- Our Hospitals
The Group is the first and largest private hospital group in Egypt by number of hospital beds and number of operating hospitals. CHG operates six leading hospitals in the Greater Cairo Area: Cleopatra Hospital, Cairo Specialized Hospital, Nile Badrawi Hospital, Al Shorouk Hospital, El Katib Hospital, and Queens Hospital offering a full array of general and emergency healthcare services. In 2019, the Group launched its first two polyclinics located in two fast-growing neighbourhoods of East and West Cairo. In 2020, despite a difficult operating environment, CHG continued to deliver on its expansion strategy, acquiring a majority stake in leading IVF centre, Bedaya. Through its growing network, the Group is able to serve nearly 1 million cases each year, bring high-quality healthcare to a growing number of people across the country.
The Group’s vision is to become the leading integrated healthcare provider in Egypt through a platform of world-class quality medical facilities and services to enhance patients’ health and quality of life.
The Group’s six hospitals — Cleopatra Hospital, Cairo Specialized Hospital, Nile Badrawi Hospital, Al Shorouk Hospital, El Katib Hospital, and Queens Hospital — are multi-speciality hospitals that offer a full array of general and emergency healthcare services. Some of their service offerings include general surgery, emergency and ambulance services, cardiology, urology, gynaecology and obstetrics, oncology, orthopaedics and a number of outpatient services, across many specialties, including dental, physiotherapy and primary care. In 2019, the Group launched its first two Polyclinics located in two fast-growing and currently underserved neighbourhoods of East and West Cairo. In 2020, to further expand its service offering, the Group acquired a majority stake in Bedaya, a leading IVF centre in Cairo.
In addition to the general services that the Group’s hospitals currently offer, over the years, CHG has established multiple centres of excellence (CoEs) across each of its hospitals. The CoEs model, looks to leverage the unique strengths of individual hospitals and allow them to specialise in specific services. This in turn not only sees the Group’s hospitals minimise CAPEX outlays by eliminating the need to invest in the same equipment across different facilities, but also helps enhance the quality of the services each hospital is able to provide. CoEs also foster affiliations with international institutions and make it possible to attract globally renowned experts.
The Group’s hospitals date back as far as 1976 when its biggest hospital, Cairo Specialized Hospital, was inaugurated. Since then, the Group has gone on to open several other hospitals: Cleopatra Hospital in 1979, Nile Badrawi Hospital in 1982 and Al Shorouk Hospital in 1981.
The Group was formed in 2014, after the acquisitions of Cairo Specialized Hospital Company and of a majority beneficial stake in Cleopatra Hospital Company. In 2015, the Group acquired a majority stake in Nile Badrawi Hospital Company and, in 2016, a majority stake Al Shorouk Hospital Company. In 2019, the Group expanded further adding El Katib Hospital and Queens Hospital to its network. The Group also launched its first two polyclinics, bringing the number of facilities operated to eight as at year-end 2019. In 2020, the Group expanded its network and service offering further venturing into the relatively under-penetrated and fast-growing assisted reproduction technology (ART) segment with the acquisition of a majority stake in leading IVF centre, Bedaya.
In parallel, the Group has been working to deliver on its vision of operating all facilities under a single integrated operational framework. This not only guarantees a high standard of care and patient experience across all facilities but ensures the Group leverages all existing synergies across its hospitals driving further efficiency enhancements and supporting future growth ambitions.
Cleopatra Hospitals Group’s seven-pillar strategy guides the Group’s day-to-day decision-making and operations and has allowed it to expand its geographic reach and service offering while continuing to deliver exceptional operational and financial results.
Integrating the Platform to Achieve Higher Efficiencies
Developing a fully integrated operational platform across the Group’s hospitals and polyclinics allows CHG to maximise existing synergies and operational efficiencies across its facilities, reduce waste, extract economies of scale, drive up margins, and ultimately deliver top-class healthcare to its patients. Standardising operational protocols across all of CHG’s facilities ensures consistency in the service offering and continues to drive improvements in the quality of the patients’ experience. To ensure the prompt integration of all its new facilities, the Group worked to introduce standardised management structures and policies across all CHG facilities through the introduction of a single unified governance matrix. The new framework establishes a clear chain of command across all hospitals and allows for a more efficient and organised running of daily operations across CHG’s facilities. These internal restructuring efforts were complemented by the hiring of several new, highly-experience managing directors to oversee day-to-day operations across its newly acquired facilities, alongside the launch of the Group’s new Medical Council.
Enhancing Utilisation and Optimising Existing Capacity
By constantly working to enhance utilisation and optimise its current capacity, CHG is able to serve a growing number of patients and ultimately deliver on its mission to provide high quality, affordable care to as many people as possible. To do so, CHG’s optimisation strategy focuses on renovating its existing facilities, updating their infrastructure and medical equipment, and attracting high calibre consultants and doctors capable of providing exceptional care while using innovative techniques. The Group-wide renovation strategy is ongoing under the guidance of world-class engineering consultancy firm, Vital Konzept.
STRENGTHEN OUR UNIFIED BRAND
One of the factors that allow CHG to stand out from its competitors has been its proven track record and a strong brand equity. Today, CHG is well on the way to ensuring that patients across Egypt view all CHG’s facilities as a single entity, understanding that each one offers best-in-class care and a superb overall experience for patients and their families. CHG continues to work tirelessly to further unify and strengthen its standards and protocols through a two-phase strategy. Phase one, which has been ongoing for several years now, focuses on standardising the quality of equipment, services, and staff training across all hospitals, attracting the most qualified and experienced doctors in the industry, implementing a unified HIS/ERP system, standardising the Group’s call centre and registration process to promote unified brand awareness, conducting ongoing patient satisfaction surveys, and executing specialty awareness campaigns. Phase two, which kicked off in 2019, focuses on defining the Group’s brand identity and subsequently communicating this brand to the public through internal and external channels.
Leverage a Stronger Position with Insurance and Contract Clients
All across Egypt, the number of patients with access to insurance plans is growing steadily. While this greatly benefits patients across the country, it also offers significant benefits for healthcare providers, like CHG, related to the sustained revenue flow associated with these channels. As such, the Group has been actively working to cultivate stronger relationships with insurance and contract clients as it looks to grow the proportion of revenues generated from these channels. A significant area of focus for the Group has been upgrading its facilities to ensure they operate in line with the latest industry guidelines and standards. CHG management sees this as a vital step to ensure the Group’s hospitals are categorised as premium healthcare facilities by insurance and corporate clients. The Group’s ‘One-Stop-Shop’ model, which allows CHG to cover all stages of the patient treatment process and offer a convenient, high-quality service offering, will also be a significant factor to ensure the Group continues to attract an increasing number of corporate and insurance clients in the coming years. Ultimately, the Group is aiming to migrate to the value-based reimbursement model and away from the current fee-for-service model.
Group-wide Digital Transformation
The Group sees digitalisation as a key driver of future growth. The sector has seen a rise in investment in digital solutions which today help healthcare providers reach more people, offer higher quality services, and drive operational efficiencies across their businesses. This ultimately helps boost the patient’s experience and the provider’s top- and bottom-line growth. The importance of introducing technology across all aspects of the medical industry became particularly evident during the course of 2020 as the sector was rocked by the outbreak of COVID-19. From how medical and non-medical operations are run, to how medical services are delivered, increasing dependence on the latest digital tool has become imperative for all players in the industry.
Over the last few years, CHG has embarked on a digital transformation strategy, which sees the Group looking to introduce the latest digital solutions available on the market to enhance all aspects of its day-to-day operations both on the medical and non-medical fronts. Key areas of focus for the coming year include:
Rolling out the new HIS/Enterprise Resource Planning System across all facilities
Further enhancing the Group’s data management and security capabilities
Continuing to develop the new CHG App
Supporting CHG Innovation Hub – an incubator for Egyptian startups who are working to develop new digital solutions with applications in the healthcare sector
Establishing Centres of Excellence and Achieving International Accreditation
Over the years, CHG has built an unmatched reputation for high quality medical services and outstanding patient outcomes. This has been, for a large part, the result of its ability to establish and operate Centres of Excellence (CoE) across all its hospitals. The CoE model, looks to leverage the unique strengths of individual hospitals and allow them to specialise in specific services. This in turn not only sees the Group’s hospitals minimise CAPEX outlays by eliminating the need to invest in the same equipment across different facilities, but also helps enhance the quality of the services each hospital is able to provide. Operating these CoE also play a key role in fostering affiliations with international institutions and makes it possible to attract globally renowned experts.
Quality and Safety Report
CHG conducts regular quality assessments across its facilities and devises strategies to address any shortcomings to ensure that the quality of clinical services and patient care at all of the Group’s facilities is consistently of the highest standard. This was particularly important throughout the COVID-19 crisis, which saw the Group further strengthen its health and safety protocols to safeguard the wellbeing of its staff, patient and families.
Each year, CHG conducts an internal readiness assessment across all facilities as a part of the process to achieve Joint Commission International (JCI) accreditation. The process is overseen by the Group’s Quality Function, which was established in 2017 and led by an industry veteran with 20 years of experience accrediting hospitals across Egypt. Following this annual assessment, the team develops and implements a corrective plan ahead of the Group’s accreditation tests.
Expanding Hospital Capacities and Feeder Network
Over the last two years, CHG has turned its attention towards expanding its network of hospitals to increase its geographic reach, expand its service offering and capacity, and drive further operational and financial growth. To ensure the Group’s growth does not come at the expense of the quality of care the Group is able to offer to its patients or of the business’ sustainability, CHG adheres to a six-pillar expansion strategy which prioritizes responsible and strategic growth across new regions and verticals.
Key areas of focus for the Group in 2021 and beyond include:
Growing all the new revenue streams
Setting foundations for sustainable growth in the long-term
Develop and implement unified operational framework and procedures
Improve internal structure and invest in CHG’s human capital
Establish and implement an efficient and quality-driven operating model
Leverage new digital tool and drive Group-wide digital transformation