with an anamnesis to streamline consultations and ensure a complete account of the medical episode.

• For payors, the Digital Clinic can provide an e icient gatekeeper, supporting patients’ needs that can be treated e ectively via a remote chat.

• Online booking tools can significantly reduce call centre burdens & costs (by 30 – 50 per cent) allowing sta to focus on other priority and revenue generating activities.

And how do they drive cost-savings and increase revenue?

• Digital solutions such as the whitelabelled BeeHealthy application help providers market their services and provide lower barriers to care through

on-demand and continuous 24x7 availability or comprehensive care services, ensuring patient convenience while fortifying and expanding market presence and nurturing customer loyalty.

• They provide the ability to explore and test new revenue streams by cross-selling services to patients and attracting new customers through the creation of innovative digital services.

• They deliver a higher referral booking rate by providing in-app reminders and easy booking to ensure patients are continuing their care and /or lab tests.

What is your vision for healthcare in the future?

Healthcare in the future needs to break down barriers to entry and empower patients to take ownership of their health. This could be by providing;

• Personalised care: Treatments and health plans that are tailored to individual genetic profiles, lifestyles, and preferences. Care that a patient is more likely to adhere to.

• Preventive Focus: Emphasis on preventing disease through lifestyle management and early detection using digital monitoring tools.

• Global Accessibility: High-quality healthcare is accessible to everyone, regardless of location, through digital platforms.

• Integrated Wellness: Healthcare extends beyond treating illness to encompass overall wellness, including mental health, nutrition, and exercise, supported by digital tools.

This vision aligns with the global trend towards patient-centred care, where technology empowers individuals to take an active role in managing their health and wellness. BeeHealthy’s approach to digital healthcare can be a significant contributor to this future landscape.

HEALTHIER PATIENTS, HAPPIER CLINICIANS,

AND

REDUCED HEALTH COSTS

Personalised care at population scale has become possible through integrated data driven so ware, says Dr Umar Naeem Ahmad, CEO of Abtrace

There is a global challenge in healthcare and the scale of the problem is clear. By 2050, the population aged over 60 will double to 2.1bn people. More than half of these people will have a long-term chronic disease which accounts for 70 per cent of health expenditure. Healthcare budgets continue to rise representing $10 trillion, yet life expectancy gains have not kept pace, which is particularly true for those countries with the highest spending.

These trends are shared across the healthcare models – from single payor systems like the NHS to self-pay and hybrid segments in the USA, Middle East in high, medium and low-income economies.

We are all patients, friends of patients, relatives of patients. More than a health issue, or an economic issue, this is a longterm trend rightly worrying many people, so how do we reverse course?

The importance of clinical data

At university, I briefly trained in Ju-jitsu. The art of defeating a much bigger opponent is finding the pivot point. Once you do, you can use the opponent’s strength to your advantage. In healthcare, this pivot point is electronic health record data.

We believe electronic health record data can be used to ‘industrialise’ medicine. Doctors today work as artisans, trained a er a decade as an apprentice, acting as the central conductor for most decision loops. Healthcare delivery is the product of a $10 trillion artisanal industry that payors find unsustainably expensive, patients find inconsistent in quality and sta find repetitive and exhausting. Electronic health record data is the raw material that healthcare needs to make decisions, allocate resources and measure outcomes. Doctors will need to move from artisans to data driven actors. For us, health systems can, will and must embrace automation and data-driven care at scale to free up time to focus on the

UMAR NAEEM AHMAD CEO Abtrace

“Electronic health record data is the raw material that healthcare needs to make decisions, allocate resources and measure outcomes”

communicating with the patient. This can only be achieved by so ware, grounded in existing clinical workflow, powered by granular clinical data, and fully integrated into existing electronic health records (EHR).

Primary care first

Primary care can shi to provide proactive, predictive, preventative clinical care. Hospital-based care can be seen as the result of a healthcare system failing to keep the patient healthy. Care has progressed from bricks and mortar to virtual telehealth providers, but even these virtual solutions are reactive and do not remove the need and expense of sta . Patient records should be continuous as proactive monitoring will allow predictive earlier detection of disease and avoidance of preventable conditions.

The Abtrace approach

Abtrace has built so ware that integrates into multiple electronic health record systems and wearable devices to run AI algorithms on clinical data. Covering 3m patients in the NHS, the so ware identifies patients who need interventions, contacts them for information, arranges consultation with appropriate clinicians, ensures all interventions are done and calculates the e iciency and quality of care in real-time, for every patient, every day.

Digital health 3.0

1. The first generation of digital health providers focused on solutions and investments in teleconsultation, the triage and appointment booking space

2. More recent interest has been in technology enabled service providers who focus on specific disease verticals in mental health and diabetes care

3. The third generation of providers is cleaning and automatically processing electronic and patient-generated healthcare data to give existing providers the tools to improve care, thus reducing costs and demonstrating value to payors and providers.

Aligning providers, payors and regulators

Traditionally, startups have focused on the real-world evidence and billing use cases for electronic health records focused on the pharmaceutical or medical insurance industry. In contrast, Abtrace focuses on delivering value from EHR data in transforming healthcare delivery.

Healthcare is sometimes seen as a commercial zero-sum game - competing insurers optimising value from providers trying to meet the demand of regulators who struggle to get a real time view of on the ground processes and delivery. A single view of the data that encodes payor priorities will give providers a solution that reduces

their costs and allows regulators to design and monitor policies and incentives based on real-time insight. Better alignment through technology builds value, regardless of the healthcare model.

Overcoming integration and regulation

Making healthcare providers our target customer requires understanding of, and engagement with, the complexity of health systems. Abtrace has focused on a regulation-first approach by building deep

integrations before bringing a product to market, supported by extensive internal expertise and user feedback to optimise the initial product. Our focus has been on applications where the triple bottom line can be delivered at scale to allow healthier patients and happier clinicians, all the while reducing health costs.

Abtrace has built healthcare system integrations that cover 96 per cent of the UK population, extracting real-time comprehensive, longitudinal patient health records every day, trained on a unique primary care dataset from cradle to grave. This approach allows the delivery of AI models using structured and unstructured data (including clinical Large Language Models), all underpinned by medical device certification with UKCA marked So ware as a Medical Device.

The experience of delivering value in the NHS for 3m people in the UK has allowed our team of doctors, machine learning specialists and regulatory experts to develop the expertise in overcoming technical challenges and to build a device that meets the regulatory and clinical bar.

A di erent healthcare future

Our vision is an automated, self-learning care system where we can provide personalised care, delivered at population scale, where predictive, preventative and proactive approaches keep people healthy and out of hospital to deliver a global impact for patients and healthcare systems. It’s a vision that has been proven in the NHS and our ambition is to scale it globally, to partner and to reach as many people around the world as possible.

DIGITAL PATIENT RECORDS REDEFINED

Organisations can revolutionise the clinician patient experience through data-driven insights at the point of care with Mizaic’s help, Jon Pickering, CEO Mizaic, tells Healthcare World

The healthcare landscape in the Middle East is undergoing a rapid digital transformation, fuelled by factors such as government initiatives, a youthful and tech-savvy population, and the drive for economic diversification.

In recent times, the region has witnessed a surge in the adoption of digital health solutions, spurred by the COVID-19 pandemic. In fact, projections indicate that the Middle East’s healthtech market will experience a compound annual growth rate (CAGR) of 6.8 per cent from 2021 to 2030 with an estimated value surpassing $11 billion by 2025. This growth trajectory unveils lucrative opportunities for companies specialising in digital health o erings.

Amidst the rapid advancement of technology, challenges persist, such as limited access to specialised care

and workforce shortages. For instance, clinicians face constraints on their time, underscoring the critical need for real-time access to patient medical information at the point of care. This access is indispensable for ensuring clinicians can e iciently and accurately diagnose and treat patients.

Within these challenges lies an opportunity for innovation and progress through the adoption of an electronic document management system (EDMS). For clinicians, adopting this technology translates to rapid access to comprehensive information, simplifying their tasks and enhancing e ectiveness. Simultaneously, patients stand to benefit from more personalised treatment.

At the helm of this transformative journey is Mizaic, a pioneering healthtech

company committed to driving innovation in healthcare technology. Jon Pickering, CEO of Mizaic, has been instrumental in spearheading the development of MediViewer—an EDMS tailored specifically for healthcare providers.

Challenges in healthcare digital transformation

For Jon, realising the full potential of these advancements necessitates a nuanced understanding and proactive approach to address the operational challenges

JON PICKERING CEO Mizaic

“MediViewer empowers

clinicians to access realtime patient information from any location, facilitating informed decision-making and enhancing care delivery”

troubling healthcare systems – both public and private.

Lack of interoperability poses significant issues for both clinicians and patients where technology solutions have been deployed, amplifying the complexity of navigating healthcare technology systems and impeding the seamless flow of crucial patient information. For clinicians, this means dealing with fragmented data sources and disjointed workflows, resulting in increased cognitive load and diminished e iciency in delivering care.

From the patient’s perspective, the lack of interoperability translates into fragmented care experiences and disjointed interactions with healthcare providers. Vital medical information may be scattered across disparate systems, making it di icult for patients to receive coordinated and holistic care. Additionally, the frustration and inconvenience caused by navigating multiple platforms erodes patient trust and satisfaction, potentially deterring them from actively engaging with technology-enabled healthcare services in the future.

Outdated infrastructure further compounds the issue, impeding e orts

to modernise and improve services, exacerbating existing challenges and hindering progress towards digital transformation.

In addition, outdated technologies o en lack the necessary capabilities to support modern healthcare systems and processes. Legacy hardware and so ware may struggle to handle the demands of contemporary healthcare workflows, leading to system slowdowns, ine iciencies, and increased downtime. This inability to cope not only disrupts daily operations but also undermines the reliability and e ectiveness of healthcare services.

“Addressing these challenges requires a strategic approach to digital transformation,” says Jon, stressing the need for an intuitive EDMS that enables connected healthcare. “With a deep understanding of the complex challenges facing modern healthcare, our team of experts developed MediViewer—an EDMS meticulously cra ed to unlock the transformative potential of searchable, indexable, and comprehensive medical records.”

Introducing MediViewer

Drawing on the expertise of seasoned professionals with extensive experience in healthcare IT, Mizaic embarked on a mission to address the urgent need for data-driven insights at the point of care. “Recognising the critical importance of making historical patient medical records readily accessible to clinicians regardless of location or time, we knew that success would hinge on delivering a robust solution,” Jon explains.

Central to the vision was the imperative to enhance clinical operations, as the burden of managing physical patient records or operating multiple siloed platforms o en leads to operational ine iciencies and care delays. With MediViewer, the team sought to streamline the cumbersome process of scanning, indexing, and archiving physical records, thereby facilitating the seamless digitisation of patient data. By transforming disparate and unstructured records into organised, digitised formats, MediViewer revolutionises data management, ensuring e iciency and ease in navigating patient information.

“We recognised that the lack of interoperability presents formidable challenges in clinical workflows,

hindering the delivery of e ective and informed healthcare,” Jon adds. “So MediViewer was designed to seamlessly integrate with various clinical systems, fostering a unified patient record accessible at the point of care. By breaking down digital silos and optimising technological infrastructure, MediViewer empowers clinicians to access real-time patient information from any location, facilitating informed decision-making and enhancing care delivery.”

With the integration of cuttingedge technologies, such as artificial intelligence (AI) and machine learning (ML), MediViewer also o ers unparalleled opportunities to enhance diagnostic accuracy, treatment e ectiveness, and overall healthcare delivery. Healthcare organisations leveraging MediViewer can now embrace a patient-centric approach, driving personalised care and improved outcomes across the healthcare ecosystem.

Unlocking the power of data-driven healthcare

Through extensive support, from drawing up business cases for an EDMS to implementation, deployment, and ongoing training, Mizaic provides a comprehensive approach to digital transformation. By leveraging cuttingedge technology and industry expertise, Mizaic empowers healthcare providers to streamline operations, enhance patient care, and drive organisational e iciency. With Mizaic’s guidance, healthcare organisations globally can seamlessly transition from legacy systems to sophisticated digital platforms, unlocking a wealth of actionable data. This newfound capability enables clinicians to make informed decisions, personalise patient care, and optimise outcomes.

By embracing data-driven healthcare, organisations can improve patient outcomes, reduce costs, and ultimately, transform the delivery of healthcare services for the better. As Jon says: “We ensure healthcare providers are equipped with the tools and knowledge needed to thrive in an increasingly data-driven landscape.”

INTEGRATING DATA AS THE FOUNDATION OF VALUE-BASED HEALTHCARE DELIVERY

Data can play a critical role in planning and delivering better care as well as measuring patient outcomes, says Robert McGough and Gemma Badger of Hill Dickinson LLP

Health systems worldwide are stretched and grappling with the question of how to deliver more e ective high-quality care across populations at an a ordable cost. Data is key to this conundrum; however, is it being used as e ectively as it could be? Undoubtedly, the answer in many cases is no. What do we need to do di erently to promote change?

Our premise is that a more integrated data driven and value-based approach

to healthcare planning and provision could be used to incentivise actions that improve patient outcomes at the most e icient cost, while also responding to the other challenges in terms of parity of service access and quality. The foundations to enable value are laid through data–e ective transparent collection, analysis, and application of this resource. Once those foundations are in place, supporting structures, including value-based financial and contracting

approaches can then come more readily into play to incentivise and monitor the progress of improvements.

A key aspect of this approach would be the development of a culture within healthcare systems of prioritising learning from data over penalties.

Data issues

Common issues hampering the e ective use of data within healthcare include:

• Inaccessible documents - paper based or scanned systems

• Siloed data - within di erent bodies, departments or systems

Despite holding the data, these basic systemic issues make it di icult to analyse, utilise and share it. Legal, contractual and regulatory frameworks can also restrict the management of data, making it di icult for systems to use it to its full potential. However, these issues, once identified, are not insurmountable, especially once all the stakeholders involved commit to working

together to tackle them – indeed, some have already created shared care records to do so.

Data-driven solutions

Moving to a new value and data driven way of working requires us to rethink the systems where healthcare delivery is organised, contracted for, procured, measured, and reimbursed. Achieving this goal requires a clearer link to be made between the form of legal contracts and finance / remuneration incentive models (and the procurement exercises undertaken for them), together with changes to the way that data sets are used and correlated.

Insight generation will also direct action, but this is only possible when su icient resource and capability is given to analyse datasets. As a result, risk adjusted outcomes can identify patterns and trends that lead to actions that add value, impact organisational strategy, and improve patient outcomes.

Wider datasets which could be utilised for this approach include:

• Clinical data

• Financial data

• Procurement data including medical device usage

• Litigation data

By coordinating data from these sources, healthcare systems can start to create a transparent learning environment that is focused on incentivising the right behaviours to encourage better clinical and operational outcomes. This learning environment will allow systems to objectively identify areas where care can be improved, track the performance of providers, and make changes to the system that will lead to better outcomes for patients.

Supporting structures

Actionable insights analyses are a powerful tool to drive improvements in clinical performance and patient outcomes with results then linked into a contractual

ROBERT MCGOUGH Partner Hill Dickinson

“The focus in this approach is on incentivising shared learning and best practice rather than levying financial and contractual penalties on organisations which may already be struggling”

and finance model which incentivises improvements and focuses on data sharing and good practice. The focus in this approach is on incentivising shared learning and best practice rather than levying financial and contractual penalties on organisations which may already be struggling, forcing them to make more di icult decisions about resource usage, which then further impact patient outcomes.

Current forms of contract in many healthcare systems are input-based (payment for device, payment by results or a block service payment) and focused on financial aspects with penalties and potentially a route to swi termination for poor operational performance. Where aspects of outcomes are used (such as PROMs) these o en do not form a significant

part of the finance, with numerous other KPI measures used that are based on inputs or processes rather than clinical outcomes.

The requirement for input-based working and the use of the contract as a tool to input additional guidance and policy shi s has led to a very complex contracting structure. Unfortunately, this resulting structure has perpetuated the current way of working, which does not incentivise better than baseline care, innovation or collaboration.

However, integrated data-driven approaches could change this structure. One method could utilise a form of valuebased contract and incentive model linked to the forms of data listed above, together with incentivised sharing of data and best practice to improve clinical performance within a learning environment.

For example, if risk adjusted clinical outcomes data shows that a certain group of patients is more likely to experience poor outcomes for a procedure in one hospital/ system or area, rather than a penalty, this information can be used to identify and reward interventions and improve clinical practice and outcomes for this group. More broadly, this information can be used to make changes to the system in terms of pathways and resourcing that can improve care for patients and incentivise sharing best practice through financial and operational shi s.

Overall, there is an opportunity for healthcare systems to reimagine how they use and co-ordinate wider data transparently across several di erent areas. By carefully dra ing contracts to deploy data transparently and incentivise the outcomes that the patients and the system want, those contracts can identify and reward the sharing and development of best practice. These results in turn serves to create a supportive learning environment in which better patient outcomes can be achieved.

This article is a summary of themes explored in a paper prepared by C2-ai and Hill Dickinson on “Integrating data sources to create a new innovative learning environment for healthcare systems”. Please contact Rob for more details.

Sarah Cartledge, Healthcare World Editorial Director, asks if there should be more government help for those su ering from Parkinson’s disease

In the UK, several distinguished public figures have drawn attention to the lack of support for those with Parkinson’s disease (PD). Pointing out there is very little information via the NHS website or indeed in other healthcare settings, they have presented a charter to the Prime Minister Rishi Sunak at 10 Downing Street in London, setting out five key areas of concern and requests for change.

Broadcaster Jeremy Paxman, BBC journalists Rory Cellan-Jones, Mark Mardell and Gillian Lacey-Solymar, television scriptwriter Paul Mayhew-Archer, and the late Princess Diana’s divorce barrister Sir Nicholas Mostyn, have joined forces to support each other and raise awareness of the growing prevalence of the disease. Their Movers and Shakers podcast discusses with humour their symptoms, progression and treatments, providing valuable information to fellow su erers.

Comedian Billy Connolly and Hollywood star Michael J Fox also su er from Parkinsons. Although most people experience symptoms from the age of 50 onwards, Michael J Fox developed early onset Parkinson’s at the age of 29 and has spoken of how he tried to hide his illness through fear and anxiety.

Parkinson’s is the fastest-growing neurological condition in the world, and there is currently no cure. There are currently around 153,000 people in the UK living with Parkinson’s. On average, two people are diagnosed with Parkinson’s in England every single hour per day. Leading charity Parkinson’s UK estimates with population growth and ageing, this is likely to increase to around 172,000 people by 2030.

In the Middle East there is an increase in the prevalence of Parkinson’s as the number of people diagnosed is rising. According to The Lancet, the economic burden of Parkinson’s disease is high with limited availability of advanced therapies, and lack of resources and specialised centres. It also indicates a substantial need to create educational opportunities for patients and healthcare professionals.

The Parky Charter

Signed by more than 20,000 people, the high profile charter, known as The Parky Charter, sets out five key suggestions:

•swi access to specialists for individuals with Parkinson’s under the NHS

•the introduction of a Parkinson’s UK pamphlet for enhanced awareness and support

•the implementation of a Parkinson’s passport granting automatic entitlement to specific benefits

•improved comprehensive care, including regular consultations with a Parkinson’s nurse

•increased government funding for research for a cure for the disease

These suggestions will no doubt resonate with PD su erers around the globe.

Parkinson’s is a progressive condition which develops when cells in the brain that are responsible for producing the chemical dopamine have stopped working. Dopamine plays an important role in the body’s movements, but there is still no understanding of why dopamine-producing cells die. Genetics, environment, and lifestyle may all contribute to someone’s likelihood of developing the condition with most people aged 50 or over.

Although Parkinson’s is not a terminal diagnosis, su erers experience a range of debilitating symptoms that worsen over time and can severely impact their ability to live life independently. Currently, no definitive medical test exists to diagnose or measure the progression of Parkinson’s. Being aware of the early signs and symptoms can mean that people visit a healthcare professional sooner and receive a more timely diagnosis.

In 2017, Parkinson’s UK founded the Parkinson’s Virtual Biotech, an international programme in partnership with the Parkinson’s Foundation. Its purpose is to pioneer research and invest in drug discovery, along with clinical trials to accelerate life-changing new treatments for people with the condition.

In the meantime, one of the most common methods of becoming aware of PD is via smartphone which can predict Parkinson’s early by changes in how someone walks, as well as detecting early changes in speech. In the UK PD, patients are being given life-changing smart watches that allow doctors to remotely assess their condition in a pioneering project to revolutionise NHS care. The cutting-edge gadget containing sensors, known as a Parkinson’s Kinetigraph (PKG), is worn around the clock for six days to monitor patients’ movements at home.

While digital solutions are in the pipeline, perhaps governments and healthcare organisations should be o ering more support to su erers of this fast-growing disease which is rapidly becoming another healthcare burden.

OPINIONATED

STEVE GARDNER Managing Director

THERE’S ONLY ONE HEALTHCARE WORLD AND WE ALL LIVE IN IT

Wherever you go, the issues in healthcare are largely the same

As someone who spends a fair amount of time travelling around the world talking about healthcare, it always amazes me how much innovation is taking place in the sector globally and how much of it would translate easily from one system into another.

Ultimately, the challenge in healthcare is the same wherever you go. It’s about access, quality, e iciency, workforce, infrastructure, digitisation and data. And as with most things, it usually boils down to money.

The subtleties may change and the models di er. There are di erent dynamics between payors and providers, private and public health systems. Depressingly, there are still pockets of the world where there is little or no access to quality care

so universal health coverage remains tantalisingly out of reach for too much of the world.

What is true in absolutely every health economy, though, is a real hunger for innovation, for new ideas, technologies and ways of using data, for being more e icient and for providing better care at greater scale.

There’s a reason why investors flock to healthcare - it remains and will always remain the world’s one true growth industry. The advent of precision medicine, population health interventions and digital provision of remote healthcare are just some of the problem areas that investors and technologists are seeking to resolve. At the same time, the human population of the planet will continue to rise and rise, our resources will continue to dwindle, the

climate crisis will mean more pollution and more disasters, and regrettably there will be more pandemics.

So start ups, entrepreneurs and innovators in healthcare have a plethora of problems to solve, such as:

• Our workforce crisis means we need to find ways of using AI and remote consultation and monitoring to do more with less. Yet we can’t do without people, so how do we train more workers and make those we have more e icient?

• How do we share best practice and innovative ideas?

• Our sector is one of the worst polluting sectors in the world, how can we make it greener?

• With money tighter than ever, how do we drive value in healthcare and develop new models that increase e iciency?

• How do we encourage healthier lifestyles to move from ‘sick care’ to ‘health care’?

The point of all of this is that we are still a small planet and the problems of one system are pretty much the same as the problems of another.

We’ve seen solutions created to solve the specific problems of the UK NHS – a single payor, free at the point of delivery, publicly-funded health system - that would work well in the commercial insurance-led markets of the USA and the Middle East. Such a system would also help save lives by making very limited resources go further in the aid-funded markets of lower income countries in subSaharan Africa.

A cost saving to a cash-strapped European health system creates a profit motive in a commercial system and creates a solution that is desperately needed where there is no money or resource to save lives.

So whatever your innovation or solution, and no matter how much you’ve developed it to solve your own individual surgery, ward or clinic problems, think about it more broadly. Think about it globally because others on the other side of the world are probably struggling with the same issues.

And there are investors, entrepreneurs, leaders, and indeed people like us at Healthcare World, who would love to help you take your ideas across borders.

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