Dubai Press Club (DPC), in collaboration with the Dubai Culture and Arts Authority (Dubai Culture), has launched the third phase of the Dubai Content Creators Programme with the introduction of a new Cultural Content Creators track aimed at developing specialised digital storytelling skills and supporting the growth of Dubai’s creative economy.

The programme seeks to equip content creators with the tools and expertise needed to produce high-quality content that reflects Dubai’s cultural identity, values and expanding creative landscape.

Running until June 19, the initiative forms part of broader efforts to support media and creative talent by strengthening capabilities in digital storytelling, visual communication, content production and audience engagement.

The programme combines practical training with specialised workshops and interactive sessions led by experts in media, content creation and digital platforms. Participants will also be introduced to emerging technologies, including artificial intelligence (AI), to support more innovative and impactful content creation.

Speaking at the launch, Mona Ghanem Al Marri, Vice Chairperson and Managing Director of the Dubai Media Council and President of the Dubai Press Club, highlighted the programme’s role in preparing a new generation of content creators capable of sharing Dubai’s cultural story with authenticity and impact.

Al Marri said Dubai’s emergence as a global centre for culture and creativity is driven by a vision that values identity and presents it confidently to international audiences. She emphasised the growing importance of culturally aware creators who can preserve heritage while presenting it through contemporary storytelling formats.

She added that the programme reflects a long-term investment in young talent, with the goal of nurturing creators who can connect the past, present and future through meaningful content.

Hala Badri, Director General of Dubai Culture, said cultural content plays an important role in shaping how cities preserve their identity and engage with global audiences.

She noted that Dubai’s cultural and creative industries are a key pillar of the emirate’s development strategy and contribute to strengthening its position as a global hub for the creative economy.

“Every city has a story to tell and Dubai’s story is one of creativity, openness, and possibility,” Badri said. “Through the Cultural Content Creators programme, we are investing in the next generation of storytellers and empowering them to capture the spirit of the city in ways that are authentic and innovative.”

Badri added that the programme reflects Dubai Culture’s commitment to creating an environment that supports content creators and creative professionals through access to knowledge, industry expertise and emerging technologies.

Maryam Al Mulla, Director of the Dubai Press Club, said the third phase of the Dubai Content Creators Programme marks a new milestone in the organisation’s efforts to develop specialised content creators capable of producing impactful content aligned with the rapid evolution of digital media.

She added that the partnership with Dubai Culture demonstrates a shared commitment to advancing cultural storytelling and expanding opportunities for creators to contribute to Dubai’s growing creative economy.

Wedad Kahoor, Section Head – Media Talent Development at the Dubai Press Club, said the programme combines theoretical learning with practical application, enabling participants to develop narratives, build content strategies and use modern digital tools to tell compelling cultural stories.

The programme also aims to help participants transform elements of Dubai’s cultural landscape, including heritage, arts, talent and creative industries, into engaging digital content capable of reaching wider audiences and enriching Arabic cultural content online.

The Cultural Content Creators programme builds on previous editions of the Dubai Content Creators Programme, which focused on economic, health and science content through collaborations with government entities and strategic partners.

The initiative forms part of the Dubai Press Club’s wider efforts to develop media talent equipped to meet the demands of the evolving digital content industry while supporting Dubai’s ambitions to strengthen its position as a global centre for culture, creativity and innovation.

Industrial startups are often seen as the backbone of long-term economic diversification, yet their path to scale is rarely straightforward. Unlike digital-first ventures, these businesses tend to face heavier upfront costs, longer development cycles, and more complex operational realities, making access to suitable financing and ecosystem support a critical determinant of success.

In the UAE, efforts to bridge this gap are becoming more structured, with a growing emphasis on aligning capital, policy, and innovation support to better serve high-potential industrial ventures. The Mohammed Bin Rashid Innovation Fund (MBRIF) sits at the centre of this approach, working to de-risk financing for innovative companies while also helping them build the capabilities needed to grow sustainably.

In an interview with Gulf Business, Shaker Zainal, head of MBRIF, discusses why access to capital is only part of the equation for industrial startups, how financial institutions and ecosystem enablers can work more effectively together, and what more is needed to help scale ventures in a commercially sustainable way. He also outlines how the UAE is positioning itself as a regional hub for industrial innovation, and the role MBRIF plays in turning national ambition into practical support for emerging businesses.

What do you see as the biggest barriers industrial startups face today when it comes to accessing the right financing to scale?

I think it is useful to look at this from a slightly broader perspective, because the challenge is often simplified as access to capital, when in reality it is more about alignment. Industrial startups operate in a very different context compared to many other sectors. They often require higher upfront investment, longer production and revenue cycles, and they tend to carry more complex operating and risk profiles. When you look at it through that lens, it becomes clear that traditional financing structures do not always fit naturally with how these businesses grow.

At the same time, there are also practical challenges across the ecosystem. Many founders are not always fully aware of the financing solutions available to them, and in some cases the support landscape can feel fragmented, which makes it harder to navigate. So the real issue is not simply whether capital exists. It is whether financing is structured in a way that supports growth, and whether innovative businesses can access it with clarity and confidence. That is where the real opportunity lies.

How can financial institutions, government entities, and ecosystem enablers work together more effectively to support industrial startups and innovation-led growth?

This is really about bringing together complementary strengths. Financial institutions are central to the system because they provide capital and have the expertise to assess and manage risk. Government-backed platforms and ecosystem enablers, on the other hand, can play an important role in reducing that risk, improving access to support, and helping create more flexible pathways for growth.

When those different elements are aligned, you start to see a much more supportive environment for industrial startups. At MBRIF, for example, our ‘Guarantee Scheme’ is designed to create that kind of alignment. By working with financial institutions to de-risk lending, we are able to help high-impact ventures access financing without giving up equity, which is often a key consideration for founders focused on long-term value creation.

But the broader opportunity is to make the ecosystem feel more connected. It is about ensuring that solutions are not only available, but also accessible, well-communicated, and aligned with the real needs of businesses. When government entities, financial institutions, innovation platforms, and private sector stakeholders work together effectively, support becomes easier to navigate, collaboration becomes more practical, and capital flows more efficiently to the companies that are ready to scale.

What role does MBRIF play in supporting industrial startups beyond just providing access to finance?

At MBRIF, we have always taken the view that access to finance is only one part of the equation. Financing is critical, but what we have consistently seen is that capital on its own does not determine whether a company will scale successfully. Businesses also need the right support around that capital to grow in a structured and sustainable way.

Through our Guarantee Scheme, we help innovative businesses access non-dilutive financing, which is particularly important for founders who want to retain ownership while building for long-term growth. A good recent example is Fragrance Delivery Technologies, which received a Dhs7.2m MBRIF guarantee to support its advanced manufacturing expansion in the UAE, including automation upgrades aligned with Industry 4.0 standards. That kind of support can be critical for industrial businesses operating at an important stage of growth.

At the same time, through our Innovation Accelerator Programme, we provide mentorship, strategic guidance, and access to a strong network of partners and experts. This helps businesses strengthen their models, prepare for scale, and make more informed decisions as they grow.

So our role is really about connecting those two dimensions. We help industrial startups access the capital they need, but we also support them in building the capabilities, relationships, and ecosystem connections that allow them to scale with greater confidence. That broader support is what helps move the conversation from funding access alone to real growth enablement.

What more needs to be done to help high-potential industrial ventures scale in a way that is commercially sustainable and impactful?

I think this is where the conversation is naturally evolving. For a long time, the focus was mainly on helping businesses get established. Increasingly, the priority is how we help high-potential ventures move to the next stage and scale in a way that is commercially viable, operationally sound, and capable of delivering long-term impact.

Scaling brings a very different set of requirements. It is not only about funding. It is also about having the right ecosystem around the business. That includes access to markets, the ability to build partnerships with larger industry players, and access to expertise that supports both operational and strategic growth. It also means having financing structures that are aligned with longer-term business realities rather than short-term constraints.

At MBRIF, we try to reflect that shift in how we support innovative businesses. Through the Guarantee Scheme, we address access to capital. Through the Innovation Accelerator Programme, we focus on capability building, mentorship, and ecosystem connectivity.

When those elements come together, businesses are not just able to sustain themselves. They are in a much stronger position to scale with clarity, resilience, and long-term relevance.

How do you see the UAE positioning itself as a hub for industrial innovation and startups?

What is quite distinctive about the UAE is the way different elements of the ecosystem come together. There has been a clear and consistent focus on building a strong foundation for innovation, whether that is through policy, infrastructure, access to capital, or long-term national strategies. Initiatives such as Operation 300bn reflect that commitment, particularly when it comes to strengthening the industrial sector and increasing its contribution to the economy.

What we are seeing now is the next phase of that development, and that is about enabling innovative businesses not only to launch, but to scale. Announcements made at Make it in the Emirates 2026 reinforce that direction very clearly.

The UAE announced Dhs180bn in industrial procurement opportunities over the coming decade, with plans to localise more than 5,000 products across sectors linked to economic, food, and healthcare security. That sends a strong signal about the scale of opportunity available for industrial innovators and startups in the market today.

At MBRIF, our role is to support that journey by enabling access to finance, providing strategic guidance, and connecting businesses to the right ecosystem, partnerships, and growth opportunities. That combination of policy direction, market opportunity, capital, and ecosystem support is what positions the UAE as a highly competitive hub for industrial innovation and high-growth ventures.

Riyadh Air, Saudi Arabia’s new national carrier, has opened ticket sales for its new daily service between Dubai, UAE, and Riyadh, Saudi Arabia, marking another significant step in the airline’s network expansion strategy and its ambition to strengthen connectivity between the kingdom and major regional and international markets.

The new route will commence operations on June 18, 2026, providing a direct daily connection between Dubai International Airport (DXB) and King Khalid International Airport (RUH).

The service is expected to serve growing demand from both business and leisure travelers while supporting stronger economic, commercial and tourism ties between Saudi Arabia and the UAE.

Read more-Riyadh Air opens London ticket sales for new Boeing 787-9 Dreamliner flights starting July 1

Flights on the route will be operated using Riyadh Air’s Boeing 787-9 Dreamliners, offering passengers access to the airline’s latest onboard products, premium cabin experience and next-generation in-flight technology.

Daily operations between two key Gulf capitals

The Dubai-Riyadh route represents one of the most strategically important aviation corridors in the Gulf region, connecting two of the Middle East’s leading business, financial and tourism hubs.

Under the current schedule, flight RX0244 will depart Dubai at 18:30 and arrive in Riyadh at 19:20 local time.

Flight RX0243 will depart Riyadh at 14:05 and arrive in Dubai at 17:00 local time.

Ticket purchases can be made through the Riyadh Air App, Riyadh Air website at riyadhair.com, or through preferred travel providers and booking platforms.

The airline is also encouraging travelers to join its loyalty program, Sfeer, as Founding Members. Participants will receive a Best Offer Guarantee, complimentary Wi-Fi and the opportunity to begin earning rewards from their first flight.

Strengthening a high-demand travel corridor

The launch comes as travel demand between Saudi Arabia and the UAE continues to expand, driven by increased business activity, tourism growth and closer economic cooperation between the two neighboring countries.

Industry observers view the Dubai-Riyadh corridor as one of the region’s most important aviation markets, supported by strong corporate travel demand, government engagement and increasing cross-border investment.

Riyadh Air said the new service is designed to provide travelers with greater flexibility, convenience and choice while reinforcing the airline’s broader objective of connecting Saudi Arabia to key destinations worldwide.

Beyond serving point-to-point traffic between the two capitals, the route is expected to support Riyadh Air’s growing international network by providing passengers with convenient onward connections through Riyadh to destinations including London and Manchester, with additional routes across Asia expected to be announced in the near future.

CEO highlights strategic importance of route

Commenting on the launch, Tony Douglas, CEO of Riyadh Air, said the Dubai service represents another milestone in the airline’s growth journey.

“The launch of our new service to Dubai marks another milestone in our journey to connect Riyadh to the world, and the world to Riyadh,” Douglas said.

“This route has been carefully selected to serve a key market for business, and onward connections to the rest of the world, aligning with our ambition to become a global airline and a significant contributor to Vision 2030.”

He added: “We look forward to welcoming our guests aboard to experience our distinctive Saudi hospitality as we connect these two great cities and continue to redefine the future of air travel.”

The route aligns with Saudi Arabia’s broader Vision 2030 objectives, which aim to diversify the economy, strengthen tourism and position the Kingdom as a leading global transport and logistics hub.

Modern aircraft designed for premium travel experience

Passengers traveling on the Dubai-Riyadh route will fly aboard Riyadh Air’s Boeing 787-9 Dreamliners, configured across four cabin classes: Business Elite, Business, Premium Economy and Economy.

The aircraft have been designed with a strong emphasis on passenger comfort, digital connectivity and personalized travel experiences.

Business Elite and Business Class cabins feature a fully flat-bed 1-2-1 configuration, providing direct aisle access for every passenger. Travelers in these cabins will also have access to AC power, USB-C and USB-A charging ports, alongside immersive high-fidelity audio integrated directly into the seat headrests.

Premium Economy passengers will benefit from a spacious 2-3-2 layout, featuring privacy headrest wings, additional storage areas, expandable work and dining surfaces, and four USB-C charging points.

Meanwhile, Economy Class offers a 3-3-3 configuration with ergonomically designed seating, six-way adjustable headrests and dual USB-C charging ports.

Across all cabin classes, travelers will have access to Bluetooth audio connectivity and traditional audio jacks, allowing guests to connect their preferred listening devices while enjoying onboard entertainment.

Advanced in-flight entertainment offering

Riyadh Air is also positioning its onboard entertainment platform as one of the most advanced in the industry.

Passengers will have access to more than 500 movies and 600 television series through partnerships with leading content providers including Shahid, Disney+, HBO Max and Warner Bros. The platform also includes more than 1,000 audio albums and curated playlists.

The entertainment experience is powered by Panasonic Avionics’ Astrova system, which incorporates mobile-first connectivity, cinema-quality visuals, wireless Bluetooth listening capabilities and USB-C charging technology.

The airline said the system has been designed to deliver a highly personalised digital experience throughout the journey.

Saudi hospitality at the center of the experience

Beyond technology and comfort, Riyadh Air is placing a strong focus on hospitality and wellness as key differentiators.

Passengers will receive Saudi-made Kayanee in-flight products, while younger travelers will be offered specially designed Disney amenity kits.

The airline’s onboard service also includes premium dining options, luxury bedding supplied by John Horsfall and a customised wellness-focused travel experience designed to promote relaxation and comfort throughout the flight.

Guests traveling in Business Elite and Business Class will receive exclusive Kayanee loungewear, while Premium Economy passengers will receive a Kayanee loungewear top as part of the onboard experience.

The airline said these offerings form part of its wider commitment to delivering a premium guest experience that reflects modern Saudi hospitality standards.

Sfeer loyalty programme targets new generation of travellers

Alongside the route launch, Riyadh Air continues to promote its loyalty program, Sfeer, which has been developed as a digitally focused rewards ecosystem for modern travelers.

The name Sfeer combines the Arabic word for “Ambassador” with the English word “sphere,” reflecting the program’s goal of connecting travelers through a global community while showcasing Saudi hospitality.

Members receive a Best Offer Guarantee, complimentary onboard Wi-Fi and access to a rewards structure that includes no points expiry. The program also allows travelers to share level points with family members and friends, providing greater flexibility in earning and redeeming benefits.

Sfeer incorporates gamified features such as challenges, leaderboards and community engagement initiatives, while also offering access to exclusive partnerships, experiences and events both on the ground and in the air.

Early members are recognised as part of “The Founders,” a select group that will receive priority access to bookings on newly launched routes and additional exclusive benefits as Riyadh Air continues to expand its global network.

The Ministry of Human Resources and Emiratisation (MoHRE) has announced the return of the Occupational Heat Stress Prevention Policy for the 22nd consecutive year, with the measure set to take effect from 15 June until September 15, 2026.

Under the policy, work under direct sunlight and in open areas will be prohibited daily between 12:30pm and 3:00pm, as part of the UAE’s ongoing efforts to safeguard workers during the summer months and strengthen occupational health and safety standards across the labour market, a WAM report said.

Read more-Major WPS update: MoHRE unveils new compliance approach for UAE businesses

The annual initiative reflects the UAE’s continued commitment to promoting worker welfare through a human-centred labour market framework. Authorities said the policy supports employee wellbeing while helping maintain productivity and reinforcing the country’s reputation as a leading destination for living, working and investment.

Strong compliance rates highlight private sector cooperation

Dalal Al Shehhi, assistant undersecretary for Labour Protection at MoHRE, highlighted the importance of the Ministry’s collaborative approach with the private sector in ensuring the success of the initiative.

She said companies have consistently recorded compliance rates exceeding 99 per cent in recent years, reflecting a strong commitment to meeting regulatory requirements and implementing initiatives that support workers during the midday break period.

Al Shehhi noted that the high compliance levels underscore the effectiveness of cooperation between government entities and private sector employers in advancing the UAE’s labour protection framework.

“The partnership-based approach adopted by the Ministry in collaboration with the private sector plays a vital role in advancing the UAE’s leading work environment model,” she said.

She also expressed appreciation to the ministry’s partners across both the public and private sectors, as well as community members whose support has contributed to the initiative’s success since its launch more than two decades ago.

According to Al Shehhi, the Occupational Heat Stress Prevention Policy has evolved into one of the UAE labour market’s key achievements and remains a cornerstone of the country’s occupational health and safety system.

She said the measure has become a well-established practice among employers due to its role in protecting workers from heat-related injuries and other risks associated with working in high temperatures during the summer season.

Exemptions granted for essential and critical works

While the policy applies broadly across outdoor workplaces, MoHRE said several activities will remain exempt where operational continuity is required for technical or public service reasons.

These include asphalt laying and concrete pouring works where interruption or postponement is not feasible due to technical requirements. Exemptions also apply to activities necessary to address faults or prevent hazards that could impact the wider community.

Such work may include repairs to water supply networks, electricity services, traffic infrastructure and other essential public services that require immediate intervention.

In addition, exemptions extend to activities that require permits from competent government authorities because of their direct impact on public life, mobility and traffic movement.

Employers required to provide cooling measures and worker support

As part of the Occupational Heat Stress Prevention Policy, employers must implement a range of measures designed to protect workers from extreme temperatures.

Companies are required to provide shaded areas where employees can rest during work breaks or while carrying out exempted tasks. Employers must also ensure the availability of appropriate cooling equipment, including fans, alongside sufficient drinking water and hydration supplements such as salts and other locally approved products.

Worksites must also be equipped with adequate comfort facilities and first-aid equipment to help safeguard worker health and wellbeing throughout the summer period.

MoHRE said compliance with the policy will be monitored through its advanced inspection system, which combines smart digital tools, field inspection campaigns and awareness initiatives aimed at promoting worker safety and educating employers on regulatory requirements.

The ministry encouraged members of the public to report any violations or negative practices through its call centre on 600590000, as well as via the Ministry’s website and smart application.

Healthcare should preserve dignity, irrespective of financial background.” Dr Azad Moopen says it quietly, almost matter-of-factly, as though it is an obvious truth rather than the organising principle behind one of the largest integrated healthcare networks in the Gulf and India.

At 73, the founder of Aster DM Healthcare carries little of the theatre often associated with empire builders. His office in Dubai’s Business Bay reflects that restraint. There is a framed Hippocratic Oath near the entrance. The company’s six values, compassion, respect, unity, excellence, integrity and passion, feature prominently nearby. The interiors are warm rather than aggressively corporate. He speaks softly, answers directly, and rarely embellishes his own story. Which is perhaps why the scale of what he has built can feel slightly understated. Today, Aster operates in seven countries, employing over 38,000 people, including more than 5,600 doctors and 10,000 nurses. It serves roughly 20 million patients annually.

Beginnings in Bur Dubai
Dr Moopen came to the Emirates on a philanthropic errand, to raise funds for his village in Kerala, in Southern India. He was teaching at Calicut Medical College, a gold-medallist MBBS graduate with postgraduate specialisations in general medicine and tuberculosis and chest diseases. He intended to return to India within months. A friend in Ajman offered him a position at a clinic. Dr Moopen had obtained his licence and was preparing to start. Then, on the eve of joining, something unexpected happened. “He told me very firmly: ‘Ajman is a small place for a postgraduate doctor like you. Why don’t you try Dubai?’” A sentence that shifted the trajectory of his life — and, with it, of regional healthcare. “Sometimes God shows you the way through other people,” he says. “Maybe that was one such moment.”

In December 1987, Dr Moopen leased a two-room apartment in Bur Dubai and opened the Al Rafa Polyclinic. He was the only doctor on the premises. He worked from 8am until midnight, and within a few years was seeing close to a hundred patients a day, most of them blue-collar workers from Port Rashid, men far from home, many unfamiliar with the language and unable to navigate the queues of government hospitals.

“What I had in my pocket was not much money,” he says now. “No business background, no major contacts, no big plans. But I had confidence in my profession, willingness to work hard, and a belief that healthcare should be accessible to everybody.”

Everything that follows in this story flows from that last sentence.

How a clinic became an ecosystem
The Al Rafa Polyclinic grew, then outgrew its apartment. Dr Moopen moved into larger premises and hired additional doctors. Patients were collecting prescriptions and walking elsewhere to buy medicines. The decision was straightforward.

“So we thought, why not start a pharmacy also?” he says, with the matter-of-factness of a man who has answered this question many times. “Slowly the ecosystem started building like that.” That ecosystem, today, is one of the largest integrated healthcare networks in the Gulf. In the GCC region alone, Aster operates 15 hospitals, 126 clinics and 338 pharmacies across the UAE, Saudi Arabia, Qatar, Oman, Bahrain and Jordan. Aster GCC and Aster India together run 1,000 facilities.

A defining chapter came with the Malabar Institute of Medical Sciences in Calicut, the hospital Dr Moopen helped build in Kerala, where patients had previously travelled hundreds of kilometres for advanced treatment. He gathered a group of doctors, professionals and businessmen, pooled funds, and took the lead. “Initially, we were not thinking mainly about profit,” he says. “We were thinking about how to create a hospital which could provide comprehensive care locally.”

Sitting across a meeting table in Business Bay, the sentence reads less like marketing than memory. That commitment to service has been recognised by both Indian and Gulf governments. In 2011, the government of India conferred upon him the Padma Shri, India’s fourth-highest civilian award, for his contributions to healthcare and social responsibility. He was also named among the most powerful Indian leaders in the Arab World by media publications, a recognition that spans both his origins and his adopted region.

Three brands, one promise
As the UAE grew and diversified, so did the composition of Aster’s patient base. Some wanted premium, hotel-grade healthcare; some, affordable quality; and some, clinics close to where they lived. Out of that organic demand, three Aster sub-brands evolved: Medcare for high-income patients, Aster for middle-income families, and Access for industrial and lower-income communities. “It was not that on day one we had planned three brands,” Dr Moopen says. “They evolved gradually.”

“Healthcare should not be one-size-fits-all. Different people have different needs, but everybody deserves dignity and quality treatment,” he says. The promise underneath all three brands is the same, painted on hospital walls from Mankhool to Muscat: “We’ll Treat You Well”.

He is asked about a patient who has stayed with him, the kind of story that explains, better than any annual report, why those words matter. His voice softens. “In the early days, many patients delayed treatment because they did not have the money. I remember one patient who came with a serious condition but was hesitant because of financial difficulties. We treated him, supported him with medicines, and he recovered. Years later, he came back, not as a patient, but simply to say thank you.” He pauses. “Moments like that stay with you. Healthcare is not only about treating diseases. It is about giving people confidence, dignity, and hope.”

Dr Moopen’s hospitals appear regularly in Newsweek’s World’s Best Hospitals rankings, a marker of clinical excellence in a region that has long struggled to balance growth with quality.

The service beneath the business
If there is one principle that runs through Dr Moopen’s career, it is that healthcare is a service first and a business second. He has dedicated 20 per cent of his personal wealth to philanthropy, an unusually large commitment, and one he discusses with the same plainness he applies to everything else. In 2017, on the organisation’s 30th anniversary, Aster launched its global CSR arm, Aster Volunteers. The remit was simple: connect people who want to help with people who need help.

Over the past decade, the initiative has touched more than eight million lives, supported by more than 100,000 registered volunteers. It has delivered more than 3.2 million treatments through mobile medical services, conducted 71,050 free surgeries and investigations, and run disaster aid programmes across Somalia, Yemen, Jordan, Bangladesh and India.

During the Covid-19 pandemic, Aster Volunteers became a frontline response mechanism. With healthcare systems everywhere under pressure, the volunteer network helped distribute essentials, provide medical support, and maintain continuity of care when commercial channels could not. This was not opportunism; it was the CSR model functioning as designed, proof that his philosophy of profit-as-by-product had institutional mechanisms to execute in crisis. “From the beginning, I have always believed that profit should be a by-product, not the primary purpose of healthcare,” Dr Moopen says.

“Healthcare organisations have a responsibility towards society. Where business stops, efforts like Aster Volunteers take over.” Another key initiative close to Dr Moopen’s heart is the Aster Guardians Global Nursing Award. The accolade celebrates nurses worldwide for their vital role in healthcare, which he views as the backbone of the system.

Now in its fifth edition, it recognises excellence in patient care, innovation, research, and community health, while giving global visibility to the profession. The award has grown into one of the world’s largest nursing platforms, attracting more than 134,000 registrations from 214 countries and economies in its latest edition.

Between three forces
Healthcare, he says, sits at the intersection of three things that do not naturally agree: government policy, clinical excellence, and commercial viability. The job is to hold all three steady at once.“Government policies are important, they regulate, they improve access. Clinical excellence is essential, because outcomes are everything. And commercial sustainability is necessary, because an institution that cannot survive cannot serve.” The dynamic he has watched shift most over four decades is the rise of insurance.

In 1987, patients paid directly from their pockets in cash. Today, in most markets Aster operates in, providers contract with payers and work inside negotiated pricing structures. “Earlier when we started, there was no insurance. Patients paid directly from their pocket,” he reflects.

|Today insurance has expanded healthcare access significantly, which is a very positive development. At the same time, insurance has also changed the dynamics of healthcare delivery because providers are now dependent on payer systems and pricing structures.”

The next chapters
The Aster of 2026 does not look like the Aster of 1987, or even the Aster of 2018, when the company made a strategic decision that surprised many in the region. In 2018, Aster became the only healthcare provider from the Middle East to list on India’s stock exchange, signalling ambitions far beyond the Gulf. At the time, the move was met with scepticism. Over subsequent years, Aster grew in strength across South India, emerging as a leading regional healthcare provider.

Last year, the company undertook a significant restructuring. In 2024-25, it demerged into two separately listed entities: the GCC business, now backed by a Fajr Capital-led consortium and led by his daughter Alisha Moopen as MD and group CEO, and the India business, now in the middle of a transformative merger. The combined Indian platform, a merger with Blackstone-backed Quality Care India, will operate 39 hospitals with over 10,625 beds across nine states and 28 cities, positioning Aster among the top three healthcare providers in India. The combined entity will employ more than 36,000 healthcare professionals and clinicians. The merger is expected to complete in the first half of 2026. “India is very important for us not only as a market, but also as a source of medical talent, innovation, and tertiary care expertise,” Dr Moopen says. “We have always seen the need for quality healthcare to meet the needs of a population of 1.47 billion. While government efforts have been incredible, there are significant gaps which we can help address.”

Focus on Saudi Arabia
In the GCC, the next push is deeper penetration of Saudi Arabia, a market that taught him as much about adaptation as about scale. In line with its long-term commitment to Saudi Arabia, Aster DM Healthcare is also advancing its expansion through Aster Sanad Hospital, further strengthening its integrated care footprint in the kingdom and supporting the delivery of comprehensive healthcare services in line with national priorities.

“Saudi Arabia is a large market with huge potential,” he says, “but every country has its own regulations, systems, and cultural expectations. You have to understand the local requirements and adapt accordingly.” The pharmacy arm followed, in partnership with Al Hokair Holding Group.

The latest addition is the myAster app, which launched in Saudi Arabia with Arabic voice-enabled support developed with Google Cloud. Each move signals the same lesson: success requires regulatory patience, local partnership, and respect for cultural healthcare preferences. Aster DM Healthcare has also strengthened its commitment to Saudi Arabia through a planned investment of $250m (approximately SAR1bn) over the next two–three years. This strategic investment is aimed at expanding its integrated healthcare footprint in alignment with Saudi Vision 2030. The expansion includes establishing new hospitals, clinics, pharmacies, and digital health platforms across the kingdom. Key targets include scaling the Aster Pharmacy network to around 180 stores, increasing hospital bed capacity to approximately 1,000 beds through five new hospitals in major cities, and launching more than 30 medical centres nationwide.

Digital push
Across the GCC, myAster has become one of the region’s leading health and wellness platforms. The app has crossed 2.8 million downloads, impacted more than five million lives, and completed over 50,000 video consultations. Patients can connect to a general physician in as little as 10 to 15 minutes.

The platform now includes Thrive by myAster, an initiative focused on preventive healthcare, helping people identify health risks early and maintain wellness. This represents a strategic pivot, from treating a disease to preventing it before symptoms emerge. For a founder trained in classical medicine, this shift required rethinking healthcare’s mission.

“As a doctor, I always believed healthcare was mainly physical and face-to-face,” he says. “Technology taught us that continuity of care can still happen effectively through digital platforms if designed properly.” The scale of his commitment to modernisation is evident in his investment plans for the UAE. Over the next phase, Aster will invest close to Dhs1bn into new hospitals, expansion of existing facilities, and advanced specialties: oncology, transplant programmes, robotic rehabilitation, and minimally invasive surgery.

Those who built it with him
Ask him about his philosophy of talent and he answers in a single sentence. “Institutions are built by people, not infrastructure.” In the early years, everybody worked beyond their formal role. Doctors helped at reception when reception was overwhelmed. Pharmacists sat with patients. Administrators ran errands. “Many of them did not work with us only for a salary,” he says. “They felt they were part of building something meaningful.”

Today, the group employs 18,308 in the GCC alone — and its workplaces have been certified as ‘Great Place to Work’ across every market it operates in. Then comes the question that catches him into a softer answer. Who, he is asked, shaped Aster more than people might realise? “If I have to mention someone unexpected, I would say the patients themselves. Their trust, their feedback, their expectations, that is what continuously shaped how we have evolved.” Dr Moopen also credits partners such as IVFA and Olympus. “They believed in our vision and invested with us in the early years.”

Three lessons
He has handed much of the day-to-day running of the company to a new generation. Alisha leads the GCC business, while the India team operates with similar independence under the guidance of Alisha and Varun Khanna, the group managing director at Quality Care India.

Asked what he finds himself returning to, in boardrooms, on ward rounds, in conversations at home, he answers in three words. “Humility. Resilience. Purpose.”
Humility, because no matter how large an organisation becomes, the day a leader stops being grounded is the day the institution begins to drift. Resilience, because difficulties never stop arriving; they only change shape. Purpose, because people will do extraordinary things, far more than they themselves believed possible, when they feel connected to a mission that means something. And then, more quietly: “What I learned outside any classroom is that leadership is not about control. It is about trust.”

The legacy question
Towards the end of the conversation, he is asked the question that is, in a sense, the only one that matters for a man of his age and position. What does he want Aster to have changed — not about itself, but about the way this region thinks about health, access and human dignity? He answers without hesitation, but also without grandiosity.
“I would like Aster to be remembered as an organisation that helped make quality healthcare accessible to all sections of society. If we have contributed even in a small way towards changing the idea that good healthcare is only for privileged people, then that” — he pauses — “would be enough.”

It is a vision Alisha now carries forward as she steps into the work of shaping Aster’s next chapter, ensuring that the principle at the heart of her father’s life’s work continues to define the institution he built.

Finally, when asked what healthcare means to him personally, the answer, when it comes, sounds less like a sentence and more like a quiet summing-up of a life. It is not simply a profession, he says, or a business. It is a calling.

“Every day in healthcare, you have the chance to touch somebody’s life meaningfully. Very few professions give you that privilege.” It is, in the end, the same sentence Dr Moopen opened with at the beginning of the conversation. Dignity, irrespective of financial background. He has said it for nearly four decades. He has built the proof of it: the hospitals, the clinics, the pharmacies, the digital platforms reaching across borders, the mobile medical vans in the remote corners of Africa and rural India, the volunteers, the children whose lives have been saved — one quiet decision at a time.

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Leadership lessons: Dr Azad Moopen

The principles that have shaped four decades of building Aster in his own words

01. Stay humble, no matter how large the institution becomes.

02. Be resilient. Challenges are part of the work.

03. Lead with purpose, not position.

04. Profit is a by-product. Service comes first.

05. Institutions are built by people, not by infrastructure.

06. Leadership, in the end, is about trust, not control.

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Aster Guardians Global Nursing Award

The Aster Guardians Global Nursing Award is a global initiative founded by Dr Azad Moopen to recognise and celebrate the contribution of nurses around the world. He has often described it as a reflection of his deep gratitude to the nursing profession, which he believes is the backbone of healthcare systems and deserves global recognition for its care, commitment, and impact.

Now in its fifth edition, the award highlights nurses who are making a real difference in patient care, healthcare innovation, research, and community health. It was created to give global visibility to the nursing profession and honour those who are transforming healthcare through their work.

Since its inception, the award has received entries from nurses across more than 200 countries, growing into one of the world’s largest platforms for nursing recognition. The previous edition saw more than 100,000 applications from 199 countries, and this year has seen a further rise to over 134,000 registrations from 214 countries and economies, reflecting growing global participation.

From all entries, a panel of experts selects the top 10 finalists based on their impact and contribution to healthcare. The winner receives $250,000 prize, while all finalists gain global recognition for their work.

The winner of the fifth edition will be announced at a gala event in India in July.

The initiative reflects a simple idea: to honour nurses who are transforming healthcare every day and to inspire the next generation to join and strengthen the profession.

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Awards and accolades

In 2010, the ‘Pravasi Bharatiya Samman’ was conferred on him by the government of India.

In 2011, he was presented the ‘Padma Shri’ — the fourth-highest civilian award by the government of India, for contributions recognised across countries.

In 2019, he was awarded Fellowship of the Royal College of Physicians (FRCP), UK.