CLINICS

SUMMIT & AWARDS

NUSANTARA REALTY

Healthcare Real Estate Consultants Developing private hospitals has emerged as a strategic imperative in the rapidly evolving healthcare landscape . T hese institutions not only meet the increasing demand for q uality healthcare services but also significantly contrib ute to the economic and social well-b eing of communities . T hey provide employment opportunities , stimulate local economies , and enhance the overall q uality of life . However , hospital operators are often hesitant to emb ark on new hospital developments due to concerns ab out capital and resource investments , as well as development risks .

Building a new hospital req uires significant capital investment , including land acq uisition , construction costs , medical eq uipment , and operational expenses . Hospital operators may prefer to allocate their capital towards upgrading existing facilities , expanding service offerings , and improving patient care rather than undertaking large-scale development projects .

Furthermore , developing a new hospital is a complex and timeconsuming process that involves multiple stakeholders , regulatory approvals , and construction phases . Hospital operators prefer to focus their time and resources on operational excellence , staff training , and patient satisfaction rather than managing the intricacies of development projects .

Like other development projects , hospital development carries inherent risks such as cost overruns , construction delays , regulatory challenges , and market uncertainties .

Muzaffar Bahir

Realising the challenges hospital operators face and having a deep understanding of how the real estate and capital markets work , Nusantara Realty pioneered the hyb rid of ‘ Build- T o-Suit ’ and ‘ Build-T o-Core ’ structure for private hospitals in Malaysia .

T his structure entails Nusantara Realty navigating the intricacy of merging hospital operators with the capital markets via a project delivery partner ’ s platform . Nusantara Realty advises and guides all three key stakeholders , i . e ., the hospital operator , the project delivery partner , and the investor , for an amicab le win-for-all solution .

T his asset-light structure req uires minimal capital outlay from the hospital operator , as the development will b e fully funded b y the project delivery partner and allows valuab le capital to b e chanelled towards the operator ’ s core b usiness operation . Additionally , the operator will entirely mitigate their development and construction risk to the project delivery partner , who is familiar with the development and construction environment . More importantly , the private hospital will b e b uilt according to the operator ’ s specifications and req uirements .

For 2024 , Nusantara Realty has the development of 3 7 0 b eds for three separate private hospital operators in the pipeline . When completed , these private hospitals can provide healthcare services to ab out 1 8 0,000 patients annually .

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