EM-1_Mental health is the key to sustainable development and peace

The WHO Eastern Mediterranean Region faces significant mental health and substance use challenges, compounded by ongoing emergencies that contribute to a high prevalence of disorders. With treatment gaps reaching 90% in some member countries, targeted interventional strategies are crucial. Key actions included scaling up community-based mental health and substance use treatment services using the Mental Health Gap Action Programme in 14 Member States (Afghanistan, Egypt, Iraq, Jordan, Lebanon, Libya, occupied Palestine territory, Pakistan, Saudi Arabia, Sudan, Syrian Arab Republic, Tunisia, United Arab Emirates and Yemen), enhancing Mental Health and Psychosocial Support (MHPSS) response capacities in emergencies (in Afghanistan, Lebanon, Libya, occupied Palestine territory, Somalia, Sudan, Syrian Arab Republic and Yemen), and preventing mental, neurological and substance use disorders. These initiatives led to the adoption of the Regional Flagship Initiative on Strengthening Public Health Action on Substance Use and Regional Action Plan for MHPSS. A 17% decrease in suicide rates since 2019 and increased integration of mental health into primary care (from 24% to 32% since 2020) was noted. However, challenges, such as stigma, limited resources and inadequate data collection on mental health indicators, remain. Lessons emphasize the need for stronger engagement with Member States and enhanced collaboration among stakeholders.

EM-1_Transforming hospital systems for resilience, sustainability and equity

Hospitals are pivotal to achieving universal health coverage and health security, yet they face significant systemic and operational challenges across the Eastern Mediterranean Region. In response, the WHO Regional Office spearheaded comprehensive initiatives to transform hospital systems, focusing on governance, resilience and sustainability. Key achievements included the development of national hospital sector strategies in four member countries, and the piloting of a tool for community health needs and asset assessment. Over 120 hospital managers in the Region have been trained, enhancing leadership and decision-making capacities. Hospital resilience has been strengthened, particularly in emergencies and crises situations, through the implementation of the WHO Eastern Mediterranean Regional Office–Pan American Health Organization interregional operational guide. Recognizing the need for climate-resilient health care, eight hospitals have piloted the Sustainability Accelerator Tool, fostering low-carbon, sustainable systems. Additionally, WHO facilitated regional and global collaborations to improve emergency and operative care, including hosting the first Regional Trauma Care and Global Acute Care Action Network meeting. These interventions position hospitals as integral components of people-centred, primary health care-oriented systems capable of addressing evolving health challenges, including climate threats, conflict and rapid technological advancements.

EM-3_Mobilizing life-saving humanitarian interventions

Investment in health is essential for ensuring the well-being and future of societies and economies. Over the past year, the WHO Regional Office has been pivotal in delivering life-saving supplies to vulnerable populations in conflict-affected areas of Sudan, occupied Palestine territory and Yemen. WHO's unique mandate, technical expertise and operational support have bolstered health service delivery, including critical humanitarian interventions across the Region. Despite challenges, WHO’s resource mobilization efforts have flourished, successfully processing over 200 funding opportunities, coordinating humanitarian health appeals in 2024, and securing contributions exceeding US$ 1.4 billion from public and private sources. This success demonstrates the effectiveness of unified efforts among WHO's country offices, the Regional Office and headquarters, along with collaboration with Member States and partners. The need for robust health responses continues to rise amid ongoing conflicts and outbreaks, emphasizing the importance of strong partnerships and showcasing a return on investment in global health. Moving forward, the integration and alignment of resources and strategies will be essential to ensure sustainable financing for WHO and continued advancement in health equity and effective public health initiatives.

EM-4_ Leaving no one behind by supporting the health rights of women and girls

Advancing gender equality and equity in health services for women and girls in the WHO Eastern Mediterranean Region is hindered by challenges rooted in societal, economic and structural issues. These barriers significantly affect health outcomes and overall well-being. Key actions taken in 2024 include capacity-building initiatives, advocacy and partnerships aimed at integrating gender equality, equity and human rights in health policies. In Lebanon, training on gender in emergencies engaged 104 participants. Morocco trained health professionals to support women survivors of violence and organized awareness campaigns for girls on menstrual hygiene. Field visits in Egypt recorded barriers to primary health care services. Pakistan trained more than 200 practitioners in gender-responsive programming. These efforts demonstrate progress, but social and cultural challenges continue to obstruct full gender, equity and human rights integration in health policies. Ongoing emergency situations in the Region complicate access to services. Limited resources for gender-responsive activities often result in these initiatives being overlooked. Comprehensive human rights-based strategies must prioritize the empowerment and inclusion of women in health leadership and programming to achieve health equity.

EM-4_Enhancing prevention and response to sexual misconduct

The WHO Regional Office for the Eastern Mediterranean has implemented transformative measures to mitigate sexual misconduct risks, including sexual exploitation, abuse and harassment (SEAH). Systemic vulnerabilities – exacerbated by conflict, displacement and sociocultural stigma – were addressed through risk assessments in 16 countries, tailored prevention of and response to   sexual misconduct (PRS) work plans, and training over 10 000 staff and collaborators including 100 regional staff members on WHO Policy for Preventing and Addressing Sexual Misconduct and survivor-centred approaches. These initiatives strengthened awareness, accountability and coordination across 22 country offices. Collaboration with civil society organizations in Syrian Arab Republic and Yemen advanced survivor-centred services and community-based safeguarding, while partnerships with national health authorities integrated PRS   into health systems. Short-term outcomes include increased trust in reporting mechanisms, enhanced planning and monitoring, and strengthened local and regional capacity to combat SEAH. Long-term anticipated impacts include gender equality and sustainable safeguarding systems within public health frameworks. Despite challenges such as cultural resistance, limited resources and operational constraints in conflict settings, WHO implemented context-specific solutions, strengthened partnerships and enhanced leadership engagement to create an enduring culture of accountability. These efforts align with global priorities to uphold human dignity and safety, especially for the most vulnerable populations.

EM-4_Establishing the national evidence-based guideline programme

The WHO Regional Office collaborated with key stakeholders to promote the adoption and adaptation of evidence-based health guidelines in the Eastern Mediterranean Region. To enhance the implementation of WHO guidelines, tailored approaches were initiated. Egypt launched its national guideline programme in collaboration with the Egyptian Health Council and the Ministry of Health and Population, featuring technical workshops to build expertise and a comprehensive adaptation roadmap. In Qatar, WHO partnered with King Saud University to adapt a clinical guideline on neck pain to the national context. A regional guideline adaptation roadmap was also introduced to address systemic challenges and help countries establish their own national programmes. This initiative highlights WHO's commitment to reducing health inequalities and expanding access to equitable, high-quality health care. The programme’s success in Egypt – marked by enhanced stakeholder alignment and workforce capacity – positions it as a scalable model for replication. Planned support for Kuwait further exemplifies WHO's dedication to achieving universal health coverage and advancing Sustainable Development Goals in the Region. 

EM-4_Transforming results-based management for greater accountability and impact

An independent evaluation published in 2023 identified critical gaps in results-based management (RBM) across WHO country office operations. In response, the WHO Regional Office for the Eastern Mediterranean spearheaded a transformative capacity-building initiative, conducting a series of hands-on RBM and Theory of Change (ToC) workshops in 2023 and 2024. This initiative empowered 250 WHO and national staff across nine WHO country offices, equipping them to design, implement and evaluate programmes with a sharper focus on measurable results. The impact of this initiative is already evident: WHO country offices have applied RBM and ToC approaches to country prioritization , and defined WHO’s contributions to national health outcomes under the fourteenth General Programme of Work. The WHO Country Office in Egypt successfully secured pandemic funding, demonstrating the power of a well-structured ToC and a robust monitoring and evaluation framework in unlocking financial resources. Across the Eastern Mediterranean Region, RBM integration has enhanced corporate accountability, strengthened evidence-based decision making, and improved strategic planning, reporting, proposal quality and resource mobilization. Despite financial constraints, RBM has become integral to WHO’s strategic planning processes, ensuring that efficiency, accountability and results-driven programming remain central to WHO’s country-level impact.