The Executive Director of OKYPY, Kypros Stavrides, talks to Forbes about the strategic vision of the state organization, the steps being taken to implement it and the biggest challenges facing the public health system today.
What is the strategic vision of OKYPY for the coming years and what are the main pillars of its implementation?
Our vision is clear, to establish ourselves as a modern, reliable and human-centred health organization, offering quality services to all citizens, with high standards of care, operational efficiency and continuous development.
OKYPY is not just the largest health service provider in Cyprus. It is an organization with a decisive social role, with a presence throughout the country, with 9 hospitals and 37 health centers, and with responsibility towards society, patients, health professionals and the public health system itself.
The implementation of this vision is based on specific pillars, the continuous upgrading of the quality and safety of the services provided, the modernization of infrastructure and procedures, the investment in human resources, the strengthening of financial and administrative sustainability, but also the utilization of technology and innovation as tools for substantial improvement of the patient experience.
This vision is of particular importance because OKYPY is not an organization that was created in conditions of normality. It was established on the basis of the Law on the Establishment of the State Health Services Organization of 2017, in the context of a major national reform, with the mission of leading public hospitals to administrative and financial autonomy and to a more modern, professional model of operation within the GHS. This transition was not simple, nor linear. It required, and continues to require, profound organizational changes, new governance systems, a new administrative culture, and at the same time day-to-day operational readiness.
In the years that followed, the Organization gradually proceeded with strategic planning structures, the adoption of the Public Governance Code, the strengthening of quality mechanisms and the development of the internal tools required for a modern public health organization to operate with adequacy, accountability and perspective. This is important, because many times society only sees the immediate result. But behind every improvement in the daily experience of the citizen there is a very demanding and largely invisible process of building organizational capacity.
Recently, steps have been taken that reflect this strategy in practice. The international accreditations from Accreditation Canada for Nicosia General Hospital and Archbishop Makarios III Hospital in June 2025, as well as later for the Directorate of Primary Health Care and the Ambulance Service in December 2025, are proof that OKYPY is steadily moving forward into a new era of quality, clinical governance, patient safety and internationally recognized standards.
Our goal is an OKYPY that does not just follow the developments, but contributes decisively to shaping the future of public health in Cyprus.
What do you consider to be the biggest challenges facing the public health system today and how do you manage them?
The public health system is currently facing complex and ever-changing challenges. The increased demand for services, the need for faster service, the pressure on human and financial resources, the aging of the population, the increasing demands of citizens and the competition in the GHS environment create a particularly demanding context.
Our approach is not to underestimate the difficulties or to deal with them piecemeal. We approach them with realism, plan and consistency. We focus on better organization of services, improving efficiency, strengthening critical specialties, gradually upgrading infrastructure and making decisions based on the real needs of patients and health professionals.
One of the most difficult elements of OKYPY's course is that the reform was not done on a theoretical level. It became operational. That is, the organization had to change while at the same time it had to continue to offer care services to thousands of people every day. Autonomy, adaptation to the GHS, the need for better governance and the overall pressure on the system also coincided with periods of high operational intensity. This means that the administration had to keep three balances at the same time, function, reform and resilience.
At the same time, we systematically invest in operational readiness. The expansion of the action of rapid intervention rescue machines in Limassol, announced in April 2025 with the aim of reducing response time and enhancing pre-hospital care, is a typical example of a decision taken with operational realism and with a focus on citizen safety. The same applies to Ambulance Service preparedness exercises, which show that quality is not only about the daily provision of services, but also about the ability of the system to respond properly to emergency conditions.
The public health system is judged not only by how it operates under normal conditions, but above all by how resilient, flexible and reliable it remains under pressure. That's exactly what we're focusing on.
In what ways does OKYPY integrate innovation and digital transformation into its services?
We are steadily modernizing our operations, with the development of modern digital systems in all public hospitals and health centers, aiming at faster services, better data management, less bureaucracy and more effective coordination. The Agency itself has described this transition as a new era for public hospitals, and I think this indeed reflects the magnitude of the change.
At the same time, we place special emphasis on what we call the patient journey, i.e. the overall citizen's experience from the first contact with the service to the completion of care. Digital transformation has value when it makes this journey simpler, safer, and more human. For us, technology is not an end in itself. It is a tool to reduce waits, reduce unnecessary suffering, improve the flow of information and enhance continuity of care.
That is exactly why OKYPY proceeded to implement a system for evaluating the patient experience in all its hospitals and health centers. Through anonymous assessments, the voice of patients is systematically recorded, so that the improvement of services is not only based on internal assessments but also on the real experience of citizens. This system covers all the structures of the Organization and aims at continuous improvement, transparency and efficiency.
Technology allows us to empower decision-making, reduce delays, and make better use of available resources. But true digital transformation is not just a matter of systems. It is a matter of culture, organization and a new way of operating.
How do you ensure the sustainability and cost-effectiveness of public hospitals?
Our approach is based on streamlining procedures and operating costs without compromising the quality of care, improving administrative and operational efficiency and creating conditions that allow public hospitals to remain competitive and functional within the GHS environment.
The financial health of an organization such as OKYPY is not ensured by a narrow accounting approach. It is ensured when you combine financial responsibility with administrative competence, investment in quality and constant adaptation to the needs of the system and society.
This is one of the most critical lessons of the Organization's transition path. From the first years of its operation, it became clear that autonomy is not just an institutional concept. It is a difficult and ongoing process of building mechanisms for strategic planning, internal control, purchasing and procurement, evaluation and accountability. The autonomous operation of the Purchasing and Procurement Unit from October 2020 is one of the specific steps of this transition.
At the same time, sustainability cannot be disconnected from growth. Projects such as the upgrade and modernization of the Limassol General Hospital, the expansion of the Neonatal Intensive Care Unit at the Archbishop Makarios III Hospital and the development of new infrastructure show that our strategy is not limited to keeping the system functional. The goal is to gradually make it better, safer, and more efficient.
What is your strategy for attracting and retaining skilled human resources?
Human resources are the heart of OKYPY. In a health organization, the quality of services is directly linked to the quality, dedication and competence of its people. That is why attracting and retaining specialized personnel is a strategic priority.
This means better working conditions, continuous training, clearer organisational frameworks and a culture that recognises the contribution of frontline people in practice. It also means an environment in which the patient's voice is systematically heard, because an organization that wants to support its people must at the same time give them the tools to offer a better care experience. The patient experience evaluation system helps precisely in this direction, since it creates data, identifies weaknesses and enhances continuous improvement.
We want OKYPY to be an organization that attracts capable people not only because it is large and decisive, but because it offers mission, perspective and meaning. The scale of the Organization, the scope of its services, and the importance of its mission give a strong framework in themselves. But this is not enough. Continuous work is needed on employment conditions, organization, education and a sense of institutional justice.
How does OKYPY position itself in the competitive environment of the GHS and what are the growth prospects?
We operate in a new and demanding environment, where on the one hand we are called upon to operate in terms of a modern health service provider and on the other hand we bear a wider institutional and social responsibility towards the country.
We do not see this environment as a threat. We see it as motivation to become better, faster and more efficient. The scale of OKYPY, its geographical presence, the breadth of its services and its key role in public care are important strategic advantages.
The growth prospects are linked to the further upgrading of our services, the improvement of the competitiveness of our hospitals, the strengthening of specialization, the utilization of technology and the continuous strengthening of the relationship of trust with citizens. In practice, this growth prospect is already visible.
The Pancyprian Trauma Center at Nicosia General Hospital, inaugurated in June 2024, the expansion of the NICU, the collaboration with the Shriners Paediatric Hospitals in Makareio, the upgrades to critical structures, and the digital transformation are not isolated events. They are part of a more comprehensive strategy aimed at more specialized, more modern and more reliable public health services.
Our goal is not just to maintain our position. It is about proving every day that public health can be modern, efficient and of a high standard.
What is your personal leadership philosophy and how does it influence decision-making in the organization?
I believe in leadership with a clear orientation, a sense of responsibility and full awareness that behind every decision there are people. In an organization like OKYPY, leadership can be neither abstract nor detached from the reality of the front line. It must combine strategic thinking with practical effectiveness and institutional seriousness with human understanding.
My philosophy is that the leader must listen, evaluate soberly, decide responsibly and remain firm in his goals, even when the conditions are difficult. I do not believe in the leadership of easy proclamations. I believe in leadership of consistency, work and result.
In this process, the role of the Board of Directors is essential. The current Board of Directors, chaired by Marinos Kallis and with a composition that includes Vice President Andreas Theodoridis and members Kristi Yiallurou, Elisavet Konstantinou, Andreas Zachariadis, Chrysostomos Kokkinos, Androulla Eleftheriou, Efthymios Tsivitanidis, and Roberto Karahanna, is a critical institutional pillar for the stability, support of the management team and the strategic direction of the Organization.
Equally important is the cooperation with the State and the Ministry of Health. This support is not simply reflected in individual interventions, but in a broader strategic direction that places the citizen at the center of public policy and recognizes health as one of the most critical pillars of social cohesion, quality of life and national prosperity.
In this context, the support to OKYPY is substantial and lasting, because the Organization is the main pillar through which this strategy translates into tangible results for society. The strengthening of public hospitals, the promotion of upgrade projects, the support of human resources and the overall effort to modernize the public health system show that there is a common understanding, a common goal and stable institutional cooperation.
When the state puts people and their real needs at the center, then strengthening the public health system is not an individual choice. It is a strategic priority. And within this strategy, OKYPY has a decisive role, both as a service provider and as a key body for the implementation of a modern, quality and truly human-centred public health.
FORBES CYPRUS
I believe in leadership with a clear orientation, a sense of responsibility and full awareness that behind every decision there are people. In an organization like OKYPY, leadership can be neither abstract nor detached from the reality of the front line. It must combine strategic thinking with practical effectiveness and institutional seriousness with human understanding.
My philosophy is that the leader must listen, evaluate soberly, decide responsibly and remain firm in his goals, even when the conditions are difficult. I do not believe in the leadership of easy proclamations. I believe in leadership of consistency, work and result.
In this process, the role of the Board of Directors is essential. The current Board of Directors, chaired by Marinos Kallis and with a composition that includes Vice President Andreas Theodoridis and members Kristi Yiallurou, Elisavet Konstantinou, Andreas Zachariadis, Chrysostomos Kokkinos, Androulla Eleftheriou, Efthymios Tsivitanidis, and Roberto Karahanna, is a critical institutional pillar for the stability, support of the management team and the strategic direction of the Organization.
Equally important is the cooperation with the State and the Ministry of Health. This support is not simply reflected in individual interventions, but in a broader strategic direction that places the citizen at the center of public policy and recognizes health as one of the most critical pillars of social cohesion, quality of life and national prosperity.
In this context, the support to OKYPY is substantial and lasting, because the Organization is the main pillar through which this strategy translates into tangible results for society. The strengthening of public hospitals, the promotion of upgrade projects, the support of human resources and the overall effort to modernize the public health system show that there is a common understanding, a common goal and stable institutional cooperation.
When the state puts people and their real needs at the center, then strengthening the public health system is not an individual choice. It is a strategic priority. And within this strategy, OKYPY has a decisive role, both as a service provider and as a key body for the implementation of a modern, quality and truly human-centred public health.
FORBES CYPRUS
