Chronic kidney disease (CKD) is a long-term renal condition that is caused by progressive damage to the kidneys, which prevents them from working as well as they should. The condition reduces the body’s ability to filter waste from the blood and if left untreated, it can progress to kidney failure and early cardiovascular disease.

The condition is also known as a ‘silent killer’, as most people live with the disease for years before they display any symptoms. Despite its high prevalence, as many as nine in 10 people who have chronic kidney disease are not aware they have it. This is why it is important to advocate for early screenings and intervention.

Related: Precision medicine for kidney disease

Impact of chronic kidney disease on patients and healthcare systems

With the condition affecting nearly 850 million people globally, chronic kidney disease poses a major global burden on patients and healthcare systems, with patients being at a higher risk of health complications, including hospitalisations.

To put this into context, CKD patients have a reduced life expectancy, with an approximate loss of 25 years at advanced stages compared to people with normal kidney function. Moreover, chronic kidney disease has a significant impact on patients’ quality of life and is also associated with depression.

Factors to consider for patients living with chronic kidney disease

It is crucial to recognise that the cardiovascular, renal and metabolic systems are closely linked, which means that disease in one system can ripple through the others, increasing the risk of complications.

With an improved understanding of this connection, the need for a collaborative, multidisciplinary approach that considers a patient’s holistic health is central to enhancing treatment outcomes.

Related: Regulating healthcare AI in a fast-evolving world

Improving outcomes for patients living with chronic kidney disease and cardio-renal-metabolic diseases in the UAE

At Boehringer Ingelheim, our purpose lies in transforming lives for generations with us fully dedicated to improving outcomes for patients with chronic kidney disease and more broadly, cardio-renal-metabolic diseases in the UAE.

Boehringer Ingelheim has been operating in the UAE for over 45 years and remains focused on making innovative treatments available to support patients, including those living with chronic kidney disease. Besides being a research-driven company that works on developing breakthrough therapies in areas of high unmet medical need to bridge treatment gaps, we believe in partnering for success.

We will persevere in our efforts to raise awareness about chronic kidney disease, the interconnectedness of cardio-renal-metabolic conditions, and the importance of early diagnosis and holistic management to protect kidney function and reduce complications.

References available on request.

Oussama Al Hajj is a representative of Boehringer Ingelheim.

Back to Clinical

Change is inevitable in 2024, with the world reeling with geopolitical uncertainty and the effects of climate change. This year alone will see elections in 40 countries, representing almost 50 per cent of the global population. It will impact all major walks of life, including the financial and stock markets and the healthcare industry, which is emerging from the shadows of the pandemic.

In an interview, Reenita Das, Senior Vice President at Frost & Sullivan, shared: “I believe 2024 is going to be a year of transition and transformation because all of the geopolitical volatility and environmental concerns will have an impact on the stock markets, interest rates, and the cost of products and technology, and spending, which could create higher inflation and escalated cost of living, which will eventually affect healthcare.”

When asked about how the healthcare industry in the GCC is changing, she said that previously, many of these countries invested in brick-and-mortar healthcare systems. But today, these countries realise that the earlier classification of hospitals and healthcare is evolving.

Related: Building blocks for a future-ready healthcare

She explained: “Traditionally, the hospital was classified as public, private, or a hybrid. It was classified by size, such as small, medium, and large, and by purpose, whether it was a research hospital, general hospital, or speciality hospital. But today, the classification is being done very differently. In the future, hospitals are going to be classified either as a physical or a virtual hospital. It can be classified by purpose and be a centre of excellence, multi-speciality or chain hospital. Organisations will create care pathways around the patient and not around the hospital. So, the home is going to be the centre of care.”

Hospitals of the future will offer primary care in retail clinics, long-term skilled care at home, acute care in the hospital, and virtual care. “Virtual care will become 50 per cent of all healthcare in the future, including in the GCC countries. During the pandemic, it was about 80 to 90 per cent, and now it’s gone down to 30 per cent, but it will come up to about 50 per cent in the future,” she emphasised.

Virtual care will not be limited to just getting prescriptions or mental health appointments but will include creating a tele ICU at home and providing remote patient monitoring, among other services. Thanks to the advancements in the Internet of Medical Things (IoMT), some of the technologies used in hospitals can now be used at home. For example, for a patient who has suffered a heart attack and is sent home after treatment, their vitals can be tracked through IoMT devices and that data will be sent back to the ICU centre, from where nurses can track the progress of the patient and provide instructions to caregivers at home. It can also alert in case of any red flags.

Das added: “We are seeing serious patients slowly being moved into the home and being cared for from their comfort zone. It is less than 10 per cent at the moment. But in the US, there is an uptake in this trend, and almost 50 per cent of the hospitals will turn virtual over the next five years. I do believe that this trend is going to come to the GCC as well.

“Converting a hospital to a smart hospital and eventually to an intelligent one is where we see healthcare moving in the next five to seven years. There are several hospitals in Saudi Arabia as well as the UAE that are looking at this concept. They are creating use cases of different kinds of intelligent products that they can use, whether it’s robotics, optimising clinical processes, or infrastructure planning and asset management. Such a digitised network infrastructure of interconnected assets is going to make value-based healthcare a reality.”

Related: Digitalisation in healthcare, going paperless with barcodes and RFID

More trends to watch out for in the coming years

Rise of the intelligent assistants: An emerging area to keep an eye out for is the rise of intelligent assistants, which is going to pervade every aspect of business, home and life. There will be a shift from bots doing different things to intelligent assistants who can understand natural language, execute complex tasks, increase productivity, and redefine how we interact with technology. From a healthcare perspective, this will tremendously impact the education and training of clinicians and nurses down to the ICU level and create a more outcome and value-based healthcare system.

Focus on sustainability: COP28, which was recently held in Dubai, was instrumental in shedding light on what needs to be done to create a net zero emissions world and build resilience to climate change. The healthcare industry’s impact on the environment is massive, as reportedly almost 40 per cent of diseases are caused by environmental issues. Therefore, a lot of work will be done in this area, with healthcare organisations building a strategy around sustainable operations to protect lives and the environment.

Ethics and legalisation around AI: There is an increasing focus on ethics and legislation around AI. Today, there are about 800 measures around ethical concerns surrounding AI. However, there is no consensus on how it is going to work. Rather than every country building their own AI strategy, the need of the hour is a global strategy around AI that needs to be followed as a standard.

Growth of augmented reality: The development of 3D printing, whether it is organs, hip and knee joint replacement fibres or user-friendly wearable devices, will have a tremendous impact on the healthcare market. It will also influence education because it will enable a lot of interactive and engaging learning experiences.

Entering the era of wellness and prevention: Over the next five to 10 years, there is going to be an increased focus on wellness and prevention. More insurance companies need to start reviewing insurance plans and looking at them from a wellness and prevention point of view. For example, Vitamin D tests are not covered by many insurance carriers. However, a Vitamin D test is crucial for detecting heart disease, autoimmune issues, and sleep issues, which could lead to several chronic diseases in the future. Many populations, including the UAE, have a high ability to acquire Vitamin D deficiencies. In the UAE, 50 per cent of the population over 40 years of age suffers from some deficiency of Vitamin D. Hence, there is a need to incorporate these tests in the insurance system and work with a prevention mindset.

The other area related to prevention is screening. For instance, many insurance providers in the region don’t include mammograms or pap smears in their packages, which is crucial for detecting cervical cancer. However, having regular screenings helps to catch the disease much earlier. It saves more lives, and insurance carriers will have to start thinking about plans that incorporate this for their citizens.

Changing device ecosystem: The launch of software as a medical device (SaMD), implantable sensors, ingestible sensors, AR/VR, AI solutions, and real-time monitoring will change therapy, intervention, and management.

Precision medicine at the forefront: Precision medicine will not be limited to pharmaceuticals and drugs alone but will also extend to medical devices, supplements, wellness, and nutraceuticals. For instance, the UAE has put precision medicine as one of its core healthcare objectives. Moreover, Saudi Arabia is running several genome projects. Frost & Sullivan’s latest Growth Perspective explores the new growth opportunities identified in the precision health sector based on current economic and technology factors. Precision medicine will pave for a revolution in how healthcare is delivered, as the data collected will inform the right treatment path for patients.

Reenita Das

Back to Management

Meet Doszhan Zhussupov, a 37-year-old serial entrepreneur who is redefining emergency stroke care with an AI-powered platform, CerebraAI. Zhussupov won the Innov8 Start-up Competition recently held at the Global Health Exhibition in Saudi Arabia after battling several contenders from across the globe, proving that CerebraAI holds a promising solution for stroke patients.

CerebraAI is designed for emergency departments in specialised stroke units and community hospitals, exclusively utilising Non-Contrast Computer Tomography (NCCT) scan readings. To date, more than 100,000 patients have been analysed through the CerebraAI program, with over 500 doctors using artificial intelligence, and 46 medical institutions that trust and use the capabilities of CerebraAI.

The journey of new beginnings

While Zhussupov is predominantly based in California, CerebraAI’s origins lie in Kazakhstan, where it was founded in 2018 at Almaty AI Laboratory. In 2019, he set his sights on AI research and development in three focus areas — pulmonological diseases, ophthalmology, and neuroradiology — which led to the rise of three small research groups consisting of machine learning engineers, mathematicians, and software. Soon afterward, an evaluation revealed that neuroradiology showed the most promise, with specialists seeking neuroradiology AI to detect neuroradiology pathologies, notably acute ones.

For Zhussupov, this also became a project close to his heart, as he revealed that his father passed away from a stroke. Trial and error followed but the team at CerebraAI was determined to create a sustainable solution that could change the lives of patients.

“Frankly, the first version of CerebraAI in 2019 was useless but we did not know it at the time. We then realised the problem was in the way we organised the R&D process. We had most of our competence in-house like software engineering, data science, design, and maths, but were missing medical expertise,” he said.

Zhussupov understood the importance of an in-house expert and key physician as part of the development journey and recruited one of Kazakhstan’s top neuroradiologists to the team.

“We started crafting the second version of CerebraAI, and not surprisingly, it worked very well, although we spent almost two years on R&D. The product we released in 2021 was the real CerebraAI that can triage between haemorrhage (ICH) and ischemic stroke based on Non-Contrast CT (NCCT) scan with an accuracy of 99 per cent and within two to three minutes,” he added.

In the case of an ICH stroke, CerebraAI shows which class of that stroke occurred and the calculation of blood volume is made automatically with very accurate precision. And in the case of an ischemic stroke, CerebraAI captures acute and subacute types and tells how many anatomic parts of a brain are damaged at the time Non-Contrast CT is made.

How CerebraAI works

Zhussupov explained that CerebraAI enhances NCCT efficiency, making it as sensitive as MRI and crucial for early stroke detection and treatment within the critical window. This overcomes the limitations of MRI availability and the time-sensitive nature of strokes.

According to the standard of care, NCCT is used mainly to detect haemorrhage, if it is not seen patients must be referred to perform MRI or Contrast CT (CTA/CTP) to detect an ischemic stroke.

“But the problem is that in most cases MRI is not available, and Contrast CT is not performed as well. There is also a time issue related to stroke as every minute stroke patient loses around two million brain cells and neurological deficit becomes permanent after six to eight hours. Early treatment (thrombolysis or thrombectomy) must be provided within this window,” he said.

CerebraAI is solely based on NCCT method, which is available in 94 per cent of emergency departments and it enhances NCCT to be as sensitive as MRI at detecting acute ischemic stroke not just at haemorrhage.

“That is why our technology is so important for humanity as it makes existing hardware more efficient without any capital investments or extensive personnel training. Our technology is easily deployable as any hospital with an internet connection could gain access at once,” he said.

Tackling challenges one step at a time

The path to success was long and hard, Zhussupov recounts, but each obstacle defined the CerebraAI of today. Access to data, notably anonymised brain CT images, was the first hurdle, which cost him a year.

“One year for a start-up is like three to four years for conventional companies. Obstacles like these can threaten the lifeline of any MedTech start-up,” he added.

Access to capital was the second challenge. As one of the first start-ups in deeptech AI for healthcare in Kazakhstan, investors were not too eager to explore their options back in 2018. CerebraAI was resilient and succeeded in raising capital not just from Kazakhstan and Uzbekistan venture capitals (VCs) but also from Singapore VCs.

Regulatory challenges are an obstacle CerebraAI still faces to date, as governments across the globe struggle to adopt and integrate artificial intelligence into their legislation systems. “The ability to pilot your AI product is a hard task but commercialisation becomes a mission impossible thing to do. We still have struggles with regulatory issues in each geography we operate in,” Zhussupov added.

The road ahead

Zhussupov has big goals in mind for CerebraAI in the coming year. His dream is to deploy CerebraAI in Makkah, Madinah, Jeddah, and Riyadh to support individuals attending Hajj, Umrah, and Ramadan.

“Secondly, we aim to penetrate the US market, leveraging our proven solution to enhance stroke care in the largest healthcare economy globally,” he concluded.

Final words...

Zhussupov believes that the health industry is at the cusp of smart changes. “The last decade brought us new ways of drug discovery and vaccines creation, electronic medical records, surgical robots, lots of biotools and medical devices, telemedicine, online prescription and e-pharmacies, PACS, and of course, AI. But some real shift is yet to come. The healthcare revolution, in my personal view, will be brought by a massive adoption of AI and AI-powered robots,” he concluded.

For inquiries or to learn more about Cerebra AI, contact Zhussupov at info@cerebra.kz

Back to Technology

Over the last few years, we have seen that significant progress has been made when it comes to women empowerment. Has this progress also translated to the healthcare industry? Or are there still gaps when it comes to gender equality in the healthcare sector?

Absolutely, we have witnessed significant progress being made in empowering women across the healthcare sector. Research has shown that women today constitute 67% of the global health and social care workforce, and 59% of all graduates in the medical, biomedical, and health sciences fields. While these are encouraging figures, they fail to paint the complete picture and gaps still persist when it comes to achieving true gender equality. Despite more women entering the healthcare sector, it is estimated that they hold only 25% of leadership positions. In addition, the average pay for women is about 24% lower than men in the health and care sector. It is crucial for us to recognize these gaps and continue working toward a more inclusive and equitable healthcare sector.

What are some ways in which we can further promote gender equality in healthcare?

Accelerating progress towards true gender equality in healthcare will require us to take several strategic steps. First and foremost, we need to ensure equal access to high quality education and training for young women in communities around the world. Simultaneously, we must also ensure that we are educating, not just women, but all professionals to recognize and challenge unconscious biases that hinder women's advancement in the industry. Secondly, we must work together to establish mentorship programs that provide women with the guidance and support they require to advance their careers and ultimately take up leadership positions in the future. Lastly, we need to focus on creating an ecosystem of transparency and accountability with clear policies that track progress towards gender equality goals within organisations.   

As with many male-dominated industries, a key issue that women today face is that they don’t see a lot of other women working alongside them, especially in positions of leadership. How detrimental is this to young women and how is Novartis tackling this issue?

The lack of women representation and the absence of female role models especially is a serious challenge because it can be highly discouraging for young women who aspire to join any industry, including the healthcare industry. It could make them question whether their participation is welcome and if they will be able to achieve their aspirations. At Novartis, we recognise that diversity drives innovation, and we are committed to creating a diverse, equitable, and inclusive environment that treats all associates with dignity and respect. We are achieving this through a wide range of initiatives aimed at attracting and retaining diverse talent, and identifying and training the next generation of leaders that are Inspired, Curious and Unbossed. I am proud to say that our focus and dedication to this mission has already yielded some very positive results – today, women represent 48% of our managers globally. In 2023, we also renewed our Equal Pay International Coalition pledge to help close the gender pay gap.

Tracy Goodridge

Do you have any programs or initiatives that are empowering the next generation of female leaders in healthcare?

We have launched several diverse programs and initiatives to empower our female associates to develop their technical and soft skills so that they stand ready as the next wave of leaders in healthcare. The “Empowered to Empower” initiative, launched by the Novartis MEA oncology team, for example, is dedicated to developing the abilities of our female associates and helping them reach their fullest potential. Similarly, our “Learnership Program” is helping to attract, develop and retain top talent in countries such as South Africa. We also regularly highlight successful women leaders within our organization to inspire others as part of our ongoing “Women in Science” series.

As a women leader, what advice can you offer other women who have set their sights on breaking the glass ceiling?

There is no single piece of advice that I can give, but rather a combination of the most important things I have learned based on my experiences as a woman in this dynamic industry. Firstly, believe in yourself and have faith in your abilities. When in doubt, remind yourself that you have worked hard to get to where you are and that you deserve a seat at the table. Also, be persistent and seek out mentors and allies, both men and women, who will help champion your career growth. Stay curious, embrace challenges, and don’t be afraid to fail. And lastly, extend a hand to lift up others beside yourself as you make your way to the top. This will ensure that you have a supportive network of peers that will help you deliver excellence.

Around the world, women play vital roles that support entrepreneurship, community development, caregiving responsibilities, resilience, leadership potential, and cultural influence. It is important to note that the proportion of women in Africa has increased dramatically, making up more than half of the continent's population.

The number of women in the African region increased by 73 per cent from 336.6 million in 2000 to an estimated 583.2 million in 2021. This indicates a growth rate of roughly 3.4 per cent per year. In 2021, women made up 50.14 per cent of the region's overall population.

"Communities, countries, and ultimately the world are only as strong as the health of their women," said Michelle Obama. In light of this, how can we match the excellent, accessible and affordable quality of healthcare to the high-rising female population across the African continent? What has been done to advance women’s health and what can we further do?

Related: Impact of microfinancing on sustainable healthcare access

Through cultural hurdles, resource constraints, and inadequate infrastructure, women in Africa have historically encountered several challenges in obtaining access to high-quality healthcare. Over time, these difficulties have not changed.

But major progress has recently been made in the African continent toward improving women's health, opening the door to a more promising and health-conscious future. Maternal health has received more attention in Africa, which is one of the most noteworthy developments in women's health. Alarmingly high rates of maternal mortality have been seen in several African nations, primarily as a result of difficulties encountered during pregnancy and childbirth as well as restricted access to facilities and qualified medical personnel. Additionally, programmes aimed at addressing common health problems among women, such HIV/AIDS and cancer, have gained momentum, improving screening and treatment accessibility.

Integrating traditional and modern healthcare practices has further expanded healthcare accessibility while respecting cultural sensitivities. Nonetheless, persistent challenges, including socioeconomic disparities, gender inequality, and weak healthcare systems, necessitate sustained investment in infrastructure, workforce development, and policies addressing women's healthcare needs equitably.

In addition to existing progress, evidence-based research also holds the key to advancing women's health in Africa further. Dr. Huwaida Bulhan, Senior Clinical Operations Team Lead at Roche, remarks: “Significantly, public-private partnerships have spearheaded investments in integrated cancer centers, offering comprehensive screening and treatment not only for prevalent female-centric cancers like breast and cervical cancer but also for other non-communicable diseases.

“For example, as noted by the FemTech Summit 2023, examination of cancer care data unveiled disparities in the experience of women, shedding light on the urgent need for women-centric cancer care. The prevailing view is that cancer care frequently overlooks the holistic needs of women, especially in their roles as caregivers, and the social repercussions it imposes on children and families. Regrettably, there have been instances where healthcare services missed opportunities to tailor their approach to meet women's circumstances. Note-worthy of mention is the advent of HPV self-testing kits which has transformed cervical cancer screening, granting women privacy and convenience.”

Related: Embracing diversity through human-centric design

Expanding on this thought, she said that research initiatives now strategically prioritise diseases endemic to Africa, such as triple-negative breast cancer, leading to tailored diagnostic and treatment solutions. Furthermore, the integration of digital tools like AI algorithms, telemedicine, and telepathology services amplifies healthcare accessibility, particularly in rural areas.

Building on the progress made and addressing the remaining challenges, all women’s healthcare stakeholders owe it like a debt to continuously apply an all-hands-on-deck multifaceted approach, encompassing policy reforms, infrastructure development, and research-driven interventions to achieve this set objective of advancing women’s health.

By working together and leveraging sustainable innovative solutions, we can ensure that all women across the continent have the opportunity to lead healthy, empowered lives.

#inspireinclusion

Back to Management

As we mark International Women's Day, we see that the healthcare gap affecting roughly half of the world's population demands immediate attention. On average, it takes four times longer to diagnose a female patient with the same chronic conditions as a man. Additionally, women have historically been excluded from clinical trials until as recently as 1994, and today they are 50 to 75 per cent more likely than men to suffer adverse reactions to medicines. As a result, the women’s health gap translates to the loss of 75 million years of life annually due to poor health or premature death. Allocating investments to bridge the women's health gap can add US$1 trillion annually to the global economy by 2040. But this pervasive global issue requires collaborative efforts from policymakers, healthcare providers, large innovators, and scrappy start-ups alike.

One of the UK government’s 2023 Mandate to NHS England priorities instructs healthcare leaders to support the workforce through training, retention and modernising the way staff works with digitalisation.

Simply reducing the burden of administrative tasks can enable clinicians to give back more time to patients – what many signed up for – bolstering moral and supporting retention. Training can be done remotely and efficiently via mobile computing devices to keep skill levels current and high. Similar technology can also be harnessed to positively identify patients and link them safely to timely treatment plans, reducing errors and staff anxiety.

Another mandate objective is to “deliver recovery through the use of data and technology”. This is where the government clearly identifies how critical data digitisation — and the subsequent digitalisation of information flows – is for the long-term sustainability of the NHS. Artificial intelligence (AI), which is used in the latest screening techniques to detect illness sooner, and equipment that allows more people to be treated at home, were called out specifically.

It seems somewhat alien to realise that medical records remain paper-based in many areas, with targets that “90 per cent of NHS trusts and foundation trusts should have electronic health records by December 2023, and 95 per cent by March 2025”. The same mandate calls for 80 per cent of Care Quality Commission (CQC) registered adult social care providers to have digital social care records in place by March 2024.

Having all the records electronically would mean the consultant could access all the information required to advise the patient, from a separate building or maybe even offsite, hugely increasing efficiency and likely increasing the number of patients he could see, all driving down the never-ending waiting lists. Simple steps to cut NHS waiting lists and recover performance.

Eliminate the gray areas and guesswork in healthcare

The mandate also says that “by March 2024, all trusts should adopt barcode scanning of high-risk medical devices and submission to the national, mandatory Medical Device Outcome Registry”. High-risk items include powered implants or partial implants left in the human body such as implantable cardiac pacemakers and defibrillators.

As per the NHS Scan for Safety programme, scanning is cost-effective and improves patient safety through generating early warning systems for expired medical devices, fast and efficient retrieval, and recall, monitoring implanted devices on a patient’s electronic patient record (EPR), and freeing staff from manual data entry and improving accuracy. The registry will be used to improve patient safety and outcomes in procedures that use high-risk medical devices.

Fortunately, barcode scanning of patient wristbands is a common thing to see in hospitals. This identification could link patients to their EPR and provide a permanent paper trail for any treatment, procedures, or drugs, even as consultants and doctor’s change. Yet the paper-based medical records pose a weak link in the patient journey, one that could be solved by an element of more advanced digitalisation called radio frequency identification (RFID).

A maintenance engineer can wave an RFID reader around various pieces of medical equipment surrounding a patient’s bed to conduct a stock take. This level of asset tracking really can drive efficiency as you know where every asset is, so there is no need to spend time looking for things or unnecessarily purchasing replacement items. Or, if they are rented items like some barometric beds, it ensures they never fall out of contract, enabling you to evade extra costs. However, not all facilities are using RFID for asset tracking, and those that are may be missing out on opportunities to use it more extensively.

RFID: flexible or fixed as needed

The next step up from a handheld RFID reader to account for certain high-value equipment is to implement fixed RFID readers around the hospital. Then you will have a “last known location” of every item you tag, which could be everything from wheelchairs to blood bags, pill bottles, and even trays. There’s location-tracking software that can sync with the readers to aggregate all the location data being captured and provide a digital view of your entire hospital’s status, at least in terms of asset positioning. But it offers more than a static view. It can help keep things moving.

In a recent use case with surgical tray sterilisation, hospital staff found RFID to greatly improve asset availability and workflow efficiency. And as we both know, time and money saved via a streamlined system opens more appointments and drives down queues.

With digital reporting, location data, and tools to communicate from disparate locations, systems can be more efficient. A 10 per cent efficiency gain, for example, would mean more patients treated and waiting lists reduced. Patients might also feel more at ease while there, as would staff since asking questions and getting answers would be more of a stationary task than something that looks like marathon training. A happy, healthier solution for all. 

Lorna Hopkin is a Healthcare Solutions Specialist — EMEA at Zebra Technologies.

Back to Technology

On World Obesity Day 2024, a new report by the World Obesity Federation lays bare how serious the obesity challenge is in UAE, not only in terms of its toll on the health of affected children and adults but also the enormous impact on the nation’s economy, now and in the coming years. Despite its standing as a beacon of global leadership in many health initiatives, from polio eradication to neglected tropical diseases and cervical cancer prevention strategies; the nation is grappling with a growing obesity crisis that, without significantly scaled-up efforts, will become ever more serious in the coming years.    

The launch of the UAE national briefing on obesity coincides with the launch of the World Obesity Atlas, which the World Obesity Federation issues every year. The 2024 Atlas underscores the adverse consequences of economic development on obesity trends.    

Recent data reveals that spiking obesity rates are diverting nearly US$12 billion annually from the UAE’s economy. In response, there are calls for ramped-up commitments and serious action to avert further repercussions.

“The cost of business as usual with obesity, with fragmented and siloed efforts here as in most countries, means the UAE is expected to see a continued rise in the numbers of people living with obesity and shocking increases in the economic impact of disability and death associated with the disease. The UAE has made a start and armed with this new data; it is time to take decisive steps to turn the tide on the obesity epidemic. This data serves as a clear wake-up call for policymakers to implement new strategies aimed at reducing obesity and its associated economic burdens,” said Johanna Ralston, CEO of the World Obesity Federation.

According to projections, the economic impact of obesity in the UAE is on track to rise to almost 5 per cent of the GDP by 2035, underlining the urgent need for national and local public health initiatives to alter the current trajectory.

Despite laudable efforts in the UAE to address overweight and obesity in recent years, from making women’s fitness options accessible to all to the implementation of an excise tax on sugar-sweetened beverages and a focus on food standards in schools, much more needs to be done. But with projections that more than 6.5 million adults in the UAE will be living with overweight or obesity by 2035 — comprising more than 4.5 million men — the time for action is now.

The economic impact of obesity in the UAE extends way beyond healthcare costs, encompassing indirect expenses such as absenteeism, presenteeism and premature mortality, which have a significant impact on the economy. For example, in 2019, these factors collectively amounted to US$10.3 billion, a figure expected to rise to US$30.7 billion by 2035 if current trends persist. Healthcare expenditure associated with overweight, and obesity is also poised to jump from US$1.4 billion in 2019 to US$1.9 billion by 2035, underscoring the need for immediate action to mitigate this growing health and socio-economic crisis.

“Some countries in the MENA region have made significant strides to treat and manage obesity. The UAE, for example, has put in place standards of care for obesity management since 2008. However, as a region with some of the highest rates of obesity, we have initiated a working group — soon to become a registered society — with the support of the World Obesity Federation to produce unified guidelines, supporting education and raising awareness of obesity and how best to tackle it,” said endocrinologist Dr. Sara Suliman. “The main barriers to obesity management include recognition of obesity as a disease, education of healthcare professionals as well as the affected individuals and their families, clear management guidelines and support from all sectors involved in the prevention and management of obesity.”      

As the UAE strives to maintain its position as a global leader and innovator in healthcare, addressing the obesity epidemic is paramount for individuals, the health system and the economy. By implementing proactive measures today, the nation can safeguard the health and well-being of its citizens while ensuring sustainable economic growth for the future.

Back to Clinical

Dubai's healthcare sector has experienced remarkable growth in its facilities and workforce over the past five years, from 2019 to 2023, reflecting the rapid expansion of this sector, which is considered to be one of the most advanced and progressive sectors.

Recent statistics from the Dubai Health Authority (DHA) revealed a notable increase in the number of healthcare facilities from 3,431 in 2019 to 4,922 in 2023.

This includes 53 government and private hospitals, 58 day-care surgery centres, 2,315 specialised outpatient clinics, 1,495 pharmacies, 119 diagnostic centres, and 655 clinical support facilities.

Additionally, the number of healthcare professionals in Dubai has increased from 39,548 in 2019 to 58,788 in 2023, including 13,082 physicians, 4,071 dentists, 22,960 nurses and midwives, and 18,407 professionals in allied support specialities.

In 2023, there was a significant influx of healthcare professionals seeking employment in Dubai's healthcare sector. The DHA recorded 904,646 new professional registrations, alongside 26,279 new facility registrations and 952 requests for facility activation during the same year.

Commenting on this growth, His Excellency Awadh Seghayer Al Ketbi, Director General of the Dubai Health Authority, affirmed that the rapid growth in healthcare facilities reflects the strength and status of Dubai on the international healthcare map. Dubai has become a preferred destination for healthcare investments and a significant hub for multinational hospitals and medical centres that have chosen Dubai as their headquarters. He noted that Dubai's exceptional investment climate, advanced infrastructure, technological capabilities, and facilitative measures have accelerated the growth, expansion, and diversification of healthcare facilities across Dubai.

Furthermore, he emphasised that the continuous support and commitment of the Dubai government has contributed to the rapid, diverse, and widespread expansion of healthcare facilities throughout the emirate.

Al Ketbi highlighted that the increasing number of healthcare professionals also demonstrates an important aspect of Dubai's excellence in the healthcare sector, and its commitment to providing an ideal working environment, attracting a healthcare workforce including highly specialised professionals who envision a better future for themselves and their careers in the healthcare sector in Dubai. Al Ketbi affirmed that all this growth in healthcare facilities and professionals positively impacts medical tourism and enhances Dubai's position and competitiveness as a leading destination in this vital field.

Back to Management