Alamal Success Story


Al-Amal Hospital is a top ranked tertiary Healthcare facility in Giza Governorate with a total built up area of sqm 6,000 encompassing 150 patient beds, 11 operating theaters, 41 ICU beds, 15 outpatient clinics, and a blood bank.
  • The hospital is located in a highly populated area in Giza governorate, actually in between Mohandseen area (which represents A-class and the upper portion of B-class population) and Embaba & Bolak Al-Dakror areas (with the majority of population mainly within lower B and C classes).
  • The hospital was established more than 25 years ago by a leading doctor at that time – Dr. Mokhtar Ibrahim and like the majority of hospital projects at that time, the hospital was focused mainly on providing primary and secondary healthcare services. 
  • The major departments of the hospital at that time were Obegyn and General Surgery, handling minor operations only, with no single ICU bed in the hospital.
    Since its acquisition in Q4 2008, Al-Amal has successfully carried out several initiatives which resulted to the following marked improvement in KPI’s:
  • Increasing the number of In-patient rooms, ICU and NICU beds, as well as, operating theaters to accommodate the expansion in medical services provided.
  • Number of outpatient visits grew markedly post acquisition to to the north of 50,000 visits per year.
  • Due to launch of new in-patient and surgical treatments as a result of the post-acquisition restructuring the number of inpatient visits and surgeries has reached at least 8,000 visits and 4,400 surgeries per annum
  • As a result, the total number of patients for chronic diseases has risen markedly to about 2,800 treatments. About 60% of all cases treated were related to cardiac & vascular disease
  • As a result of its major effort, Al-Amal’s top and bottom line have grown by an outstanding 4-year CAGR of 73% and 93% respectively.
The Saudi Health Investment Company acquired Al-Amal Hospital in 2009. Prior to the acquisition, the hospital used to provide secondary healthcare services, and used to preform minor surgeries mainly ob-gyn and other minor – medium surgical procedures. The hospital accommodated 30 inpatient beds and 3 operating theaters. It however was lacking all the supporting department to provide standardized medical services to the patients. There was no imaging department, no medical laboratory and no blood bank. Total revenues at 2009 amounted to EGP 4.7 mn and net income amounted to EGP 224K.
The management started the upgrade and renovation process of the hospital main departments focusing mainly on inpatient department to help create a comfortable environment for the patients. A completely new imaging department was put in services, establishing fully fledged medical laboratory and started a complete over hull of the operating theatre. Late 2010, management established Orchid Oncology Center for cancer treatment and added 6 more beds to the existing bed capacity. It was operating in the form of a chemotherapy day center specialized in the treatment and management of cancer. In line with management’s vision, an onco-surgery division was established as well. Total revenues amounted to EGP 11.8 mn and net income amounted to EGP 3.9 mn.
The management established state of the art cath lab under the name Smart Medical to serve to the growing need of this category of patients. Alongside, the management established a fully fledged ICU department accommodating 9 fully equipped ICU beds to support the cath department. The management also established the NICU division including 4 fully equipped units. Total revenues amounted to EGP 14.7 mn and net income amounted to EGP 3.5 mn.
The Hospital extended its radiology division to include CT scanning which reduced the inconvenience of needing to outsourcing scanning activities Began in Q4 2012, and counting on the good reputation of the cath lab unit, the management established the open-heart division utilizing high-end technology and in cooperation with eminent doctors and professors. To meet the growing activity of the cath lab and the open heart division, the management added another 10 highly equipped ICU beds. Total revenues amounted to EGP 27.3 mn and net income amounted to EGP 4.5 mn.
The management Began in Q3 2013, with the establishment of a state-of-the- art Neurosurgery division, considered one of the latest in terms of medical equipment. Counting on the good reputation of the Cath unit and based on the strategy of the management to strive to provide the best medical care available, the management replaced the Cath unit with a new one based on the latest technology at that time. To better help and facilitate the situation for open heart patients, the management established a new blood bank in the hospital serving open heart cases in the first place. Total revenues amounted to EGP 45.5 mn and net income amounted to EGP 4.5 mn.
The management acquired the tower adjacent to the hospital and added nearly 80 patient beds and 21 new ICU beds to cater for general critical cases as well. Establishing Kidney Dialysis Unit with 9 fully equipped dialysis machines. Alongside, the management also established kidney transplant unit with two highly equipped operating theatres. Also established chest and GIT unit. To provide unique service for Ob-gyn patient, the management assigned a complete floor with two operating theaters and 4 units NICU division. Also established new dentistry unit, ophthalmology unit, and physiotherapy unit.
The management started Phase III in the development process of Al-Amal hospital by acquiring a new piece of land with a total area of Sqm 572 which will be developed into a fully fledged cancer treatment facility. The management is building on the strong reputation and growth of it Oncology division (Orchid) and the presence of top notch professors running the department. The facility is estimated to run through a total built up area of around Sqm 4,500 accommodating the latest state-of-the-art technology in this specialty.