< Previous20 Vol. 25/03, March 2024 COVER STORY OMRAN AL KHOORI . 25/03, March 2024 TOGETHER Words by Matthew Amlôt • Photography by Rajesh Ragrav Omran Al Khoori, Executive Director and Member of the Board of Directors at Burjeel Holdings and Chairman of Response Plus Holding, reveals why people are the powerhouse behind success seems to have coloured his own strategy and vision. “You have to train people to always give to the community… You always have to be working with the community.” Al Khoori has witnessed over 15 years of development in the healthcare sector. Now, he sits as a board member at healthcare giant Burjeel, and Chair- man at RPM – one of the largest service providers of onsite healthcare manage- ment, occupational medicine and emergency medical services. Throughout his time in healthcare, Al Khoori has seen the sector evolve rapidly in the UAE, with the industry undergoing major transformation. In this, his first public inter view, Al Khoori was quick to note the impor- tance that technology has played in these developments. Omran Al Khoor i believes strongly in the power of community. Throughout our conversa- tion, Al Khoori couldn’t seem to help but make frequent mention to the importance of collaboration, engaging with people on a human level, and fostering a sense of cooperation. “We have to work together to create one team…There’s nothing more grat- ifying than knowing you and your team are contributing to a sustainable future for all citizens and residents,” he says. As the Executive Director and Member of the Board of Directors at Burjeel Holdings and Chairman of Response Plus Holding (RPM), Al Khoori knows a thing or two about bringing people together – indeed it arabianbusiness.com 21 OMRAN AL KHOORI COVER STO RY arabianbusiness.com 21 OMRAN AL KHOORI COVER STO RY22 Vol. 25/03, March 2024 COVER STORY OMRAN AL KHOORI “The healthcare sector globally has witnessed massive disruption over the past couple of years. Innovation in the sector has blurred traditional boundaries and new business models driven by emerging technologies have evolved,” he says. On ar tificial intelligence (AI), currently the in-vogue topic for many economic sectors, Al Khoori simply stated it’s already having a “big impact.” “It’s exciting to watch and I love to learn more about it,” he adds. In another note on digitalisation, Al Khoori explains that adapting to trans- formations is essential. RPM’s recent 5G ambulance rollout “promises faster response times and a redefi ned stan- dard for emergency care,” he says. This ground-breaking innovation will allow real-time data streaming between ambulances and hospitals, improving care continuity. Al Khoori is eagerly anticipating further technological applications. “We are working towards a future, where traditional silos are broken, where tech- nology and multi-stakeholder collabora- Burjeel Holdings aims to deliver exemplary medical care by combining state-of-the-art technology and highly skilled medical experts among people, interacting with them, and helping them on their journey.” Beyond Burjeel Holdings and RPM, Al Khoori serves on boards including Al Maryah Bank and Aman Insurance – a testament to his diverse community focus. Focusing on the talent Programmes cultivating Emirati talent hold special signifi cance for Al Khoori. When asked on his thoughts, he comments: “These initiatives are making a signifi cant change within the community. The young generation is seeing healthcare as a sector with great potential.” Initiatives such as Tawteen and Nafi s have brought over 1,200 Emiratis into the fi eld in under six months, he notes, underscoring committed eff orts. With many respected Emirati professionals already contributing, ongoing support will strengthen national participation. “As I am actively involved in attract- ing Emirati talents to the healthcare sector, I can surely say that these initia- tion across traditional borders, becomes the norm.” He envisions convergence revolutionising healthcare accessibility and delivery models industry wide. When asked what he attributes the success of his own fi rms in the healthcare space, Al Khoori has a relatively simple answer: A relentless focus on patients. “Our growth and success are all through patient focus. We make sure they are happy. We make sure when they enter the hospital they get what they need,” he say. Al Khoori’s leadership draws from years of managing varied businesses. On experiences shaping his vision, he once again pointed to the power of commu- nity, noting that he believes “in working 68 The number of healthcare-related assets operated by Burjeel Holdings, including 16 hospitals and 30 medical centres across the MENA regionarabianbusiness.com 23 OMRAN AL KHOORI COVER STO RY Burjeel Holdings looks forward to being the most trusted healthcare provider in the region tives are making a signifi cant change within the community. The young gener- ation is seeing healthcare as a sector with great potential,” he says. Al Khoori took on the role as chair- man of RPM earlier this year, and his priority thus far has been on sustaining the company’s impressive trajectory. He outlines regional and international expansion targets, stating: “One of our key strategic priorities is to become a global player in pre-hospital care.” The acquisition of UK-based Prometheus Medical in January will advance these ambitions through exper- tise and new market access. On synergies with RPM, Al Khoori states the move “solidifi es our position as the preferred pre-hospital healthcare provider and our global expansion strategy.” When asked about navigating evolving landscapes, he replies: “Inno- vation is the buzzword in healthcare and at RPM, we are committed to implementing the latest technologies across our businesses.” Constant improvements ensure the group main- tains leading standards as health tech- nologies progress. Emphasising the role of preventive strategies, Al Khoori says: “There is a strong shift towards holistic, person- alised, and preventive care, using inno- vative technologies to provide inte- grated, value-based care and help in improving clinical outcomes and health indicators.” The UAE vision prioritises this approach through initiatives such as reducing lifestyle disease prevalence. This is a vision that fi ts squarely with Al Khoori’s own initiatives, noting that, “We can teach [patients] the culture of living longer… we have to give training on how to live longer. Your life depends on your lifestyle,” he explains. For sustainable growth, Al Khoori also notes healthcare groups are addi- tionally focused on reducing carbon footprints and contributing to green initiatives – demonstrating multifaceted commitments. A global player When asked how the UAE draws prom- inent international organisations and Realising broader ambitions In terms of what he believes will help further grow the UAE’s burgeoning healthcare ecosystem, Al Khoor i underscored improvements to reduce regulator y fragmentation and increased competition among insur- ance companies to enhance cost effi - ciency as key. Enhanced collaboration will also bolster frameworks, accord- ing to Al Khoori, and suppor ting sustainability targets integral to the UAE’s vision. “I am proud to have played a part in this amazing journey to support the creation of a world-class healthcare system in the country and help realise the goals of a future-ready, knowl- edge-based, sustainable, and innova- tion-focused economy,” he says. With diverse roles allowing him to effect change, Al Khoori remains committed to the UAE’s progressive healthcare journey. As one of the nation’s prominent private sector lead- ers, he will play an integral part in real- ising ever more ambitious aims through cooperative progress. For all the impact he has aff ected so far though, Al Khoori remains humble in his success: “I am personally indebted to the futuristic vision of the UAE’s leadership, which has not only shaped the advancement of the community but also enabled each one of us to play our roles eff ectively and with confidence. We learn from our country’s leaders to turn challenges into chances for growth. We aim to look ahead and lead with new ideas.” This is our ambition – to make the UAE a hub of medical tourism and the destination of the Middle East practitioners, Al Khoori lists competi- tive incentives and regulatory ease. He further credits the focus on “healthcare excellence, which makes the UAE an appealing destination.” Burjeel Holdings exemplifi es these successes. According to Al Khoori, “top global experts like Dr. Dror Paley, Prof. Kypros Nicolaides, Dr. Souhel Najjar are brought to the UAE to set up their centres, making them the regional hub for both local and international patients.” Backed by specialised free zones and investment friendly policies, the skilled exper ts were drawn to establish world-leading facilities within the UAE’s borders – a testament to the country’s rise as a regional medical powerhouse. “This is our ambition – to make the UAE a hub of medical tourism and the destination of the Middle East and GCC. Already, patients are coming from all around the world to the UAE, and to Burjeel Holdings, and we are making sure that we’re also bringing the best doctors from all over the world.” On the potential of medical tour- ism, he simply notes that it’s “rising year on year with an increasing number of international patients.”24 Vol. 25/03, March 2024 Breaking bread: The diplomacy and cultural exchange of British food in the UAE Ever heard of Gastrodiplomacy? It was a new one to me too… T oday, international relations bind us together in a variety of ways: Economically, diplomat- ically, culturally and more. The cultural contribution that resonates most deeply with me in fostering an understanding between nations is the promotion of culinary tastes and traditions. As HM Consul General to Dubai and the Northern Emirates, I have witnessed fi rsthand how the celebration of British gastronomy in the UAE has evolved into a powerful tool for diplomacy and cultural exchange. ‘Gastrodiplomacy’ if you will. The simple act of breaking bread together has become a metaphor for the shared values and aspirations that bind the UAE and the UK. The GREAT Food and Drink campaign champions UK gastrodiplomacy, recognising the opportunity for cultural exchange BY OLIVER CHRISTIAN, UK TRADE COMMISSIONER FOR THE MIDDLE EAST AND PAKISTAN AND CONSUL GENERAL TO DUBAI AND THE NORTHERN EMIRATES COMMENT arabianbusiness.com 25 COMMENT Historical and cultural ties Britain and the Emirates share deep social and cultural ties, rooted in a history which stretches back to 1820, 150 years before the founding of the UAE in 1971. Food has an unparalleled ability to connect people across borders, breaking down barriers and forging bonds that extend far beyond the dining table, whether in the form of a delicious roast dinner with the fi nest of Welsh Lamb (plus all the trimmings!) or an iftar gathering with your nearest and dearest. Today, the appreciation for British brands, ingredients and cuisine has become a catalyst for enhanced bilat- eral relations, providing a shared plat- form for cultural dialogue and mutual understanding. UK expats in the UAE have contributed to the introduction of British ingredients and culinary off er- ings. Innovative, high-quality ingredi- ents in specialty delis and aisles of UK produce at local supermarkets cater to a broad spectrum of tastes and prefer- ences. Michelin-starred restaurants and luxury cake ateliers attract discerning consumers from the UAE and beyond. UK food exports to UAE: Heritage and innovation With its growing global expat popula- tion and its appetite for new and inno- vative products, the UAE is a valuable export market for the UK. Our food is renowned for its quality, provenance and rich fl avours steeped with histor- ical influences like our incredible history of cheesemaking that boast over 700 individual varieties with our national expertise dating back to refer- ences in the Domesday Book, to name just one example. Our culinary heritage is greater than the sum of its parts, serving as a tangible cultural touchpoint and embodying the diversity and inclusivity that define the four nations of the United Kingdom. Our produce contributes signifi cantly to the local economy and the UAE’s culinary land- scape. The blending of fresh local ingre- dients with high-quality UK produce with local dates or a glass of Vimto, a Ramadan staple which has been enjoyed in the region since 1927, a mere 19 years after it was fi rst created in Manchester, England. Our cultures already deliciously meld in a whole host of favourite dishes, both Emirati and British. Emirati machboos is a delicious stew which is made even more special by using Welsh lamb. And my personal favourite, sticky toff ee pudding uses the highest quality Emirati dates – I’m particularly fond of the Sukkary variety – bringing the UK and the UAE closer together through a shared love of food, and perhaps a mutual sweet tooth too! While trade and commerce undoubtedly play a role, the true essence of this cultural exchange lies in the forging of lasting connections. By promoting British food in the UAE, we are creating a space for shared experi- ences, fostering friendships that extend beyond diplomatic corridors. In the act of breaking bread, we share our culinary traditions, build friendships and celebrate the legacy that we are creating together. Gastrodi- plomacy between the UK and the UAE deepens our cultural appreciation, brings us together and is well worth every bite. The appreciation for British brands, ingredients and cuisine has become a catalyst for enhanced bilateral relations diversifies food choices, supporting eco-friendly initiatives and enhancing the overall food ecosystem. There is a substantial demand for a diverse array of UK food products, encompassing everything from tradi- tional off erings of seafood, cheese and lamb to innovations such as free-from, plant-based and zero percent / non-al- coholic drinks. This broad spectrum of preferences highlights the versatility and appeal of British culinary off erings in the UAE market, as well as complementing the growing appetite in the UK for UAE food and drink exports, from dates to camel milk and so much more. Culinary diplomacy The GREAT F ood and Dr ink campaign champions UK gastrodiplo- macy, recognising the opportunity for cultural exchange. The UAE’s enthusi- astic engagement has contributed to a shared array of gastronomic traditions. By showcasing the best of British food in the UAE, we are not only promoting our culinary heritage but also engaging in a dialogue that goes beyond the surface, reaching the heart of cultural understanding. Personally, I am looking forward to my first Ramadan in the UAE where I know many will break the fast Gastrodiplomacy between the UK and the UAE deepens our cultural appreciation, brings us together and is well worth every bite SUS TAINABILIT Y 26 Vol. 25/03, March 2024 COP28 leaves a lasting legacy not just for the UAE but for the world The placement of the UAE at the top table of nations with convening power will have other legacies, not least its improved ability to bring people together to solve other world issues T he UAE successfully hosted COP28. By some estimates, 140,000 people visited the country to attend - or to support others who were attending - this meeting, which was convened under the United Nations Framework Convention on Climate Change (UNFCCC), a multi- lateral treaty adopted in 1992. The whole of Expo City was turned over to the event, divided into the Blue Zone (the area for the offi cial delegates) and the Green Zone (the commercial, accessible to everyone area). Did it have any impact, all this eff ort? And what was it all for anyway? The 28th Conference of the Parties was, like other COPs before it, signifi - cant because it is when progress is measured on the agreement reached at COP21 in Paris in 2015, which sought to cap global temperature increases at BY PROFESSOR DAME HEATHER J. MCGREGOR, PROVOST AND VICE PRINCIPAL AT HERIOT-WATT UNIVERSITY DUBAI OUTL OOK COP28 concluded with a historic agreement by 198 Parties to deliver a new era of climate action OUTL OOK arabianbusiness.com 27 I have no doubt the Azerbaijanis will have watched the UAE’s delivery of COP28, and its legacy, and be hoping for even a fraction of its success 2°C, ideally aiming for 1.5°C. To use a phrase attributed to Peter Drucker, what gets measured, gets managed, so it is critical for the climate emergency that once a year the world is looking to see how much progress has been made, and who is trying to make it. Thus, COPs are crucial for everyone in the world in the battle against climate change. They see governments come together to measure progress and nego- tiate the best ways to address climate change while considering each other’s circumstances. COPs off er an opportu- nity to raise the level of attention to the threat of climate change, refl ecting that without the private sector, civil society, industry, and individuals on board, the world will not be able to tackle the climate crisis adequately. The real legacy of COP28 to the UAE is possibly even more of a game- changer for the country than it was for the world. A country where so many of us live and work showed that it could play a signifi cant part in helping to address global challenges despite - rather than because of - its oil wealth. When it was announced that COP28 would be in the UAE, many were quick to ask why a fossil fuel economy was hosting key talks on energy transition. Even more, when the President of COP 28 and the UAE’s Special Envoy for Climate Change was announced as Dr. Sultan Ahmed Al Jaber, the Chair- man of ADNOC, some observers were sceptical about whether he had the credentials to lead the negotiations. And what happened? The UAE, and Al Jaber specifi cally, delivered what, by some measures, was the most success- ful COP ever. The previous year in Egypt had not been considered a success, either at the strategic or the operational level. The Loss and Damage fund so needed by developing countries, announced at the end of COP27, had not been funded, so it was a dog without teeth. And at the operational level, delegates complained about everything from the lack of ease in getting around to the hotel choices and the restricted food and drink opportunities. By contrast, the UAE knows how to a Loss and Damage Fund, led by the UAE, was announced even before the start. In the end, the agreement that many had feared elusive was announced on December 13th, after negotiators, urged on by Al Jaber, pulled more than one all-night session. Thus COP28 concluded with a historic agreement by 198 Parties to deliver a new era of climate action. The landmark text, named The UAE Consensus, set out an ambitious climate agenda to keep 1.5°C within reach, including phasing out fossil fuels. One of the fi rst coun- tries to praise the UAE and Al Jaber for their successful delivery? Eqypt. This placement of the UAE at the top table of nations with convening power will have other legacies, not least its improved ability to bring people together to solve other world issues. These include the confl ict in Palestine, a subject on which the UAE has made its view well known. Plus all those CEOs who visited the UAE to ensure they were seen at COP28? They now know that this is a country where its rulers go out of their way to make it easy to do business. Expect to see more attention paid to the region in the coming years. All in all, a very worthwhile event to host, COP28. This year COP29 will be in Baku, Azerbaijan. I have no doubt the Azerbaijanis will have watched the UAE’s delivery of COP28, and its legacy, and be hoping for even a frac- tion of its success. McGregor says COPs are crucial for everyone in the world in the battle against climate change The UAE knows how to make things work, and COP 28 worked at every level make things work, and COP 28 worked at every level. The Expo site was well organised, with ample food and drink, clearly signposted and teeming with volunteers to help you if you got lost (as I did). Hotel rooms were plentiful, if expensive. At the strategic level it worked better than anyone, even the most optimistic observers, had hoped for. A record number of heads of state attended and the commitment to fund SUS TAINABILIT Y 28 Vol. 25/03, March 2024 UAE’s logistics strength fuels trade alliances and economic growth As the UAE pursues its ambitious agenda for re-export development by 2030, the role of the logistics sector becomes even more crucial Positioned at the crossroads of East and West, the UAE is a futuristic and thriving hub for global trade. The countr y’s economic g rowth exceeded expectations, with a 7.6 percent increase in 2022. This growth was among the highest worldwide. In 2022, the total value of the UAE’s foreign trade reached a record-breaking AED 2.2 trillion, an increase of 17 percent over 2021. The share of re-exports totalled AED614bn, or 27.5 percent of the total value of foreign trade, signifying its importance to the country’s economy and its posi- tion as a facilitator of global trade. These fi gures tell a story, and the story of the UAE’s rise in global trade is BY TAAREK HINEDI, VICE PRESIDENT OF FEDEX EXPRESS MIDDLE EAST AND AFRICA OPERATIONS OUTL OOK The UAE enjoys world-renowned transportation links, ranging from its robust road network to substantial aviation capabilitiesarabianbusiness.com 29 OUTL OOK The UAE’s rapid economic growth, strategic position, and unwavering commitment to innovation in the logistics sector have cemented its role as a global trade hub driven by expanding trade ties with new economies, supported by the nation’s robust and technologically advanced logistics sector. Building strategic alliances and collaborations The UAE hasn’t just relied on its intrin- sic strengths. It has proactively estab- lished alliances, trade agreements, and collaborations with countries and major global corporations. A prime example of this collaboration is the UAE and China bilateral trade relationship. In 2022, the non-oil trade exchange between the two countries reached approximately AED284bn, a 27 percent increase from 2021. Today, the UAE is China’s top trading partner from the Arab region, representing 30 percent of its total non-oil trade with these countries. Looking ahead, the trade ties between the UAE and China are anticipated to grow even stronger. The two countries have a combined goal to expand their overall bilateral trade across sectors to reach AED734bn ($200bn) by 2030. The UAE and China have signed several agreements to enhance trade cooperation, build new partnerships, and provide support to exporters and impor ter s to f acilitate increased exchange of goods and services. Creating an ecosystem for SMEs to trade Small and medium enter pr ises (SMEs) are instrumental in boosting economic growth and job creation in the UAE and China. Yet, in order to remain resilient and even thrive, SMEs need the capability to operate and move goods seamlessly. This is where projects like the Dubai Traders Market come into play. This initiative creates new trade opportunities for SMEs in both countries. However, for small businesses to leverage this opportunity, a robust cross-border trade network, combined with an express logistics provider, is essential. Logistics providers can support SMEs with enhanced customer experience and cost-eff ective solutions as they navigate international trading. Leveraging smart logistics for bilateral trade growth As the UAE pursues its ambitious agenda for re-export development by 2030, the role of the logistics sector becomes even more crucial. Here, the UAE has consistently invested and innovated. The country already enjoys world-renowned transportation links, ranging from its robust road network to substantial aviation capabilities. Dubai International (DXB) and Dubai World Central (DWC) airports off er a combined cargo capacity of 4.5 million tonnes annually, with connectivity spanning 190 destinations worldwide. In addition, technological advance- ments have a signifi cant role in refi ning logistics. The UAE’s adoption of block- chain for streamlining customs processes, integrating advanced technol- ogies in air and ground hubs, and devel- oping smart roads show its commitment to leveraging cutting-edge tech for more effi cient and transparent trade processes. Such innovations position the UAE as a pioneering player in smart logistics, creating an environment where busi- nesses can trust the system’s effi ciency. It is not just about moving goods but doing so effi ciently and smartly. The UAE’s rapid economic growth, strategic position, and unwavering commitment to innovation in the logistics sector have cemented its role as a global trade hub. Its collaborative eff orts with economies like China, and its support for SMEs demonstrate a clear vision of growth and integration. $200BN The projected value of the UAE and China’s bilateral trade by 2030 SMEs are instrumental in boosting economic growth and job creation SMEs need the capability to operate and move goods seamlessly, says Hinedi Small business owners can join forces with logistics providers to develop a solid, integrated supply chain, which can help them connect to new markets and grow revenue streams.Next >