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MENA Healthcare Market (c) Mercans - www.mercans.com 1
M E N A H e a l t h c a r e M a r k e t O v e r v i e w
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M E N A H e a l t h c a r e M a r k e t O v e r v i e w
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440 cities in emerging markets will fuel nearly half of the growth in global GDP through 2025
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M E N A H e a l t h c a r e M a r k e t O v e r v i e w
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Healthcare spending in the GCC is projected to grow at a compound annual growth rate (CAGR) of 10.3 percent from 2010 to 2018
due to its expanding population, higher incidence of lifestyle diseases, and deeper insurance penetration.
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M E N A H e a l t h c a r e M a r k e t O v e r v i e w
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Insurance Penetration
Abu Dhabi2006 – Compulsory Health Insurance of companies with more than
1,000 employees2007 – Health insurance mandated for all expatriates2008 – Health insurance extended to all UAE nationals in Abu Dhabi
Saudi Arabia
Health insurance law was being implemented in phases• Companies with more than 500 expatriate employees to be covered first• Second phase was imposed on companies having 100 workers and more• Coverage extended to all employees including housemaids• Mandatory Health insurance for Saudi citizens
Dubai
Compulsory Health insurance t be activated in the second semester 2014
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Insurance Penetration
Qatar
• National Insurance Law to be issued 2014-2015• Health cards for non-nationals subsidized healthcare services in
governmental hospitals
Oman Mandatory Health insurance law at planning stage
KuwaitExpatriates pay heath insurance premium to the government (if they don’thave any other private/company funded health insurance)
Bahrain• General Organization for Social Insurance (GOSI) provides
insurance services to expatriate workers• Mandatory insurance for expatriate workers in companies with
more than 500 employees
Nationals Comprehensive Reimbursement System
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Healthcare Quality Standards
Ministries of Health in GCC are introducing policies to encourage accreditation of existing healthcare facilities by internationally-recognized bodies and, thus, enhance attractiveness of medical tourism
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About 71% of healthcare spending in GCC is from public funds UAE residents spent USD 2.0 billion on medical treatment abroad in 2009
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International Medical OperationsGenerous cash incentives and a guaranteed number of public patients have been offered to top-ratedinternational teaching hospitals, such as Johns Hopkins and the Cleveland Clinic, to get them to manageor open new facilities.
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Medical Tourism Destinations
According to DHCC, they handled around 500,000 patients in 2011, 20% of which were medical tourists
Dubai Healthcare City (DHCC) is one of the largest healthcare tourist destinations in the region.UAE’s medical tourism sector is growing strongly and reached $1.69 billion in 2013 from
$1.58 billion in 2012.
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Public Private Partnerships (PPPs)
Government-owned Abu Dhabi Health Service Company (or SEHA) was established in 2007 to establish PPPs and oversee public sector healthcare assets.
Private Healthcare Provider
State Department of Health
New Healthcare Facility
According to a PWC report, PPPs have saved governments as much as 25% of their healthcare costs.
E.g. United Arab of Emirates
SEHA has partnered with internationally recognized healthcare leaders such as Johns Hopkins Medicine, Cleveland Clinic, Bumrungrad International, Vamed, and Vienna Medical University.
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State of the Art Medical ProjectsGCC authorities are investing heavily to build state-of-the-art facilities in the region.
The key infrastructure projects in GCC include Oman City with an investment of USD1.0 billion and Mafraq Hospital in the UAE at USD600 million.
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Healthcare infrastructure projects worth USD14 billion are underway in the GCC.
According to Middle East Economic Digest (MEED), there are 109 active healthcare projects in the region. Of this, Saudi Arabia accounts for 56, the UAE 24, Kuwait 17, and Qatar, Oman and Bahrain 12.
State of the Art Medical Projects
Major Healthcare Projects in the GCC
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Expansion, innovation and competition will continue to accelerate in emerging markets like the middle east, luring more companies into entering the developing world.
Firms with global ambitions who want to realize the promise of emerging markets should craft a strategy designed to execute in response to the critical success factors unique for each target market, provide
for flexibility amid market transitions, and position them for long-term success.
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POB 18020 | Olaya Street11415 | RiyadhKingdom of Saudi ArabiaPhone: +966. 54.109.4176
Level 5 | Düsseldorf Business PointP.O. Box 282102 | Al Barsha 1Dubai | United Arab EmiratesPhone: +971.4.430.3734
Office 4 | 219 Kensington High Str. Kensington | London W8 6BDUnited KingdomPhone: +44.20.81.444.220
Via Olmetto n. 3Milano | ItalyPhone: +39.333.249.3615
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