Syria’s medical sector at a crossroads

As Syria begins to move from emergency response towards longer-term recovery, its healthcare system faces deep structural challenges—but also rare opportunities for reform.

In this Q&A with Kamal Lutfi, Founder and Managing Partner of KL MedTech Innovation Advisory, Wisal Alahdab, Global Biomedical Engineer at the International Committee of the Red Cross (ICRC), shares insights into the realities on the ground, the risks for investors, and where meaningful impact can still be made.

How would you describe the current state of Syria’s healthcare system?

It’s a system still operating with infrastructure designed for a very different era. Around half of public hospital equipment is discontinued, often more than a decade old, which makes safe, effective care increasingly difficult.

Why is outdated equipment such a serious problem?

Most manufacturers only support devices for five to ten years after discontinuation. Once that window closes, hospitals can’t source parts or servicing. Equipment is then taken out of use, but there’s often no funding or space to replace it—so capacity shrinks rather than improves.

What’s gone wrong with procurement in the past?

Procurement has often been driven by political considerations rather than clinical need. There was a case where the Ministry of Health purchased 400 identical devices for hospitals nationwide, regardless of whether those hospitals could actually use them. That kind of centralised decision-making creates inefficiency at scale.

How does bureaucracy affect healthcare delivery?

Heavy bureaucracy slows everything—from equipment replacement to service redesign. It also creates grey areas where corruption can take root, particularly when approval processes are complex and poorly coordinated.

How have sanctions reshaped the supply chain?

Sanctions pushed parts of the market underground. Some suppliers used sister companies in Lebanon, Ireland, and the UAE to bring in equipment. While this kept services running, it resulted in opaque, poorly documented supply chains, which makes quality control and accountability much harder.

Does this level of damage also create an opportunity?

Absolutely. When so much of a system is outdated or broken, there’s a chance to rebuild with modern standards, rather than patching over old models. Syria has an opportunity to leapfrog in certain areas instead of repeating legacy mistakes.

Which areas need urgent attention?

Three stand out. Diagnostics, especially faster tests with lower consumable requirements. Oncology, where capacity is critically limited—there are reportedly only two PET scanners in the entire country. And infection prevention and control, which has historically been neglected but is now impossible to ignore.

Why is infection prevention such a big issue?

IPC was rarely prioritised in hospital design or operations. The result has been high hospital-acquired infection rates and rising antimicrobial resistance. That creates a major opening not just for products, but for training, systems design, and clinical governance support.

What about digital health and remote care?

The demand is there, but the infrastructure isn’t—yet. Clinicians often rely on informal tools like WhatsApp for consultations. It works in practice, but it’s not secure or scalable. Connectivity is limited and smartphone access isn’t universal, which puts a ceiling on more advanced digital solutions.

Are there specific incentives or benefits for international investors?

Yes. New laws under the Syrian Investment Authority offer incentives, including up to an 80% income tax reduction for imported production lines and machinery. It’s a clear signal that the focus is shifting from humanitarian supply to long-term rebuilding.

Are there risks for investors and policymakers?

There are. If incentives aren’t carefully managed, they could encourage cheap, low-quality imports or weaken local industry. The challenge is to attract capital while still protecting clinical standards and national competitiveness.

What should international partners understand before engaging?

This isn’t a plug-and-play market. Success depends on local integration, patience, and credibility, not just selling equipment. Those who understand the context—and commit to building capacity rather than just supplying products—will have the greatest long-term impact.