The year 2023 has just paved the way for a new future. We have almost fully recovered from the aftermath of the unprecedented pandemic and in the past few years, pharma companies have realised the importance of data. To quote British mathematician and entrepreneur Clive Humby, data is indeed the ‘new oil for pharma companies’ and much more than that.

Pharma companies of all sizes have drilled for and stored more and more data about their customers and business operations to drive performance and growth to reach their goals. In conjunction with the increased use of the HCP, consumer awareness and access, data creation has exploded in recent years. As a result, new initiatives and teams have been built solely on having access to unique and useful data — a lot of times being remote as well.

Data informs all aspects of the pharmaceutical commercial process, and it plays a pivotal role in driving sales. Yet, companies face many obstacles when it comes to data analytics and management. Without a proper data analytics strategy, emerging pharmaceutical companies can struggle with inaccurate forecasts, poor targeting and unmotivating incentive compensation plans, all of which can hamper sales. This might lead to a snowball effect on the entire organisation.

Look for the true gap in insights

Maintaining a competitive edge in the market requires monitoring the current competition and market while keeping an eye on the future. It is essential to make strategic decisions and stay ahead by leveraging accurate, timely competitive intelligence that spans the entire brand value chain and product lifecycle.

With the growing omnichannel and digital marketing trends, accessing highly actionable data is becoming the standard approach. However, sometimes when we have data, we might need more insight. As author S. Goodwin aptly coins the DRIP (data rich, information poor) syndrome, this now paralyses many healthcare organisations’ performance improvement efforts. Symptoms of DRIP syndrome include the use of an abundance of data points and the predominant use of retrospective data.

An organisation should collect only the required data to improve performance and meet accreditation and regulatory requirements. There also must be an emphasis on the dollar ROI for every data purchase and assimilated in the organisation. After all, we want to use the data and synthesise insights not just build a data library.

Related: Six predictions that will impact healthcare in 2024

Integrate market research with forecasting

Market research and strategic forecasting are the tools with which companies make informed predictions. Using market research and historical data, forecasters can forecast demands and trends that will help them better predict future revenues. However, this is easier said than done.

It is a mammoth task to convert the insights to foresight, especially if the firm is struggling in post-COVID aftermath, undergoing M&A, or restructuring of the businesses. It becomes critical to continue to generate insights and be an enabler in decision-making.

One of the best ways is to integrate market research into forecasting to get collective “market insights” than observe both in silos. Not only does it become a seamless integration for the company, but even at a human level, it transforms the output quality and enables more robust decision-making.

Ingrain market access early into forecasting

Market access can vary significantly in a country like Canada, with each province having its own complex system. In Europe, market access and pricing have their validated complexities. It also varies from the type of disease the drug is catering to. Oncology, rare diseases, vaccines, specialty, general medicine, and many more classes have their epidemiology, patient journey, disease area, market characteristics, future pipelines, etc., which need to be accounted for by a forecaster. In summary, market access is one of the primary contributors to product launch success and failure. If market access is integrated early on in forecast and revenue generation, we can keep the forecast realistic.

Join hands cross-functionally to create an integrated approach

The insights gap holds the life science industry decision-making into silos and unstructured outputs. Identifying where to play, whom to target, and where to win are all critical elements in good decision-making. Right now, teams are scampering with all the data and information overload.

Moreover, when you have different geographies and regions to be rolled up into an organisation-level forecast, they should have the same ingrained structure to be on the same page.

Resource allocation, budgeting, inventory, supply management, P&L, and finance are some functions affected by sharp insights. Human-level challenges can be shifting priorities, attrition or layoffs, data quality issues, etc. Organisation and human-level challenges persist, but the show must go on.

After all, we know the importance of these insights will eventually help in delivering drugs to patients. Integrating teams under one umbrella will allow senior leaders and decision-makers to close the insights gap across the entire cross-functional process. In 2024, an integrated approach is the way to go.

Hybridise forecasts using technology and humans together

In a perfect world, independent reasoning by the forecasters combined with the analytic capabilities of the machine models should complement each other to arrive at an ultimately more accurate forecast. With the advent of Big Data and AI in the pharmaceutical world, machine learning models can improve the judgment of a human pool. Still, we must highlight the importance of accounting for trust and cognitive biases in human judgement. Unlike a prediction, a forecast must have logic to it. The forecaster must be able to articulate and defend that logic.

The wise forecaster is not a naive spectator but a participant and, above all, a decision-maker, and a critic. Forecasters will continue to be realigned, reimagined, and amplified and be the flag-bearers of the intersection of data and science.

Research and knowledge management

Every strategy lead wants to reflect the true voice of the customer, framed in the right context, so the stakeholders can make good customer-centric business decisions that remain compliant with regulations. A lot of times the problem is that the organisation has an enormous (and growing) amount of internal and external knowledge about how the customers feel about the products, so it becomes difficult to synthesise and connect the dots in an understandable way for the stakeholders.

Forecasting and Insights teams at large, multinational healthcare firms face common healthcare research and knowledge management stumbling blocks, like:

• Research duplication because there’s no easy way to search the organisation’s knowledge to see what’s been studied before.
• Time-consuming knowledge synthesis because all the structured and unstructured data sources live on different platforms.
• Lost insights; the teams’ insights reports end up buried in inboxes and hard drives because there is not a centralised place for people to find past insights.

Related: Could smart manufacturing be an antidote to pharma industry challenges?

Conclusion

The team’s insights are critical to the success of the business. The business strategy and forecasting team are the internal voice of the customers — the patients, doctors, and healthcare professionals who rely on the company’s products to meet their needs.

One possible solution to overcome market research challenges is by leveraging technology to implement consistent, scalable, and robust research and knowledge management processes.

There needs to be agile workflows and checkpoints that standardise forecasting, market research and insights management activities, so the steps are always clear, and teams are always compliant in the go-to countries.

The importance of implementing technology that fits an organisation’s needs and improves efficiency and communication across teams to allow for an organised, strategic product launch. By leveraging technology that connects all knowledge assets and insights, one can make customer-centric, patient-based decisions. After all, if the company succeeds in its goals, not only they win but the patient wins too. Building resiliency is the key. 

All the views and opinions expressed are fully independent and belong to the author only.

Sanobar Syed is a pharmaceutical business strategy and forecasting pioneer with 15+ years of experience, leading market research, strategic forecasting, and business analytics for top global pharmaceutical firms.

Back to Management

Digital health is an emerging term that is being used frequently with health information technology nowadays that includes all forms of computerised and digital operations in healthcare and medicine. Digital healthcare relates to any kind of electronic healthcare provided through technology-based channels, including informative, educational, and even commercial content, as well as services that are provided by medical facilities, specialists, and individuals themselves.

Digital health systems use information and communication technologies (ICT) to deal with health issues that people experience. These methods include telemedicine, web-based analysis, email, applications for mobile phones, messages via text, and clinic or remote surveillance sensors, as well as hardware and software solutions and services.

The scope of digital healthcare in Saudi Arabia

In view of the most recent and increasing interest in digital health programs and initiatives in the Kingdom of Saudi Arabia, researchers, clinicians, and policymakers must improve their understanding of current electronic health record programs, policies, and activities.

Over the last three decades, the Saudi government has invested billions of Riyals to establish, improve, and extend healthcare coverage. As a result, the number of government and private sector hospitals and medical institutions has risen.

Related: Growth opportunities in specialised sectors of Saudi Arabia

Rise of telemedicine

The Ministry of Health in Saudi Arabia urged all healthcare companies to offer distant communication treatments via telehealth programs during the COVID-19 pandemic owing to unforeseen conditions like lockdowns and social distance limitations. Around 10 Saudi teleradiology businesses compete with contractor radiologists for customers. Most of these firms were licensed in 2018. MOH licensing requirements include applying to regional and governorate health directorates and the support agency for growing health investment in the ministry. The radiology facility is assessed every two years.

According to the 2030 Vision, the MOH priorities teleradiology in PPPs. However, the government, hospitals, and commercial health institutions are wary of teleradiology providers. All Saudi private teleradiology firms struggle with a dearth of full-time radiologists.

Most sub-specialised radiologists in Saudi Arabia work for the government or private hospitals. The Saudi health system prohibits dual employment. The private teleradiology sector also faces deficiencies in subspecialty coverage, on-call coverage, government outsourcing of teleradiology to private companies, and low financial compensation due to the current financial module and prices.

Digital health investment in private sector

In Saudi Arabia, the number of studies and information on digital health is still inadequate. Data is confined to some facilities and may not accurately represent the range and complexity of existing and potential electronic healthcare use across the region’s healthcare organisations.

Five major health authorities serve a majority of the population. The Ministry of Health (MOH) supervises 60 per cent of Saudi Arabia’s hospitals, while the other four authorities in conjunction deal with around 20 per cent, with the other 20 per cent controlled by the private sector.

The Ministry of Health serves Saudi natives and registered foreigners and is working on integrating its hospitals and developing a national digital health strategy. Some of these hospitals’ health information systems are from separate manufacturers and are not yet interlinked.

Saudi citizens are served by the King Faisal Specialist Hospital and Research Center (KFSH&RC). The hospital is now part of the KFSH&RC telemedicine network, together with more than 12 Ministry of Health facilities. Administrative work is being eased up in secondary departments, giving them more time to deliver better services and enhance regulatory compliance techniques.

Pharmacists and nurses are currently spending considerably less time processing orders and significantly giving more time to providing medical assistance. The time spent on making calls to physicians for inquiries about and checking prescriptions will be significantly reduced via e-health services.

Emerging telehealth companies in the Kingdom

The Ministry of Health in Saudi Arabia is growing nationwide telemedicine capabilities by utilising innovative technologies in healthcare services. As a result, Seha, a digital health app, was developed in 2018 to allow users to have live audiovisual medical consultations with their physicians on their cell phones.

Users may sign on to the app, speak directly with a professional, and have their medical conditions diagnosed via the app, which has been designed to facilitate audiovisual interactions. As a result, an expert responds to individuals’ queries, provides the necessary medical consultation, and performs the needed clinical procedures.

In 2018, consultations through Seha app accounted for two per cent of medical visits in Saudi Arabia. In the first half of 2020, the Seha app was used to perform 1,877,440 online consultations. Patients that utilised the app were largely pleased with their experience.

Recent surveys, however, revealed that the general population in Saudi Arabia still has inadequate expertise with the Seha application and is hesitant to use it because of a lack of confidence in digital health software.

According to research, a significant number of the participants (70 per cent) recognised the prospective advantages of telemedicine and expressed their interest in employing this approach for healthcare. However, 52 per cent of them never utilised the Seha application. Approximately 51 per cent stated to have never obtained medical advice via smartphone.

Significant differences were observed in views, preferences, and utilisation of telemedicine that were identified throughout people’s age, gender, area of residence, country, and occupation. A considerable number of the respondents were reticent to try out telemedicine for two reasons, 29 per cent was due to a lack of faith in this technology and 30 per cent had doubts because they do not know the doctor on an interpersonal level.

Investments in telemedicine

In 2018, the Saudi government dedicated SAR 146.5 billion (US$1 = SAR 3.75) to healthcare and social improvement, accounting for 15 per cent of total government budgeted investment.

The World Health Organization (WHO) placed the Kingdom of Saudi Arabia’s healthcare system 26th out of 191 different countries, ahead of most of its surrounding Arabian Gulf states, including the United Arab Emirates (27th), Qatar (44th), and Kuwait (45th). It also placed higher than several other developed-country healthcare systems, including Canada (30th), Australia (32nd), and the United States (37th).

The healthcare industry is a primary priority for the Saudi Arabian government, which is why the country spends 60 per cent of all GCC healthcare money. It plans to spend US$36.8 billion (14.4 per cent of its budget) for healthcare and social development in 2022.

More than US$65 billion will be spent on Saudi Arabia’s healthcare system as part of Vision 2030. It also seeks to privatise 290 hospitals and 2,300 primary health facilities, raising the private sector’s participation from 40 per cent to 65 per cent. The Saudi Ministry of Health (MOH) wants to introduce “health clusters” servicing around one million people each to increase access to the service to promote preventative and integrated care.

There are also extensive initiatives in place for digital health expansion in Saudi Arabia. These include spending an additional US$1.5 billion on health IT, digital transformation, and expanding the use of telemedicine. The government’s dedication to healthcare and social development is shown in the 2023 budget, which allotted more than SAR180 billion for these purposes.

With the region’s fastest-growing population, the healthcare system in the Kingdom of Saudi Arabia is in dire need of reform, and a 2015 study from the McKinsey Global Institute (MGI) also urged the country to overhaul its economy.

Therefore, in 2016, the Kingdom developed a new strategic plan called Vision 2030. According to the MGI analysis, the GDP of Saudi Arabia may be doubled by 2030, and as many as six million new employments might be created for Saudi citizens. Eight industries were highlighted in the analysis, with the health industry having the ability to create almost 60 per cent of the development opportunities. To ensure a smooth transition, the government has set aside SAR6 billion to fund healthcare reform.

Improvements in governance in the healthcare system through accountability mechanisms; addressing quality of patient safety issues; and improving the infrastructure and safety standards were all part of the NTP 2020’s plans. Other goals include increasing the private sector’s involvement in healthcare through alternative financing and supervision, making better use of existing resources, and embracing information technology and digital transformation.

Related: Milestone initiatives of value-based healthcare in Saudi Arabia

Challenges faced by the digital healthcare system

Given the healthcare complex structure system in KSA, a research paper has also highlighted several limitations and expected problems in the deployment of telemedicine there. Healthcare facilities are organised into three sectors and controlled by distinct regional zones and directorates in Saudi Arabia.

Moreover, most of them operate independently, and each healthcare facility has its unique business strategy and financial incentives. Although the Saudi government has allocated a huge budget for telehealth care in the country, a lot of barriers like cost, legal, cultural, infrastructure, police, priorities, standards, knowledge, and expertise are just some of the other obstacles highlighted by WHO that are also important considerations for Saudi Arabia.

Future prediction of digital health in KSA

Consumers in Saudi Arabia are beginning to see the value of digital health technologies in the context of comprehensive disease management. Eighty-four per cent of consumers agree that technology plays an important role in health management.

To take care of themselves, 44 per cent utilise the internet, 40 per cent use mobile apps and 41 per cent use social media to track their health. Remote health management strategies include the use of remote consultation (24 per cent of users) and remote health monitoring (12 per cent of users).

In addition, consumers overwhelmingly favor fitness (46 per cent) and diet/nutrition (54 per cent). Approximately 81 per cent of patients reported receiving better treatment when their providers accessed and utilised EHR. Saudi consumers are keen to use digital technologies for health tracking and to share the data they collect with their healthcare providers (HCPs).

After all, Saudi Arabia is the region’s biggest ICT investor, spending an estimated US$35 billion on technology in 2015 and US$39 billion in 2019. While the Ministry of Health’s goal of providing access to quality healthcare has resulted in the proliferation of public hospitals around the kingdom, private facilities have been more active in adopting and making use of the e-health solutions insight.

When compared to civilian hospitals, military facilities provide a comparable number of e-health services. Hospitals linked with governmental entities and other institutions are on the rise in KSA with the Ministry of Health having many affiliated hospitals. There is a discrepancy between the predicted rate of e-health adoption and the actual number of MOH hospitals.

The Communications, Space, and Technology Commission (CST) released the Saudi Internet Report 2022 which presents precise data on the Internet system and its utilisation in the Kingdom of Saudi Arabia. The report also assesses the level of infrastructure development to improve digital services for both the public and private sectors, attracting technical investments, and fostering the growth of a prosperous digital economy.

The study also included information about the Kingdom’s increasing proportion of Internet use, which reached 98.6 per cent of its population. According to the report’s findings, the Tawakkalna Services application was the most downloaded e-government application this year. In the category of educational apps, Madrasati scored top, while Nusuk was the most downloaded program for travel.

There are still obstacles to e-health’s widespread adoption, despite the many positive outcomes that may result from its implementation. Barriers to adopting large-scale IT systems, such as e-health, may be broken down into four distinct types of information: project/economic, technical, organisational, and behavioural. Several obstacles to innovation have been identified by different studies.

The capacity of an organisation to reduce or eliminate the different knowledge barriers affects the adoption and execution of a complicated IT solution.

Dr. Abdullah Alotaibi is the Medical Director and Head of Telehealth Department at MHCS, Manzil Healthcare Services in Saudi Arabia. He is an experienced Assistant Consultant of Family Medicine with a strong track record of comprehensive patient care in diverse healthcare centres in Saudi Arabia. He is also certified in Healthcare Management from Yale School of Management, a Fellow of The International Society for Quality in Healthcare (ISQua), PMP® Certified, and an MBA candidate at Hult Business School in London, UK.

Back to Technology

Accreditation plays a pivotal role in ensuring the quality, safety, and efficiency of services within the healthcare industry, and the US-based Joint International Commission (JCI) continues to be a leader in this respect.

Armed with decades of expertise in the healthcare industry, JCI has become a prestigious symbol for healthcare organizations that strive to achieve a high standard of quality care and patient safety. JCI further equips healthcare providers with the tools and resources necessary to strengthen health systems and encourage professionals to excel in their field.

“JCI is part of a parent company, The Joint Commission, and is currently the largest healthcare accreditor in the world. We are present in more than 70 countries, accrediting hundreds of healthcare organizations with multiple different services and solutions, and we continue to expand our portfolio and reach,” said Dr. Joel Roos, Vice President of International Accreditation, Quality Improvement and Patient Safety at the Joint Commission International.

In UAE alone, JCI accredits more than 200 healthcare organizations spanning various settings such as hospitals, ambulatory clinics, laboratories and more. According to Dr. Roos, many of these healthcare organizations hold multiple certifications that also accredit their ambulatory care settings and other facilities.

Related: The role of accreditation in elevating global healthcare education standards

“While the majority of current JCI-accredited healthcare organizations are hospitals and academic medical centers, we also accredit non-hospital settings such as ambulatory clinics, home care, laboratories, long-term care, medical transport, and primary care providers. For large organizations with multiple sites, we now offer an Enterprise Accreditation Program to support the modern healthcare systems that consist of several hospitals, separate ambulatory care centres, and possibly some freestanding laboratories, all that feed into each other and operate as a system,” Dr. Roos added.

JCI Accreditation Standards are presented in detailed format, each outlining a set of goals and guidelines for active JCI-accredited healthcare organizations. Its 8th edition is currently in the final stages of development, and Dr. Roos highlights that we are expected to see a streamlining of existing standards by 85 to 90 per cent, and an increase in certain focus areas such as sustainability.

“Sustainability is one of the new chapters in the 8th edition. Given the current state of the world and with the recent COP28 held in Dubai, we have been asked when we would be including standards to address this subject. And so, we have partnered with the Geneva Sustainability Centre, an organization housed within the International Hospital Federation, to jointly develop environmental sustainability standards,” he said.

JCI is passionate about initiating conversations about sustainability and encouraging organizations to pay close attention to this area of concern. Dr. Roos added that environmental sustainability is a key global trend, with the UAE being the most notable country making great strides compared to many areas of the world. “Environmental sustainability requires resources which some countries or organizations may not be able to allocate at this time; hence we understand concerns about achieving or maintaining accreditation as part of the new standards,” he said.

JCI’s goal is to work with all healthcare organizations to drive adoption and help them improve their environmental sustainability initiatives. “As we want to encourage environmental sustainability, we are still fine-tuning the scoring mechanism to help organizations adopt these standards and best drive improvements without penalizing them, especially those that are just beginning to make changes and improvements. These discussions are still ongoing, but we are committed to moving forward with environmental sustainability in terms of hospital accreditation,” he said.

Additionally, JCI recently launched a new laboratory program based on ISO standards based on market demand, particularly in the Middle East and UAE regions. This new Laboratory Program combines its strengths in hospital and laboratory management with the ISO’s strong technical and process requirements.

Related: Diagnosing the future of sustainability in healthcare

As JCI prepares to introduce its Continuous Accreditation Program, Dr. Roos added that leadership, commitment and involvement are key factors that drive safe and reliable delivery of care in hospitals and organizations.

“Going through an accreditation process to improve quality and safety is a team sport, and there are many competing priorities for a healthcare organization to consider. Without full team involvement and leadership driving it, it will not succeed. Leadership commitment and engagement, to me, is the first step.”

Teamwork between quality improvement coordinators and chief medical officers, alongside the involvement of staff members in the hospitals, could enhance efforts to achieve high standards of quality care and patient satisfaction.

Dr. Roos highlighted that the biggest misunderstanding healthcare organizations have is thinking that JCI guidelines are prescriptive. He believes that a hospital should determine the best solution that meets the goals of its facility, which could vary from one organization to another and within the regions in which they operate.

He further advised that organizations should focus on the maintenance of accreditation at all times, much like physicians who continuously work on improving their craft after receiving their initial board certifications.

“At the end of the day, the goal is to shift the focus from serving the accreditation process to enabling quality improvement and patient safety and ensuring sustained improvements in hospital operations,” he concluded.

Back to Management

In 2020, lung cancer, the foremost cause of global cancer-related deaths, took 1.7 million lives, surpassing fatalities from the next three deadliest cancers combined. Early detection significantly improves the five-year survival rate, increasing from 10 per cent in advanced cases to around 70 per cent. However, lung cancer is often stigmatised as self-inflicted, hindering open discussions. The rising incidence of lung cancer in non-smokers emphasises the need for improved screening for all. This is where promising new AI tools like MIT’s Sybil, aims to detect lung cancer in its early stages, making it more treatable.

Low-dose computed tomography (LDCT) scans are the primary method for lung cancer screening. With Sybil, this process goes beyond traditional screening, predicting a patient’s risk of developing lung cancer within six years without the need for radiologist assistance. This advancement in AI technology holds promise for proactive and personalised healthcare in lung cancer prevention and treatment.

Sybil is just one example among thousands where healthcare AI is demonstrating success in applications ranging from diagnostics to personalised medicine. AI is also extending its impact beyond diagnosis. Penn Medicine’s AI chatbot, Penny, assists cancer patients by providing guidance and support through text messages, showcasing a 70 per cent adherence rate in medication intake.

Despite these advancements, concerns loom over the biases and pitfalls in AI-driven cancer detection. For instance, studies reveal that AI systems designed for skin cancer diagnosis exhibit significant racial bias, being less accurate for individuals with darker skin tones. The regulatory frameworks currently in place struggle to keep pace with the dynamic nature of AI, prompting the need for a reimagined rule book. What are the risks that call for immediate regulation?

Related: Technology shift that is transforming healthcare practice

Health equity and AI

AI’s ability to analyse vast amounts of data, coupled with machine learning, positions it as a catalyst for emerging fields like personalised medicine. “AI, particularly chatbots, can increase access, improve patient experiences, and even save time and money,” says Jessica Roberts, the Director of the Health Law and Policy Institute at the University of Houston Law Center. However, she poses a crucial question: How can we ensure equitable distribution of these benefits without exacerbating existing healthcare disparities?

Inequity in healthcare access and outcomes predate AI. Despite AI’s potential for positive change, there is a simultaneous risk of unintentionally perpetuating existing inequalities. Roberts stresses the necessity of human supervision to prevent harmful outcomes such as biased data in AI. “The accuracy of AI-generated assessments is paramount in medical contexts,” notes Roberts.

As society increasingly relies on AI for medical assessments, she emphasises the need to ensure that outputs are accurate and free from biases. Roberts succinctly captures a fundamental concept: “It’s the idea of ‘garbage in, garbage out’ — poor quality inputs generate poor quality outputs,” highlighting the potential reinforcement of disparities in healthcare.

Can regulation address AI bias?

To maintain ethical standards, AI needs to be integrated as decision support for human experts at best. Roberts raises questions about whether existing anti-discrimination laws adequately address unintended biases in AI. She advocates for laws explicitly covering both intentional and unintentional discrimination by AI in healthcare. The way generative AI systems are trained could result in privacy, trust, safety, low interpretability, bias, misuse, and over-reliance risks. Some of the challenges of generative AI are that the system could change the way virtual assistants interact with their patients and that there is no umbrella legislative framework governing the space.

A potential way to address these issues is “Big Data Affirmative Action”, says Roberts. This involves using a second corrective algorithm to address discriminatory outcomes in an initial algorithm. For example, it could detect disparities in how physicians diagnose cardiovascular disease in women. Once discrimination rates are identified, the corrective algorithm can be used to rectify the inaccuracies in the initial algorithm’s results.

“Addressing bias in AI requires a comprehensive approach. As the healthcare industry embraces technological advancements, we must ensure that AI benefits all without perpetuating disparities,” Roberts adds.

With some hospitals contemplating the adoption of generative AI systems and others already immersed in their development, the need for robust guidelines is more pronounced than ever, says Dr. Thurayya Arayssi, Professor of Clinical Medicine and Vice Dean for Academic and Curricular Affairs at Weill Cornell Medicine-Qatar’s (WCM-Q).

“Even though generative AI will provide support to the healthcare sector, the applications pose legal and ethical challenges, for instance, when ChatGPT generates texts and information, who owns that information, or if a clinician relies on the information from generative AI and something goes wrong, who will be held responsible?”

Related: AI-powered endoscopy innovations for global health equity

Regulatory challenges: a global perspective

Healthcare AI grapples with outdated regulatory models. Current frameworks clash with AI’s adaptable nature, and as regulators race to catch up, the challenge lies in creating a regulatory environment that fosters innovation without compromising patient safety. To prevent technology from harming the public, the world must agree on a regulatory baseline, where legislation is possible, and how it can be implemented. However, regulating AI in healthcare faces global challenges. The European Commission recently passed the Artificial Intelligence (AI) Act, which categorising AI risk and focuses on strengthening rules around data quality, transparency, human oversight and accountability. It also aims to address ethical questions in various sectors from healthcare and education to finance and energy. In the US, the FDA introduced an action plan that integrates AI and machine learning-based software into existing medical device frameworks. More recently, the Biden administration issued an executive order encouraging AI developers to disclose their safety test results and other key information to the federal government.

The Dubai Health Authority’s proactive regulatory and ethical requirements for AI solutions in healthcare aims to enhance collaboration between government health agencies, the private sector, and the scientific community. This AI policy has been formulated according to best clinical practices and emerging research, says Dr. Mahira Abdel Rahman, Information and Smart Health Policy Officer at the Dubai Health Authority. The policy mandates that all AI solutions for healthcare comply with the international and federal information laws, regulations and guidelines of the UAE and Dubai, especially regarding human values, patient privacy, people’s rights and professional ethics, in the long and short term. The policy also focuses on the need for AI healthcare solutions to be safe, secure, and subject to supervision and monitoring by professional users to ensure technology is used to empower the health sector and patients. “Through this policy, we seek to benefit from the capabilities of artificial intelligence to ensure smart management, work with high efficiency and enhance productivity in the health field,” she adds.

As the regulatory landscape evolves, legal teams and industry players must navigate complexities. Pioneering regulation introduces short-term compliance burdens but can offer clarity, reduce litigation risks, and instil confidence in the technology. Regulating AI in healthcare presents a complex challenge that demands a delicate balance between encouraging innovation and ensuring patient safety.

Back to Technology

The global healthcare industry relies on a robust ecosystem of trust that spans across nations. In countries like Saudi Arabia, healthcare practitioners undergo continuous verification and regulatory adherence throughout their careers, from initial employment screening to ongoing credentialing. Consequently, it becomes imperative to uphold rigorous standards when it comes to the knowledge underpinning their expertise, namely their healthcare education.

Accreditation marks the beginning of a healthcare professional’s career journey and is instrumental in ensuring that the quality and consistency of educational programmes are maintained. Accreditation not only assures a strong foundation for budding healthcare professionals but also marks the start of their path toward delivering high-quality patient care.

Related: Sustainable healthcare innovation drives change in the industry

It also promotes the mobility of healthcare professionals, ensuring a consistent level of competence and expertise globally. When healthcare institutions and educational programmes adhere to these standards, they not only enhance the employability and confidence of graduates but also foster trust and reliability in healthcare services worldwide. This commitment to maintaining a consistent global standard aims to reduce the risks of malpractice and promote the overall well-being and health of individuals internationally.

As healthcare professionals often seek opportunities abroad or collaborate with international counterparts, accreditation plays a pivotal role in assuring global employers that their qualifications meet the requirements for international recognition and licensing, benefitting professionals and fostering the exchange of expertise to enhance healthcare practices worldwide.

Shifting our focus to Saudi Arabia, we observe a surge in the demand for healthcare services. Recent market data indicates that the GCC, particularly Saudi Arabia, will require over 8,000 new hospital beds by 2027 to meet the increasing healthcare needs of the growing population. This unprecedented demand necessitates a well-trained medical workforce capable of providing high standards of patient care. Accreditation plays an indispensable role in meeting these requirements with internationally trained professionals.

In response to the growing demand for healthcare services, addressing the surge in fraudulent healthcare credentials is imperative. This issue poses a significant threat to patient safety and the integrity of the healthcare system, especially concerning unaccredited universities. Education in the healthcare field demands a substantial investment of time, effort, and resources for aspiring professionals. Confidence in this investment is paramount. Graduating from an accredited university is not merely about earning a degree; it ensures that students meet the necessary educational requirements for a successful career in this field.

Accreditation acts as the seal of quality, signifying an educational institution’s commitment to excellence in curriculum, faculty, infrastructure, and the overall learning experience. Accredited universities equip students with the essential knowledge and skills for success in their chosen healthcare professions. Conversely, unaccredited universities may lack these vital qualities, presenting a risk to the quality of healthcare education. This issue has become more pronounced in recent years, contributing to challenges in the healthcare sector, particularly with the proliferation of fraudulent healthcare credentials.

Related: Understanding the evolving nature of the healthcare organisation accreditation process

Raising awareness about the significance of accreditation is crucial to prevent aspiring healthcare professionals from enrolling in unaccredited programmes, a costly mistake. Ensuring that students are well-informed about the importance of accreditation not only safeguards their educational investments but also upholds the integrity of the healthcare profession. This can be achieved through education and empowering students and their families to make confident and informed choices about their educational journey, maintaining the highest levels of patient care, and supporting the growth of healthcare sectors across the GCC.

In this context, Primary Source Verification (PSV) companies, such as the DataFlow Group, play a crucial role in safeguarding the integrity of the healthcare sector. They collaborate with over 160,000 global issuing authorities, including universities, medical institutions, and regulatory bodies, to check the authenticity of educational and professional credentials for individuals hired to work in the sector. As a leading global provider of PSV solutions, DataFlow ensures that only documents provided by accredited institutions are verified, reducing the risks associated with fraudulent credentials. DataFlow’s robust verification protocols, digital systems, advanced data security measures, and continual application monitoring all contribute to maintaining the highest standards in the healthcare sector.

To summarise, healthcare accreditation is more than just a process; it is a commitment to quality, and towards protecting communities. Recognising the importance of accreditation is crucial, but taking action on it is equally vital.

Enforcing proven and trusted healthcare accreditation methodologies and services is necessary to prevent compromises in patient care, inconsistencies in quality, legal and regulatory issues, and a loss of public trust. It represents a dedication to the future of healthcare in the GCC and worldwide, where the rigorous training of professionals, facility accountability, and patient trust become the standard. Enforcing accreditation procedures at every level of the region’s healthcare sector, from educational institutions to healthcare professionals and facilities, paves the way for this vision. Together, we can ensure that the healthcare sector thrives on the principles of excellence and trust, meeting the demands of a growing population and securing a bright healthcare future in the GCC.

Sunil Kumar is the CEO of The DataFlow Group.

Back to Management

In a market that is fiercely competitive and shows no signs of slowing down, the healthcare industry is struggling to retain and find talent. Recent workforce statistics show that both the number of people looking for work in these fields and the demand for healthcare professionals are predicted to grow significantly over the next few years. Finding and keeping talent in a very competitive market is among the most pressing issues.

It is critical to find people with the knowledge, compassion, and adaptability needed to handle the healthcare industry’s many complex challenges. Furthermore, it is crucial to keep these exceptional professionals once you find them because their expertise and commitment are crucial to the success of any organisation.

It includes developing talent, fostering a positive organisational culture, and putting creative retention strategies into practice. Healthcare organisations need to make an investment in attracting the brightest minds while also cultivating an environment that will allow them to flourish, grow, and feel inspired to stay. This multifaceted strategy not only guarantees the provision of excellent healthcare services but also improves patient satisfaction, solidifies the organisation’s reputation, and advances the healthcare industry as a whole.

Related: Improve job satisfaction of healthcare workers with virtual hospitals

Healthcare recruiters and leaders can actively close the talent gap, build strong teams, and promote an excellence-oriented culture, ultimately influencing the future of the industry and enabling healthcare professionals to provide excellent patient care.

Plan for a strategic workforce

To do this, the workforce must be organised in advance of the community’s anticipated future healthcare needs. By identifying skills gaps and planning recruitment drives well in advance, institutions can proactively address their staffing needs. Partnerships with educational institutions and financial support for training programs also help to shape a skilled workforce.

Focus on organisational culture

Organisational culture is essential for attracting and keeping top talent. Healthcare professionals are looking for fulfilling careers in settings that value their contributions, not just jobs. Organisations that prioritise respect, lifelong learning, and employee well-being are more likely to successfully recruit and keep talent. Employee satisfaction is greatly influenced by recognition initiatives, mentorship programmes, and a positive work-life balance.

Related: Emerging opportunities in healthcare for youth in Saudi Arabia

Invest in employee development

Continuous learning and professional growth opportunities are attractive propositions for healthcare professionals. Institutions that invest in the development of their employees, offering training programs, skill enhancement workshops, and avenues for career progression, create a motivated workforce. Moreover, mentoring programmes, where experienced professionals guide newcomers, not only facilitate knowledge transfer but also instil a sense of belonging and support.

Implement innovative retention strategies

Beyond conventional benefits, healthcare organisations are exploring innovative retention strategies. Flexible work schedules, remote work options, and comprehensive healthcare benefits are becoming standard offerings. Additionally, providing avenues for research, encouraging participation in conferences, and creating platforms for showcasing achievements enhance professional satisfaction.

Ensure enhanced team communication, regular meetings between managers and employees, setting clear expectations, and workload checks. Evaluate your PTO policy to guarantee everyone has time to refresh, fostering well-rested and productive employees. Conduct annual employee engagement surveys using external firms for unbiased feedback, which is a great way to feel the pulse of the organisation. Promote genuine recognition as it boosts team morale significantly.

Prioritising employee satisfaction reduces turnover, creating a stable workforce for consistent patient care. As workforce demands rise, finding and retaining skilled professionals will remain a challenge. However, healthcare organisations can bridge the talent gap, ensuring stability, patient satisfaction, and industry advancement by utilising the strategies discussed.

Jennifer Orisakwe is a health researcher and data storyteller with an interest in topics that affect healthcare stakeholders’ decision-making and outcomes.

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The digital health revolution, spearheaded by AI and remote healthtech, is redefining our approach to clinical trials, patient engagement, and overall healthcare management. However, clinicians are still struggling when seeking individuals with rare diseases and are significantly hampered by geographical limitations and the socioeconomic status of participants. Martin Sandhu, CEO and founder at NUOM, a digital health transformation agency based in the UK, explains why incorporating the patient experience and diversity in clinical trial design and implementation is paramount to obtaining positive outcomes.

Using the latest tech for better patient engagement

The voice of the patient should be at the core of your service offering if you want to have access to a truly diverse pool of individuals that are reflective of a broad spectrum of subjects. The good news is that now we have access to smart, predictive models that can pinpoint the ideal geographies and communities for patient recruitment.

What’s more, patient check-ups can be conducted through digital platforms supported by telemedicine, which further enhance the chances of including more people from minority and underprivileged backgrounds. This means that it is not just patients who have access to a vehicle or can afford to travel will benefit from the trials. Individuals located in remote locations or who encounter mobility issues can also participate, which gives clinicians access to a more representative segment of the patient population.

Related: Transforming public healthcare with team-based care: A vision for the future

Cultural awareness and competence

In most industry sectors, organisations deliver regular training sessions that enable employees to become culturally aware and integrate seamlessly in international business environments. These types of activities subscribe to organisational cultures that aim to promote diversity and inclusivity and embrace the benefits of a multicultural workforce.

In the healthcare sector however, the focus remains on the what – as in what kind of treatment solutions we should deliver – rather than the how. How we communicate with patients, the ways in which we meet them half-way and understand the beliefs that underpin their motivations, may change the outcome of the service we provide. Simply put, cultural competence goes a long way in delivering a human-centred healthcare service.

Cultural competence in healthcare means delivering effective, quality care to patients who have diverse beliefs, attitudes, values, and behaviours. This practice requires systems that can personalise healthcare according to cultural and linguistic differences. For example, at nuom we have created Hepatitis C testing resources and applications that covered a multitude of minority languages spoken in the UK. This meant that our app could capture data from underprivileged, non-English speaking groups who were a lot more likely to be affected by the virus. As a result of this approach, we predict that by 2025 Hepatitis C will be eliminated from the UK.

Fundamentally, whilst cultural competence in healthcare initially referred to meeting the needs of people from distinctive ethnic and racial groups, it now also refers to meeting the needs of people with disabilities, those from diverse socioeconomic backgrounds, and members of the LGBTQ community.

This idea can be summarised through the concept of intersectionality, which is essential in clinical trials, and it can only be achieved by applying it to trial candidates, which should in theory be as diverse as possible. Diverse participation in clinical trials leads to more generalisable results, better-informed healthcare decisions, and improved patient outcomes across different demographics.

Empowering women in healthcare

Medicine has historically focused on male patients, with the male patient being the norm and the female patient being the abstraction from said norm. Women live longer and have more unhealthy years than their male counterparts. This is mainly because socio-cultural aspects vary between the genders and have a different impact on health, well-being and many diseases. We still have a long way to go to achieve gender equality and equal rights for women worldwide.

Researchers are now starting to understand that there is a dire need for specifically addressing the importance of including women in clinical trials. Physiological differences and hormonal variations can significantly impact how diseases manifest and how treatments affect individuals. Women’s health deserves dedicated attention and that research outcomes must be applicable to both genders in equal manner.

Related: Pharmacogenomics and genetic diversity

Building trust and overcoming scepticism

Factors such as distrust, cultural nuances, and socioeconomic barriers have contributed to underrepresentation of certain groups in clinical trials or even equal access to healthcare. In establishing trust, healthcare providers play a crucial role by prioritising personal connection and transparency in medical decisions. Patients need to feel heard and understood, and healthcare providers can foster trust by demonstrating empathy and showing genuine care for their patients’ well-being.

More recently, we have seen ethical considerations in digital health that go beyond trust in AI. They also encompass issues such as data security, consent, and the potential for discrimination or bias in algorithmic decision-making. It is essential for healthcare providers to prioritise patient well-being, maintain high ethical standards, and foster an environment of trust and transparency. And it goes without saying that overcoming these hurdles requires a thoughtful and intentional approach.

Conclusion

The transformative potential of embracing diversity through human-centric design in the digital health era should be the focus of healthcare providers.

Prioritising the patient experience is not only ethically-sound, but also essential for advancing healthcare in a more inclusive and effective manner.

Historically, clinical trials have often lacked representation from these groups, leading to skewed results that may not accurately reflect the broader population. So today the imperative to include diverse groups, minorities, and women in clinical trials is a cornerstone of human-centric design in the digital health revolution. 

Martin Sandhu is the Founder of digital healthcare specialist agency, NUOM.

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As the world convened for the COP28 climate change event in the UAE last year, a critical lens is being cast upon every sector’s contribution toward a sustainable future. The pharmaceutical and healthcare industries, the heart of global well-being, are no exception as they represent both significant economic weight and a direct lifeline to billions. These sectors possess an exceptional capacity — and responsibility — to lead in sustainable transformation.

Historically, industries related to healthcare have had a complex relationship with sustainability. While they have delivered remarkable innovations that have helped prolong and improve the quality of human life, their extensive supply chains, energy-intensive processes, and waste production have raised environmental concerns.

According to a recent report by the World Economic Forum, healthcare is responsible for 4.4 per cent of global emissions, significantly more per dollar of revenue than the automotive sector. To combat the adverse health consequences of the climate emergency, pharmaceutical companies need to expand access to healthcare globally and reduce their greenhouse gas emissions through net-zero strategies.

The impact of climate change both on and because of the healthcare industry is two-pronged. On one hand, climate plays havoc with the very tools that underpin the industry, i.e., raw materials production and supply chain due to adverse and destructive weather directly impacting access. Extreme weather systems, sky-high temperatures, extreme cold snaps, floods, or otherwise, the pharmaceutical supply chain requires shipments to reach their intended destination in optimal condition to avoid delays that may impact the product. On the other hand, the emissions and carbon footprint due to drug manufacturing and the very same supply chain cause ill effects on climate as well.

Related: Refining precision medicine to protect people and planet

During COP27, research indicated only 4 per cent of biotechnology and pharmaceutical firms were aligned with the Paris 2030 climate objectives, despite being a sector that ranks as one of the top carbon-dioxide contributors globally. In particular, a 2019 publication revealed that for every US$1 million in pharmaceutical revenue, it emitted 48.55 tonnes of carbon dioxide equivalent (CO2e).

It is important to note that recent years have seen a shift. Faced with mounting evidence of the impact of climate change on human health — ranging from the spread of vector-borne diseases due to changing ecosystems to the repercussions of extreme weather events on vulnerable populations — there is an increased urgency for these industries to address their ecological footprint. We are already seeing decisions being made to curtail these concerns. Consumers are leading this shift with their voices. In 2021 a GlobalData survey revealed 43 per cent of participants identified environmental concerns as the primary area for the pharmaceutical sector to tackle. Within that survey, 52 per cent of respondents cited climate change as their most urgent concern.

A study cited by EuroNews found that if the global healthcare sector were a country, it would be the fifth-largest greenhouse gas emitter. This has profound implications for how stakeholders view the industry’s responsibility towards climate action.

Companies have begun re-evaluating their packaging strategies, adopting biodegradable materials and minimising excesses, potentially reducing thousands of metric tonnes of waste annually. Healthcare facilities, traditionally high consumers of energy, have also increasingly adopted energy-efficient infrastructures and renewable energy sources, leading to significant reductions in CO2 emissions. Recognising the environmental impact of raw material extraction, industries have been moving toward sustainably sourced ingredients and materials. Green chemistry is increasingly being vetted and integrated into current processes by the pharmaceutical sector, focused on designing products via processes that minimise environmental impacts and toxic waste.

While these strides are commendable, it is still just the beginning. Following government ministers, healthcare professionals, company decision-makers, and members of the media’s discussion of our shared future at COP28, it is imperative to highlight the role of sustainability in shaping an industry that does not just heal people, but also the planet, our only home.

So, what does the future of sustainability in healthcare hold?

Manufacturing, transport, mobility, and logistics technology are evolving faster than ever, and most are taking environmental feedback and climate-related innovations seriously as part of that process. What is now a vision will fast become a reality, and here we want to consider what that reality will look like.

Related: Hospitals spearhead sustainable healthcare initiatives

Sustainable healthcare becomes a consumer norm

The production of medical devices, drugs, and related items will be done in a manner that is environmentally responsible at its heart, socially equitable as part of its mandate, and economically viable as part of its business decisions. This will involve everything from greener production processes to sustainable raw materials sourcing.

Potential investment indicators

Eco-friendly packaging

With the production of single-use plastics being more and more demonised and a reduction in use by consumers aware of their environmental impact, there will be a significant push towards sustainable packaging alternatives, including biodegradable or recyclable materials. In the past, medical packaging was designed for the open-use-dispose dynamic in healthcare. Safety remains the primary packaging goal. Current estimates by TRVST approximate that about 25 per cent of hospital waste is plastic. 1 With eco-friendly packaging becoming the norm, roughly a quarter of waste in hospitals will be reduced worldwide.

Green chemistry

This involves designing products and processes that reduce or eliminate the use and generation of hazardous substances. In pharmaceuticals, green chemistry could lead to less waste and safer products. The EU Green Chemistry Subsidy programme was launched for this purpose, offering various subsidies and funding programmes under the EGD, to support transitioning into a green economy. In February this year, the European Commission presented its Green Deal Industrial Plan (GDIP) for the net-zero age with an initial investment of US$270 billion, further providing a benchmark to other countries and regions to follow.

Energy-efficient facilities

Manufacturing facilities are being retrofitted or designed from the ground up to minimise energy consumption. An example of this future in the present can be seen with Teva Pharmaceuticals, a key global generic pharmaceutical giant, which recently partnered with Honeywell to optimise energy efficiency. Teva reported a 24 per cent reduction in absolute scope 1 and 2 greenhouse gas emissions compared to 2019, which puts them ahead of schedule to meet their 2025 target of a 25 per cent reduction. Their absolute Scope 3 GHG emissions also reduced by 12 per cent over 2020. In August 2023, AstraZeneca struck a deal with Stratkraft, Europe’s largest renewable energy producer. The deal will see AstraZeneca purchase 200 gigawatt-hours per year for 10 years, corresponding to approximately 80 per cent of the company’s total electricity needs at its research facility in Gothenburg and its manufacturing plant in Södertälje, Sweden.

Sustainable sourcing

Companies are already ensuring raw materials are sustainably sourced, particularly for medications derived from natural resources. The future is already taking shape, with industry leaders like GSK leading the charge. The company is currently evaluating its supply chain to develop a mitigation plan as a participant in a pilot of science-based targets for nature being managed by the Science Based Targets Network (SBTN). As part of the pilot, GSK has developed sustainable sourcing standards for materials such as lactose, gelatin, palm oil, paper and sugar, used in the company’s drugs and inhalers, or as “adjuvants” in vaccines to help create a stronger immune response in people receiving the vaccine. Many others are used for packaging or in drug testing.

The future of sustainable healthcare is promising. Consumers are increasingly aware and there is a significant demand for sustainable healthcare products, making it not only an environmental imperative but a competitive one, something companies need to bear in mind if they want to be a part of the sustainable lifestyle in the future these consumers are preparing themselves for.

Wastewater management

The growing concerns surrounding waste management in healthcare, especially in the GCC with its increasing drug manufacturing facilities, take center stage. Medical waste, from used needles to expired medicines, when mishandled, can introduce serious health risks. Non-infectious waste piles up in significant quantities, potentially polluting soil and water. Incorrect disposal of medicines can introduce them into water systems, posing threats to aquatic life, humans, and the broader ecosystem for extended periods. Hospitals and clinics consume enormous amounts of water for sanitation and patient care, straining local water sources. This is particularly troubling in regions like the GCC where fresh water is scarce, and reliance on desalinated water is high. Between 30 per cent to 90 per cent of specific orally taken drugs end up in our rivers and soils, as reported by Euronews. The call for action at COP28 was clear: to adopt sustainable practices to protect both our environment and public health.

Companies can address wastewater management sustainably by integrating innovative technologies, best practices, and proactive strategies. One approach is source reduction, refining manufacturing processes to minimise waste generation and embracing green chemistry principles. Advanced treatment technologies have also emerged as effective solutions. Membrane Bioreactors (MBRs), which merge conventional activated sludge treatment with membrane liquid-solid separation, ensure pollutants are effectively removed. Another reliable method is the use of activated carbon absorption, known for effectively eliminating organic compounds from wastewater. Investing in on-site wastewater treatment plants gives companies more control over the water’s quality and ensures adherence to regulatory benchmarks. Ultimately, adopting a continuous improvement ethos and staying current with the latest technologies and practices will position companies at the vanguard of sustainable wastewater management.

Conclusion

Following COP28 we have much to consider in the healthcare industry. Steps are being taken, but are they fast enough? Strong enough? Impactful enough? Or are concerted efforts toward sustainable healthcare simply superficial due to pushback from economic, financial and regulatory stakeholders? Is innovation too slow, or too fast thereby limiting this slow-moving industry’s attempts to ramp up climate-friendly initiatives?

The goal of Health Day at COP28 was to build consensus on priority policy and investment in health systems and to get commitments from health and climate funders for a first tranche of money for implementation. The industry is at the precipice of a sustainable future, and we look forward to powerful, impactful decisions from this event and beyond, for patients, healthcare workers, pharmaceutical manufacturers, and more

COP28 was a watershed moment for climate and health, mobilising more than 100 countries, finance institutions and high-level leaders last year. The first-ever Health Day at a COP conference stressed that climate change is the greatest threat to human lives, health, livelihoods, and well-being in the 21st century and amplifies peace and security issues. Responding to the needs created by climate change in many contexts is already beyond the means of national and international humanitarian actors, threatening to overwhelm health workforces and infrastructure with health-related costs estimated at US$2 billion to US$4 billion annually by 2030.

Climate risks are concentrated among the most underprivileged communities, many of whom are under-resourced in terms of resilience building and adaptation, undermining growth and stability. At the Health and Relief, Recovery & Peace Day, Parties and Non-State Actors, held on December 3, 2023, key issues and the solutions that will protect those impacted by climate change and humanitarian and health challenges were highlighted.

Related: Advancing sustainability in healthcare | COP28 Report

The Health Day focused on five key topics:

• Showcasing evidence base and clear impact pathways between climate change and human health.
• Promoting “health arguments for climate action” and health co-benefits of mitigation.
• Highlighting needs, barriers and best practices for strengthening the climate resilience of health systems.
• Identifying and scaling adaptation measures to address the impacts of climate change on human health (including through One Health).
• Taking action at the nexus of health and relief, recovery and peace.

Global solidarity

Building on the World Climate Action Summit launch of the “UAE Declaration on Climate and Health”, the day saw the first-ever Climate-Health Ministerial. Over 110 health ministries, including 49 Ministers of Health, shared experiences and best practices. They built convergence on shared priorities and a path forward to overcome existing barriers to mainstream health in the climate discourse. Progress check will take place at next year’s World Health Organization (WHO) General Assembly.

At the ‘Reaching the Last Mile Forum’ (RLMF), US$777 million was pledged to accelerate progress against Neglected Tropical Diseases (NTDs), including US$100 million announced by the UAE, as well as contributions by the Bill & Melinda Gates Foundation, Children’s Investment Fund Foundation, Belgium, and the US, among others. The funds will help control, eliminate, and eradicate NTDs in a landmark push to accelerate progress towards achieving the goals outlined in the World Health Organization’s 2030 roadmap on NTDs.

Uniting efforts with NTD-endemic countries, donors answered the urgent call to step up the fight against NTDs in the face of climate change and to work together to improve the lives of the 1.6 billion people worldwide affected by these devastating yet preventable diseases.

On the day, His Highness Sheikh Abdullah bin Zayed Al Nahyan, Minister of Foreign Affairs, UAE, was joined by world leaders, including H.E. Samia Suluhu Hassan, President of Tanzania; and HE Dr Austin Demby, Minister of Health and Sanitation, Sierra Leone.

His Highness Sheikh Abdullah bin Zayed Al Nahyan stated: “The UAE is proud to host this pivotal conference and expresses gratitude to all who have seized the opportunity to renew their commitment to end neglected tropical diseases. Today’s demonstration of global solidarity reflects a shared determination to deliver a better and more dignified future for all. Incredible progress over the last two decades has proved that a world free of NTDs is achievable. We warmly thank governments, donors, and partners for standing with us as we strive to achieve it.”

Related: COP28: Climate change's critical impact on global healthcare preparedness

Reaching the Last Mile joined with the Gates Foundation and global partners to announce a milestone expansion of the Reaching the Last Mile Fund (RLMF) from US$100m to US$500m. The expansion will increase the reach of the fund from seven countries to 39 across Africa, with the goal of eliminating two NTDs, lymphatic filariasis and onchocerciasis (river blindness).

Over five years, the RLMF has provided over 100 million treatments, trained 1.3 million health workers, and established nine laboratories to support NTD surveillance and testing. The fund also played a critical role in interrupting the transmission of river blindness in Niger, an achievement once thought to be scientifically impossible in Africa and has supported Senegal in nearing this milestone.

Furthermore, the “Charter on Finance for Managing Risk: Getting Ahead of Disasters”, championed by the UK Government and the IFRC’s Risk-informed Early Action Partnership (REAP), was signed by 39 countries and partner agencies, coordinated by Samoa and the UK, with UAE support. Signatories, the Green Climate Fund, and Plan International, among others, outlined a vision to facilitate pre-arranged finance and defined a set of key principles to act ahead of disasters, advance adaptation efforts, and improve delivery systems to mitigate risks and protect the most vulnerable. Additionally, US$221 million was pledged to disaster preparedness, risk insurance, and anticipatory action through contributions from the UK, Norway, France and the European Union.

The COP28 Health Day also saw the launch of ‘Climate-Health Solution Space’. It provided a comprehensive view of the solution landscape, showcasing 20 to 30 proposals to inspire action on climate-health interventions, building on the finance principles outlined by finance leaders.

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In 2025, Informa Markets embarks on a significant expansion in Asia with the introduction of Japan Health, a pivotal international exhibition for medical devices and healthcare. Scheduled to take place from June 25 to 27, 2025, at INTEX Osaka, the event aligns strategically with EXPO 2025 in Osaka, Kansai. Japan Health is poised to illuminate Japan’s cutting-edge technology and medical services, fostering global competitiveness, innovation, and meaningful contributions to medical institutions, patients, and societies worldwide. Notably, the exhibition marks the inaugural event and is set to become an annual fixture from 2026 onward.

Related: Visionaries at Future Health Summit call to democratise longevity

Our conversation with Dr. Yoshiki Sawa, a driving force behind Japan Health’s launch, unveils pivotal insights into Japan’s healthcare evolution. Dr. Sawa’s distinguished roles at Osaka University Graduate School of Medicine and Osaka Keisatsu Hospital and advisory positions at the Center for iPS Cell Research and Application (CiRA) at Kyoto University illuminate his profound expertise. Renowned for his groundbreaking work in heart transplantation, artificial organs, gene therapy, and regenerative medicine, Dr. Sawa’s leadership extends to chairing the upcoming general meeting of The Japanese Association of Medical Sciences in Osaka in 2027. Excerpts from the interview:

You initiated the launch of Japan Health. What was the thought process behind bringing the event to Japan?

I once visited Arab Health and was amazed by the number of exhibiting companies, visitors, and business match-making meetings taking place. I felt that this is the global standard. In Japan, such a truly international exhibition does not exist. I thought having something like Japan Health would create the opportunity to connect with the world and be beneficial. I hope Japan Health will generate opportunities for medical devices and healthcare products to emerge from Japan.

What are your thoughts on Japan’s healthcare landscape?

Japan has many “seeds” of technology as well as “needs”. Japan’s challenge is that these are not being recognised or utilised globally. Japan Health will be held in June 2025 for the first time, which coincides with the World Expo Osaka 2025, with the theme being “Designing Future Society for Our Lives”. It is crucial for Japan to use this occasion as an opportunity to create a significant movement and elevate it to the global standard. I hope that Japan Health will serve as a catalyst, enabling various levels of medical care to improve worldwide.

It is crucial that the next level of healthcare business emerges from Japan Health. It involves participation from diverse fields to enhance health and healthcare, ultimately improving human health worldwide. I believe this will result in “Designing Future Society for Our Lives”.

How is the medical device industry evolving in the country?

The Ministry of Economy, Trade and Industry announced in mid-November 2023 that they will sponsor a new project, “Japan Innovation Campus”, in Silicon Valley as an initiative of the Japanese government’s Five-Year Start-Up fostering plan. The five companies selected as this project’s “office members” are worth keeping a close eye on. These include Closer Inc, CUORiPS Inc., Kurtuc Inc., TieSet Asia Inc., and HOMMA Group Inc.

Related: Navigating growth in the APAC region’s medical device landscape

What are some notable tech breakthroughs in recent years that have changed the face of healthcare delivery and patient experience?

I believe that Precision Medicine will become the standard. In particular, preventive medicine is likely to advance as medicine based on preventive healthcare and medical information (big data) progresses. On the other hand, in developed countries, there is a workforce shortage, and robotics and AI technology in medical diagnostics will advance to fill these shortages. In terms of medical treatments, I foresee advancements in regenerative medicine. 

For more information, visit https:// japanhealthonline.com

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