Apollo hospital project enjoy guys whatsapp on 9945547941

A REPORT ON INTERNSHIP PROJECT

AT

APOLLO HOSPITALS, BANGALORE

SUBMITTED TO BANGALORE UNIVERSITY IN PARTIAL FULFILLMENT OF THE

REQUIREMENT FOR THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY:

VIBOLI YEPTHO

REG.NO.121GCMA159

UNDER THE GUIDANCE OF

R.V.INSTITUTE OF MANAGEMENT

CA 17, 36th

Cross, 26th

Main, 4th

‘T’ Block, Jayanagar, Bangalore- 560041

2013-2014

Internal Guide

Ms.Krupa Joshi

Assistant Professor,

RVIM, Bangalore

External Guide

Mr. Sharath Kumar

HR Manager,

Ms. Sujitha Panyala

HR Manager (L&D),

Apollo Hospitals, Bangalore

Report on Internship Project at Apollo Hospitals, Bangalore

R. V. Institute of Management Page 2

DECLARATION

I, hereby declare that the internship project at Apollo Hospitals Bangalore

submitted in partial fulfillment of the requirement for the award of the degree of

Master of Business Administration is my original work under the guidance and

supervision of Ms. Krupa Joshi Assistant Professor, RV Institute of Management.

This internship project report has not been submitted to any other university for the

award of any other degree or diploma or any other similar titles.

Date: VIBOLI YEPTHO

Place: Bangalore Reg. No.121GCMA159



ACKNOWLEDGEMENT

I am grateful to our honorable Director Dr. T V Raju and faculty members of

RVIM. I thank them with all sincerity for their valuable assistance, guidance and

support.

I am grateful to my project guide Ms. Krupa Joshi Asst. professor RVIM, for her

valuable guidance and encouragement throughout the study.

I would like to extend my heartiest thanks to my external guides Ms. Sujitha

Panyala, HR Manager (L&D) and Mr. Sharath Kumar HR Manager Apollo

Hospitals Bangalore for permitting me to undertake a project in their Organization.

I would also like to express my devoted thanks to all my friends, and my parents

who have encouraged and helped me in the endeavors.

Finally I thank all the staff of organization who directly and indirectly gave support

and assistance while conducting the study.

Place: Bangalore VIBOLI YEPTHO

Date: Reg. No.121GCMA159



TABLE OF CONTENTS

CHAPTER

NO.

PARTICULARS

PAGE

NO.

EXECUTIVE SUMMARY

1. INTRODUCTION AND INDUSTRY PROFILE

1.1 Introduction to the Study

1.2 About Industry

1.3 Industry Structure

1.4 Players in the Market

1.5 Industry Volume

1.6 Current Scenario

1-8

2 ORGANIZATION PROFILE AND PRODUCT

PROFILE

2.1 Company History

2.2 Vision, Mission, Objective, Values

2.3 Milestones

2.4 Operations Area and Business

2.5 Service Profile

2.6 Competitors Analysis

2.7 Policies of the Organization

2.8 Number of employees in different levels

2.9 Performance of the Organization

2.10 Organization Chart

2.11 Board of Directors

2.12 Best Practices and Special Achievements

2.13 Achievements and Awards

9-33



2.14 Future Plans

3 DEPARTMENTAL STUDY

3.1 Human Resource Department

3.2 Finance Department

3.3 Maintenance Department

3.4 Marketing Department

3.5 Materials Management Department

3.6 Operations Department

3.7 Housekeeping Department

3.8 Department Of Nursing

3.9 Department Of Pharmacy

3.10 Quality Management

3.11 Medical Record Department

3.12 IT Department

3.13 Department Of Laboratory

34- 49

4 SWOT ANALYSIS

4.1 Strengths

4.2 Weakness

4.3 Opportunity

4.4 Threats

49- 52

5 PROBLEM ANALYSIS

5.1 Statement Of The Problem And Objectives

5.2 Methodology And Limitations

5.3 Analysis And Interpretation Of The Problem

53- 57

6 FINDINGS, CONCLUSION AND SUGGESTION

6.1 Summary Of Analysis Of Problem

6.2 Summary Of Findings

6.3 Conclusion

6.4 Suggestion

6.5 Learning

58- 62



BIBLIOGRAPHY

ANNEXURE

a) Financial Statements

b) Corporate Governance

LIST OF TABLES

Table No.

Description

Page No.

2.1

Table Showing Profit And Loss

25

2.2

Balance sheet

26



EXECUTIVE SUMMARY

The purpose of this project is to study and understand the organization as a whole and to know

how exactly the various departments functions in an organization. It also stimulates and helps to

understand the work environment better. The study assesses the performance of the organization

and examines the changes in environment. The project gives the over view of the Service

Industry i.e. the Healthcare Industry. It gives a picture about industry structure, players in the

market, the industry volume and the current scenario of the health care industry around the world

and in India.

The project gives a brief over view of the Apollo Hospitals profile. In order to function

efficiently and effectively every organization has a functional department. It’s important to

divide departments so that the work can be divided into units and divisions. The various

departments of Apollo Hospitals Bangalore such as, Human Resource, Finance, Marketing,

Materials Management, Maintenance, Pharmacy, Nursing etc. studied under this project.

The project has few good methodology to study different essentials of the Apollo Hospitals such

as SWOT analysis i.e. strength, weakness, opportunity and threats within and outside

organization and problem analysis, in which one problem in organization is identified and

analyzed. I have identified the problem regarding the BLS certification for employees using

fishbone technique. The organization was facing a problem in tracking down the employees for

BLS certification.

Apollo hospital has very good equipments for serving their customers, which thereby makes

them to feel satisfied with the services that are being provided to them. The reputed doctors and

visiting consultants are another most important strength of the hospital as they provide better

service to the patients thereby meeting their expectations and enhancing their satisifaction level.

They also focus in the areas such as health care insurance, which shows their keen concern for

their patients. During the training period it is also been observed that the respective department

employees work efficiently and do their work on time without any delay or postponement. All

the departments have their own objectives to meet with their improvement and achieve their

vision along with reaching their goals.



CHAPTER – 1

INTRODUCTION AND INDUSTRY PROFILE

1.1 Introduction to the Study

Service Sectors in India

India depends on service sector heavily around 60% of its GDP growth. It is also a significant

employment generator. Service sector encompasses a variety like tourism, rail freight, logistics,

hotel industry; healthcare, financial services like insurance and banking have been growing at

28% over the last 5 years, which is remarkably higher than the GDP growth of 7%. Further,

service sector will not be dampened much by the gloom, as healthcare, financial services;

tourism has not shown any slackness in the last quarter of 2012. Prospects over the next few

years are robust and industry confidence is high. Many feel, the current year may remain flat but

it will recover in the last quarters. India’s service industry is also contributing though a meager

2% service exports but is on growth stage. Among fast growing developing countries, India is

distinctive for the role of the service sector. Where earlier developers grew by exporting labor-

intensive manufactures, India has relied to a greater extent on services. Although there are other

emerging markets where the share of services in GDP exceeds the share of manufacturing, India

stands out for the dynamism of its service sector. In alignment with the global trends, Indian

service sector has witnessed a major boom and is one of the major contributors to both

employment and national income in recent times. The activities under the purview of the service

sector are quite diverse. Trading, transportation and communication, financial, real estate and

business services, community, social and personal services come within the Gambit of the

service industry.

One of the key service industries in India would be health and education. They are vital for the

country’s economic stability. A robust healthcare system helps to create a strong and diligent

human capital, who in turn can contribute productively to the nation’s growth. Post

Liberalization, the Indian economy has moved from agriculture based economy to a knowledge



based economy. Today the IT industry and ITE'S industry are the dominant industry in the

service sector. Media and entertainment have also seen tremendous growth in the past few years.

There was marked acceleration in services sector growth in the eighties and nineties, especially

in the nineties. While the share of services in India's GDP increased by 21 per cent points in the

50 years between 1950 and 2000, nearly 40 per cent of that increase was concentrated in the

nineties. While almost all service sectors participated in this boom, growth was fastest in

communications, banking, hotels and restaurants, community services, trade and business

services. One of the reasons for the sudden growth in the services sector in India in the nineties

was the liberalization in the regulatory framework that gave rise to innovation and higher exports

from the services sector.

India is 13th in services output. The various sectors under the Services Sector in India are

construction, trade, hotels, transport, restaurant, communication and storage, social and personal

services, community, insurance, financing, business services, and real estate. The services sector

provides employment to 23% of the work force and is growing quickly, with a growth rate of

7.5% in 1991–2000, up from 4.5% in 1951–80. It has the largest share in the GDP, accounting

for 55% in 2007, up from 15% in 1950. Information technology and business process

outsourcing are among the fastest growing sectors, having a cumulative growth rate of revenue

33.6% between 1997–98 and 2002–03 and contributing to 25% of the country's total exports in

2007–08. The growth in the IT sector is attributed to increased specialization, and an availability

of a large pool of low cost, highly skilled, educated and fluent English-speaking workers, on

the supply side, matched on the demand side by increased demand from foreign consumers

interested in India's service exports, or those looking to outsource their operations. The share of

the Indian IT industry in the country's GDP increased from 4.8 % in 2005–06 to 7% in 2008. In

2009, seven Indian firms were listed among the top 15 technology outsourcing companies in the

world.

The contribution of the Services Sector has increased very rapidly in the India GDP for many

foreign consumers have shown interest in the country's service exports. This is due to the fact

that India has a large pool of highly skilled, low cost, and educated workers in the country. This

has made sure that the services that are available in the country are of the best quality. The

foreign companies seeing this have started outsourcing their work to India especially in the area

http://en.wikipedia.org/wiki/List_of_countries_by_GDP_sector_composition

http://en.wikipedia.org/wiki/Information_technology

http://en.wikipedia.org/wiki/Business_process_outsourcing

http://en.wikipedia.org/wiki/Business_process_outsourcing

http://en.wikipedia.org/wiki/Supply_and_demand

http://en.wikipedia.org/wiki/Outsourcing

http://en.wikipedia.org/wiki/Indian_IT_industry



of business services which includes business process outsourcing and information technology

services. This has given a major boost to the Services Sector in India, which in its turn has made

the sector contribute more to the India GDP.

1.2 Health Care Industry

The health care industry, or medical industry, is a sector within the economic system that

provides goods and services to treat patients with curative, preventive, rehabilitative, palliative,

or, at times, unnecessary care. The modern health care sector is divided into many sub-sectors,

and depends on interdisciplinary teams of trained professionals and paraprofessionals to meet

health needs of individuals and populations. The health care industry is one of the world's largest

and fastest-growing industries. Consuming over 10 percent of gross domestic product (GDP) of

most developed nations, health care can form an enormous part of a country's economy. The

health care industry is typically divided into several areas.

As a basic framework for defining the sector, the United Nations International Standard

Industrial Classification (ISIC) categorizes the health care industry as generally consisting of:

1) Hospital activities

2) Medical and dental practice activities

3) Other human health activities.

This third class involves activities of, or under the supervision of, nurses, midwives,

physiotherapists, scientific or diagnostic laboratories, pathology clinics, residential health

facilities, or other allied health professions, e.g. in the field of optometry, hydrotherapy, medical

massage, yoga therapy, music therapy, occupational therapy, speech therapy, chiropody,

homeopathy, chiropractics, acupuncture, etc.

The Global Industry Classification Standard and the Industry Classification Benchmark further

distinguish the industry as two main groups:

1) Health care equipment and services; and

2) Pharmaceuticals, biotechnology and related life sciences.

http://en.wikipedia.org/wiki/Economic_system

http://en.wikipedia.org/wiki/Curative_care

http://en.wikipedia.org/wiki/Preventive_medicine

http://en.wikipedia.org/wiki/Physical_therapy

http://en.wikipedia.org/wiki/Palliative_care

http://en.wikipedia.org/wiki/Overutilization

http://en.wikipedia.org/wiki/Interdisciplinary_team

http://en.wikipedia.org/wiki/Paraprofessional

http://en.wikipedia.org/wiki/International_Standard_Industrial_Classification

http://en.wikipedia.org/wiki/International_Standard_Industrial_Classification

http://en.wikipedia.org/wiki/Dentistry

http://en.wikipedia.org/wiki/Health

http://en.wikipedia.org/wiki/Allied_health_profession

http://en.wikipedia.org/wiki/Global_Industry_Classification_Standard

http://en.wikipedia.org/wiki/Industry_Classification_Benchmark

http://en.wikipedia.org/wiki/Pharmaceuticals

http://en.wikipedia.org/wiki/Biotechnology

http://en.wikipedia.org/wiki/Life_sciences



Health care equipment and services comprise companies and entities that provide medical

equipment, medical supplies, and health care services, such as hospitals, home health care

providers, and nursing homes. The second industry group comprises sectors companies that

produce biotechnology, pharmaceuticals, and miscellaneous scientific services.

A health care provider is an institution (such as a hospital or clinic) or person (such as a

physician, nurse, allied health professional or community health worker) that provides

preventive, curative, promotional, rehabilitative or palliative care services in a systematic way to

individuals, families or communities.

Indian Healthcare Industry

In between the 1950's and 1980's the Health care facilities and personnel increased substantially,

but gradually due to the fast population growth, the number of licensed medical practitioners per

10,000 individuals had fallen in the 1980's to 3 per 10,000 from the 1981 level of 4 per 10,000.

There were approximately ten hospital beds per 10,000 individuals in 1991. Primary health

centers are majorly the cornerstone of the rural health care system. In the year 1991, India

constituted about 22,400 primary health centers, 11200 hospitals, and 27,400 dispensaries. Such

facilities were the part of a tiered health care system which funnels more difficult cases into

urban hospitals while attempting to provide routine medical care to the vast majority in the

countryside. Primary health centers and sub-centers would majorly rely on trained paramedics to

meet most of their needs. Indian healthcare industry operates in both of the private and public

sectors.

The public sectors are healthcare system consists of facilities run by the central and state

governments. The facilities are provided freely or at subsidized rates to lower income families in

rural and urban areas. However, further the Indian healthcare industry is going through a growth

phase due to its healthy economy. As the country's middle class continues to grow this industry's

growth will increase. India's ever-growing middle class are able to afford quality healthcare.

With such an increased ability to pay for better healthcare, the demand for healthcare services

has grown from $4.8 billion in 1991 to $22.8 billion in 2001-2002. Today 50 million Indians are

able to afford western medicine and over 150 million have annual incomes of more than 1000

US dollar.

http://en.wikipedia.org/wiki/Nursing_home

http://en.wikipedia.org/wiki/Health_care_provider

http://en.wikipedia.org/wiki/Allied_health_profession

http://en.wikipedia.org/wiki/Community_health_worker

http://en.wikipedia.org/wiki/Health_promotion



The Indian healthcare industry, which comprises hospitals, medical infrastructure, medical

devices, clinical trials, outsourcing, telemedicine, health insurance and medical equipment, was

valued at US$ 79 billion in 2012, and is expected to reach US $160 billion by 2017. The Indian

healthcare sector is expected to grow at about 15 percent year-on-year (y-o-y), on account of

factors such as rapid growth in infrastructure development, creation of demand for higher levels

of healthcare, rising awareness of end users, and launch of innovative insurance, reimbursement,

and financing policies.

The growth of the Indian healthcare sector is further driven by the 300 million strong middle

class populations with significant disposable income, which is likely to demand superior

healthcare services. Indian health care industry growth story is moving ahead neck to neck with

the pharmaceutical industry & the software industry of the nation. There has been much done in

the health care sector for bringing the improvement like till date, approximately 12% of the

scope offered by the industry has been tapped. In the years to come the health care industry in

India is reckoned to be the engine of the Indian economy. Today the Health care industry in India

is worth $17 billion and there are anticipation & expectation of it to grow by 13% every year.

The health care sector consists of health care instruments, health care in the retail market,

hospitals enrolled to the hospital networks etc.

Indian healthcare Industries include systems like ayurveda and homeopathy which are

increasingly gaining prominence overseas. Another major area for investment in India is the

research industry of the Health Care. In India there is a tremendous prospect with a huge talent

pool and the rise of biotechnology and bioinformatics. India is a rising and expanding destination

for medical tourism. With affordable medical expenses and a sound technology in place goes

good with the growing sector which would be bode well for the healthcare industry in India.

1.3 Industry Structure

According to official statistics, the number of clinics and hospitals has increased almost four

times than in the 1950’s. This has also increased the demand for medical equipments which has

made the medical device sector as one of the most promising markets in India. Even more

alluring than the size of the market is its projected growth.



The demand for medical equipments is rising annually at an impressive rate of 15%. The Indian

Healthcare sector has seen progressive increase in investments in healthcare infrastructure and

facilities, especially hi- tech medical devices.

The health system is organized according to a pyramidal hierarchy. Structures of the primary

healthcare comprises of clinics, urban health centers and local hospitals in rural districts for the

public sector; medical offices and infirmaries for the private sector. The semi-public sector

comprises of healthcare institutions managed by health insurance organization and other semi-

public institutions. They provide curative ambulatory and hospital cares. It also includes:

Accreditations

Medical tourism

Health insurance

Pharmacy

Telemedicine

1.4 Major Players in Hospital Industry

Max Healthcare

Apollo hospitals group

Fortis Hospital

Manipal Hospital

Columbia Asia

1.5 Industry Volume

Indian healthcare industry comprises of hospitals and allied sectors which is projected to grow 23

% per annum to touch US$ 160 billion by 2017 and according to the current estimated size of

US$ 35 billion. The Industry has registered a growth of 9.3 % between 2000-2009, as compared

to the sectoral growth rate of emerging economies such as China, Brazil and Mexico. There

would be increase in number of public and private healthcare facilities which are expected to

propel demand for the industry, accounting for another US$ 6.7 billion.



The healthcare equipment sector attracted 8.8 per cent of the total investments in terms of deal

value with an aggregate of US$ 249.01 million (20 deals), according to data released by VCC

Edge. The hospital and diagnostics centre in India received foreign direct investment (FDI)

worth US$ 1,597.33 million, while drugs & pharmaceutical and medical & surgical appliances

industry registered FDI worth US$ 10,318.17 million and US$ 622.99 million, respectively

during April 2000 to March 2013, according to data provided by Department of Industrial Policy

and Promotion (DIPP).The diagnostics sector in India has been witnessing immense progress in

innovative competencies and credibility.

In addition, the emerging sectors, such as bio-generics and pharma packaging are also paving

way for the pharmaceutical market to continue its upward trend during FY 2012- FY 2014.

Indian Government Expenditure on health care is the highest amongst all the developing

countries. The expenses of this industry comprise 5.25% of the GDP. There are even chances

that the health care market could experience a hike and attain a figure ranging from $53 to $73

billion five years later. This would in turn reflect an increase in the gross domestic product to

6.2%. The Indian Health Care Industry earns revenues accounting for 5.2% of gross domestic

product.

1.6 Current Scenario

The healthcare services industry can be broadly divided into four segments: hospitals,

pharmaceuticals, diagnostic centers and ancillary services such as health insurance and medical

equipment. According to CRISIL, the public sector accounted for only around 32% of the total

healthcare expenditure in India which is amongst the lowest in the world. Due to low public

expenditure and the non-discretionary nature of healthcare delivery services, the private sector

accounts for around 68% of the total healthcare expenditure in India amongst the highest

proportions of private healthcare spending in the world. The private sector comprises of various

health care providers such as not-for-profit and voluntary organizations and trusts and

commercially run organizations including corporate houses, stand alone specialist services,

diagnostic laboratories and pharmacies. Over the last two decades the private sector in India has

been the key engine for capacity addition and improvements in quality.



Currently, the Indian public healthcare sector is under-funded and too small to meet the current

health needs of the country. Further, a majority of public sector institutions are facing a resource

crunch curtailing their ability to upgrade infrastructure, maintain equipment, retain top notch

medical talent and pay for consumables. This has led to the emergence and preference for private

hospitals in India. The growth is expected to be driven by a number of factors such as a shift in

demographics, increasing health awareness and the increased penetration of health insurance.

The hospital sector is highly capital-intensive requiring substantial investments in land, building

and medical equipment. Assuming a capital expenditure of `2.5 million per bed excluding land

cost, over the next 5 years CRISIL research estimates that in order to meet the global benchmark

of 24 beds per 10,000 individuals, an investment of approximately` 5,600 billion would be

required.



CHAPTER – 2

ORGANIZATION PROFILE AND PRODUCT PROFILE

2.1 Company History

About Apollo Hospitals

Apollo Hospitals was founded by Dr. Prathap C. Reddy in 1979 and became a public listed

company on the BSE in 1983 and was listed on the NSE in 1996. Apollo hospitals are

headquartered in Chennai and also manage operations through several subsidiaries, joint ventures

and associates. Apollo Hospitals Enterprise Limited (Apollo) is India’s leading private sector

healthcare services provider, and is among Asia’s largest hospital networks.

The Apollo Hospitals Group is the pioneer of integrated healthcare delivery in India. With over

8500 beds across 54 hospitals within and outside India, the Apollo Hospitals Group is one of the

largest healthcare groups in Asia and has some of the best hospitals in India. The legacy of

touching lives stems from the four pillars of their philosophy - experience, excellence, expertise

and research. Apollo has constantly being on the cutting edge, and going the extra mile to stay

relevant and revolutionary.

Apollo Hospitals India unites exceptional clinical success rates and superior technology with

centuries-old traditions of Eastern care and warmth, as Apollo truly believe the world is their

extended family-something their 20 million patients across the globe can warmly affirm. This

has made Apollo Hospitals as one of the most desired medical tourism destinations in India.

Apollo Hospital Bangalore

Apollo Hospital Bangalore is a tertiary care flagship unit of the Apollo Hospitals Group. It made

a mark in the city of Bangalore in 2007 and is committed to provide quality healthcare and

facilities within the reach of every individual. It is a perfect blend of technological excellence,

adequate infrastructure, and compassionate care and is equipped with state-of-the art technology.



It comprises of an excellent team of more than 100 consultants, who are experts in major medical

specialties having a rich clinical background of either having studied or worked in reputed

institutes of the world.

It is dedicated to provide the best standard of patient care and hence, is JCI (Joint Commission

International) accredited. The Joint Commission is the gold standard accreditation for health care

organizations. Subsequent to the accreditation by JCI, USA the laboratory services have also

been accredited by NABL. NABL (National Accreditation Board for Testing and Calibration

Laboratories) provides laboratory accreditation services to laboratories that perform tests

calibrations in accordance with criteria based on internationally accepted standards and

guidelines. In a nut shell, Apollo Hospitals, Bangalore is ‘World class healthcare under one roof

& a global healthcare destination’.

Strategy:

Focus on Healthcare delivery in India

Focus on a portfolio of high value clinical specialties

Focus on a portfolio of high value clinical specialties

Strengthen their presence in key markets

Leverage on technology to attain key objectives

2.2 Vision, Mission, Objectives, Values

Vision: Apollo's vision for the next phase of development is to 'Touch a Billion Lives'.

Mission:"Apollo’s mission is to bring healthcare of International standards within the reach of

every individual. It is their committed to the achievement and maintenance of excellence in

education, research and healthcare for the benefit of humanity".

Objectives:

To achieve the highest degree of transparency by maintaining a high degree of

disclosure levels.

To ensure and maintain high ethical standards in its functioning.

To give the highest importance to customer or patient relations.



To ensure a sound system of risk management and internal controls.

To ensure that employees of the Company subscribe to the corporate values and apply

them in their conduct.

To ensure that the decision making process is fair and transparent.

To ensure that the Company follows globally recognized corporate governance practices.

Values:

Innovation

Ownership

Patient centric

Quality

Teamwork

Compassion

Respect for all

The confluence of seven values results in a ray that represents Apollo's leadership in Indian

Healthcare. A ray that is the beacon for millions looking for a cure… looking for hope.

2.3 Milestones

11 NABH accredited hospitals

8 JCI accredited hospitals

25 World Class Heart Institutes.

500 Bone Marrow Transplants performed.

929 solid organ transplants in one year.

1000 patients successfully treated through exultant Micro vascular free tissue transfer and

Aesthetic surgeries.

7000 Kidney Transplants performed.

10,000 Coronary Angioplasties done in 2009, 10,000 Joint Replacements performed and

10,000 Neurosurgeries performed per year.

130,000 and more cardiac surgeries till date.



750,000 major surgeries performed and counting.

1 million minor surgical procedures performed

7.5 million Preventive health checks performed.

30 million Lives Touched.

Technology

First to install the most modern diagnostic and surgical infrastructure like the 320-Slice

CT Scan and many others.

First hospital group to bring the 320 Slice CT- Angio scan system and the 64 Slice CT-

Angio scan system to India.

First hospital group in South-East Asia to introduce the 16 Slice PET-CT Scan.

Equipped with the largest and most sophisticated sleep laboratory in the world.

Introduced the most advanced Cyber Knife® Robotic Radio Surgery System in Asia

Pacific, the world’s first and only robotic Radiosurgery3 system designed to treat tumors

anywhere in the body with sub-millimeter accuracy.

Apollo’s First

First Cord blood transplant for treating leukemia, in India.

First Programme to cross 900 solid organ transplants in 1 year.

First 320 slice CT scanner & Cyberknife in India.

First Renaissance Robotic Spine Surgery system in India and South Asia.

First Largest Branded Pharmacy Network.

First Hospital in India to perform Robotic Gastric Bypass & Sleeve gastrectomy.

2.4 Operations Area and Business

1. Apollo Cancer Institute’s: Apollo Cancer Institute’s offer comprehensive Cancer care

facilities, encompassing every possible arena of cancer care – including advanced

treatment options like Stereotactic Radiosurgery / Stereotactic Body Radiation Therapy

(SRS / SRBT).Our advanced healthcare offerings are facilitated by cutting-edge

technologies. Apollo’s team of outstanding consultants provides services of unmatched



quality, competent support services, rehabilitation and other life care services. The

facilities are provided across Apollo hospitals in Chennai, Bangalore, Madurai,

Hyderabad, Delhi, Ahmedabad and Kolkata.

2. Apollo Heart Institutes: The Heart Institutes at Apollo Hospitals, India, form one of the

world’s largest groups of Cardiology and Cardio-Thoracic Surgery. Apollo have

completed a record 110,000 + heart surgeries, coronary artery bypass surgery, surgery for

all types of Valvular heart diseases and child heart surgery, with success rates comparable

to international standards. The commitment of their cardiologists and cardiothoracic

surgeons to the prevention and treatment of heart disease has led to the achievement of

better outcomes and improved quality of life for thousands of cardiac patients, who visit

Apollo each year, making Apollo Hospitals the most sought after hospital in India for

bypass surgery and child heart surgery in India.

3. Apollo Institute of Neurosciences: The Apollo Specialty Centres for Neurosciences are

equipped to treat the entire range of neurological diseases Transsphenoidal surgery for

pituitary tumours, spinal fusions, X-Knife for fractioned treatment of benign and

malignant tumours (stereo tactic radiotherapy), and many more cutting-edge treatments

make Apollo Hospitals a leader in neurosurgical care. Ably supported by modern Neuro-

Radiology services, neuro-intensive care facilities, as well as medical and radiation

oncology services, neurological specialists at Apollo Hospitals achieve outcomes

matching those of the leading institutions across the globe.

4. Institute of Orthopaedics: Apollo provides world-class programmes for the

management of orthopaedic disorders. Apollo offers the most comprehensive

consultation and treatment of disorders of the musculoskeletal system. The team

comprises of highly trained specialists (Orthopaedic surgeons, Rheumatologists,

Dieticians, Nurses, Physical and Occupational therapists) who are equipped to provide

patients with the best diagnosis, assessment, rehabilitation and treatment. Apollo

Autologous Chondrocyte Transplantation (ACT) and custom fit joint replacement have

been identified as path-breaking innovations.

5. Apollo Emergency: Apollo undertook a special endeavour towards reaching out to

people in need of emergency medical care. Progressive care is evident in identifying the

areas of emergency and building a system of providing timely emergency.



6. Unique home health care limited (UHHCL): UHHCL, a Wholly-owned subsidiary of

the Company provides medical and paramedical services including doctor's consultation,

physiotherapy direct to patient homes and also offers paramedical service in hospitals to

critically ill patients. For the year ended 31st March 2013 UHHCL recorded revenue of `

40.05 million and net profit of ` 17.88 million.

7. Apollo Health and Lifestyle Limited (AHLL): AHLL, a Wholly-owned subsidiary of

the Company is engaged in the business of providing primary healthcare facilities

through a network of franchised clinics across India offering specialist consultation,

diagnostics, preventive health checks, telemedicine facilities and a 24hour pharmacy all

under one roof. For the year ended 31st March 2013, AHLL recorded consolidated

revenue of ` 566.94 million and a net loss of ` 167.03 million.

8. Western Hospitals Corporation Private Limited (WHCPL): For the year ended 31st

March 2013, WHCPL, a wholly owned subsidiary of the company, recorded revenue of `

10.80 million and a net profit of ` 7.81 million.

9. Apollo Cosmetic Surgical Centre Pvt. Limited (ACSPL): ACSPL, a 69.40%

subsidiary of the company is engaged in the business of running cosmetic surgical

centres. For the year ended 31st March 2013, ACSPL recorded a revenue of ` 28.09

million and a net profit of ` 0.93 million.

10. Imperial Hospital and Research Centre Limited (IHRCL): IHRCL, an 85.76%

subsidiary of the company owns a 240 bed multi speciality hospital at Bengaluru. For the

year ended 31st March 2013, IHRCL recorded revenue of ` 1,241.72 million and a net

profit of ` 2.30 million.

11. Alliance Medicorp India Limited (ALLIANCE): Alliance, a 51% subsidiary of the

Company is engaged in the business of running dialysis clinics. For the year ended 31st

March 2013, Alliance recorded consolidated revenue of ` 184.87 million and a net loss of

` 31.84 million.

12. Isis Health Care India Private Limited (ISIS): ISIS, a subsidiary of Apollo Health and

Lifestyle Limited is engaged in the business of providing healthcare services. For the year

ended 31st March 2013, ISIS recorded a revenue of ` 18 million and a net profit of ` 0.21

million.



13. MERA Health Care India Private Limited (MERA): MERA, a subsidiary of Apollo

Health and Lifestyle Limited is engaged in the business of healthcare services. For the

year ended 31st March 2013, MERA recorded revenue of ` 11 million.

14. Cradle Limited Apollo Koramangala (AKCL): AKCL, a subsidiary of Apollo Health

and Lifestyle Limited is engaged in the business of healthcare services. For the year

ended 31st March 2013, AKCL recorded revenue of ` 25 million and a net loss of ` 34

million.

2.5 Service Profile

Apollo Hospitals Enterprise Limited (Apollo) is India’s leading private sector healthcare services

provider, and is among Asia’s largest hospital networks. It was founded by Dr. Prathap C.

Reddy, a recipient of the prestigious Padma Bhushan (1991) and the Padma Vibhushan (2010).

Dr. Prathap C. Reddy was conferred with these awards by the Government of India in

recognition of his pioneering contribution to Indian healthcare. The Padma Vibhushan, India’s

second highest civilian honour, felicitates Dr. Reddy’s untiring efforts to take quality healthcare

closer to a billion lives. Over the years, Apollo has strengthened healthcare delivery, focusing on

high-end tertiary care to quaternary care, secondary care, Primary care and day-care facilities

across India. Apollo pan-India expansion of hospitals — across metros, tier II and tier III cities—

testifies to their commitment to provide quality healthcare to people in need. They have been and

continue to remain committed to delivering superior customer service in an environment of

continuous improvement. Apollo innovates, embrace change and run the extra mile to deliver on

their promises, safely and responsibly. Apollo is in a position of strength across every key touch

point of the healthcare delivery chain.

Relentless pursuit of perfection: Apollo pioneered the concept of clinical excellence in India

and has since elevated it to the highest pinnacle. A testimony of the Group’s association with

first-class healthcare is the fact that every year, patients from over 120 countries, come to Apollo

for treatment.

Trinity of excellence, expertise and empathy: The cornerstones of Apollo’s legacy – their

unwavering dedication of clinical excellence, their relentless pursuit of expertise and the ever

tender Apollo empathy, continue to be the vital elements in their vision and plan for the future.



Healthcare Services

Apollo has 8,276 beds across 54 hospitals in India. Apollo reported ` 15,511 million, ` 19,295

million and ` 22,222 million in revenues from the hospitals segment during FY10, FY11 and

FY12 respectively. This includes revenues from hospitals, global projects and consulting and

pharmacies located within the premises of their hospitals. During FY12, hospitals owned by

Apollo, subsidiaries, associates and joint ventures handled over 2.78 million in-patient and

outpatient cases. Apollo constantly seeks to be in the forefront of the healthcare industry by

providing new services and introducing specialized Healthcare models.

Apollo healthcare facilities provide treatments for acute and chronic diseases across primary,

secondary, and tertiary care sectors. Seven of their hospitals have received accreditations from

the Joint Commission International (`JCI') USA for the delivery of quality healthcare services

and meeting JCI's standards for patient safety. Apollo intends to become the first choice for

patients in each COE by providing the highest standards of care and constantly improving their

clinical outcomes in all procedures performed under each COE.

Projects & consultancy services: Apollo projects and consultancy services business is among

the leading healthcare consulting organizations in India. Apollo provide pre-commissioning

consultancy services which include feasibility studies, infrastructure planning and design

advisory services (functional design and architecture review), human resource planning,

recruitment and training and medical equipment planning, sourcing and installation services.

Apollo also provides post-commissioning consultancy services, which include management

contracts (providing day-to-day operational support), franchising and technical consultation

(such as human resource planning and training and the establishment of medical and

administrative protocols).

Apollo provides these services to third party organizations globally for a fee. Apollo

international consultancy projects include providing operations management services for a

tertiary care hospital in Bangladesh and licensing the "Apollo" brand name for use by the

radiology and laboratory services department of a large hospital in Kuwait.



Apollo reach Hospitals:

With the objective of making high quality healthcare services and advanced medical technology

available in semi-urban and rural areas in India, Apollo started the Àpollo REACH' initiative. It

is currently in the process of establishing a network of smaller hospitals with around 100 to 200

beds in Tier II and Tier III cities in India. Apollo have already established Apollo REACH

hospitals in Tier II cities including Kakinada, Karaikudi, Karimnagar, Bhubaneswar and Karur

and are planning to establish additional Apollo REACH hospitals across the country. Apollo

believes that this initiative will give patients in such locations greater access to high quality

healthcare services without having to travel to the Tier 1 cities. At the same time, these hospitals

will allow Apollo to expand their network and penetrate different markets in the Tier II and Tier

III cities.

Apollo have identified a number of Tier II and Tier III cities across the country that are currently

under-served in terms of healthcare services but have a sizable population and spending

potential. Based on their experience, capital costs per hospital bed in a Tier II or Tier III city are

generally lower compared to a Tier I city. As income levels in these markets rise, purchasing

Power will accordingly increase. Therefore, Apollo expects revenues generated from providing

healthcare services in these markets to increase further.

Stand-alone Pharmacies:

The number of stand-alone pharmacies increased from 1,199 as of March 31, 2011 to 1,364 as of

March 31, 2012, with revenues increasing by 30.1% to ` 8,606 million in FY12 from ` 6,614

million in FY11. EBITDA growth was strong registering an increase from ` 31 million in FY11

to 164 million in FY12. The EBITDA margin from mature stores improved to 5.7% in FY 12

from 5.2% in FY11. Apollo’s stand-alone pharmacy business is among the largest in India, with

a network of 1,364 stand-alone pharmacies as of March 31, 2012.

Apollo attributes the success of our stand-alone pharmacy business largely to the brand value and

recognition of the Àpollo' brand. Apollo stand-alone pharmacies offer a wide range of

medicines, hospital consumables, surgical and health products and general òver-the-counter'

products and also offer services such as prescription refilling, distribution of free health



newsletters and bundled health insurance plans. Stand-alone pharmacies operate on a 24-hour

basis in various locations with high visibility and revenue potential. Some of the stand-alone

pharmacies also offer free home delivery to customers living within a five-kilometer radius.

2.6 Competitors Analysis

1. Max Healthcare: Max Healthcare Institute is a healthcare institute based in New Delhi, India.

The Institute is a wholly owned subsidiary company of Max India Limited. Established in 1985,

Max India Limited is a Public Limited company listed in the Bombay Stock

Exchange and National Stock Exchange of India with more than 37,000 shareholders. The

institute operates eleven centers in Delhi, NCR and neighbouring Punjab region, providing health

care services in more than 30 disciplines.

2. Fortis Hospital: Fortis Healthcare Limited is a leading, pan Asia-Pacific, integrated

healthcare delivery provider. The healthcare verticals of the company span diagnostics, primary

care, day care specialty and hospitals, with an asset base in 11 countries, many of which

represent the fastest-growing healthcare delivery markets in the world. Currently, the company

operates its healthcare delivery network in Australia, Canada, Dubai, Hong Kong, India,

Mauritius, New Zealand, Singapore, Sri Lanka, Nepal and Vietnam with 76 hospitals, over

12,000 beds, over 600 primary care centres, 191 day care specialty centres, over 230 diagnostic

centres and a talent pool of over 23,000 people.

3. Manipal Hospital: Manipal Hospitals is part of the Manipal Education and Medical Group

(MEMG), which pioneers in the field of education and healthcare delivery. Manipal Hospitals

has a special significance in the overall healthcare industry of India and particularly in South

India. A social seed sown more than five decades ago is today the country’s third largest

healthcare group with a network of 15 hospitals and three primary clinics providing

comprehensive care that is both curative and preventive in nature for a wide variety of patients

not just from India but also from across the globe.

4. Sagar Hospitals: The Sagar Hospitals is a landmark healthcare services institution that enjoys

a unique reputation of being a popular destination for both Indian and international patients

seeking treatment at an affordable cost. The Sagar Hospitals has lent its unique dimension of

http://en.wikipedia.org/wiki/New_Delhi

http://en.wikipedia.org/wiki/India

http://en.wikipedia.org/wiki/Bombay_Stock_Exchange

http://en.wikipedia.org/wiki/Bombay_Stock_Exchange

http://en.wikipedia.org/wiki/National_Stock_Exchange_of_India

http://en.wikipedia.org/wiki/Delhi

http://en.wikipedia.org/wiki/National_Capital_Region_(India)



human touch to the complex science of healthcare. The Sagar Hospitals` mission is to maintain a

high degree of quality and care to any patient seeking medical aid is sacrosanct to its highly

acclaimed and equipped team. Bangalore, now boasts of Sagar Hospital’s two tertiary care multi-

specialty hospitals with 665 beds and four clinics and the professionalism of its consultants and

surgeons that compares well with their international peers.

2.7 Policies of the Organization

1. Travel policy

Objective: To define and lay down company’s policy and rules on reimbursement of expenses

incurred on official travel.

Scope: These rules shall cover all permanent employees of Apollo Hospitals Group.

These rules shall also cover trainees, candidates called for interview or any other person required

to undertake travel during the course of executing their official responsibilities on company’s

business.

2. Policy on local conveyance & outstation travel entitlement

Objective: To ensure that the employees are provided with proper ways and means of

conveyance so to have access to a comfortable mode of transport for official visit within the city.

Scope: all the employees on the regular rolls are eligible to utilize this policy, provided that they

have an official policy purpose for the visit and have been authorized by their departmental head.

3. Policy on punctuality

Purpose: This policy provides guidelines to manager’s & HOD’s of Apollo Hospital Bangalore

for punctuality of monitoring the attendance and employees.

Objective: To promote a high level of attendance through a cooperative relationship between

managers / HOD’s and employees.

To probhit excessive absenteeism, excessive tardiness &sick leave.



4. A corringdem to comprehensive policy on payment of other allowance to staff

Objective: To define the policy for the staff deployed for extra duties / additional responsibilities

/ extended hours etc not amounting to over time and corresponding allowance applicable for the

same inline to retention policy for staff.

Scope: the policy is applicable to all staff on pay roll in Apollo Hospitals Bangalore

5. Policy on handling and disposal of scrap / waste.

Scrap yard arrangement: the security dept. is to ensure that all the condemned items moves out

through security check must bear the tag signed by security dept before it moves to scrap yard.

Waste management: HOD’s of concerned dept/stake holders are directly responsible to ensure

that the waste generated in their area reaches to designated place after validation as follows

Maintenance dept

Materials /purchase dept

Pharmacy

HK dept

Disposal of waste/ overcrowding of scrape

6. Uniform policy

Purpose: to enhance the image of Apollo hospitals Bangalore employees by providing and

maintaining them with modern, clean and distinctive uniforms without additional cost to

employees

7. Policy on radiation leave

Purpose: to provide radiation leave to the employees due to service hazardous while on duty

being exposed to radiation sources.

Scope: Applicable to radiologists/ radiographers/radio therapy technologist, cath lab nurses

medicine technologist, nuclear medicine consultant any other working permanently with TLD

badges in radiation dept.



Policy: Radiation leave is define as any approved leave when employee’s radiation dose is above

measurable level and it is attributed to his/her professional hazard being exposed to radiation

sources in their particular work area.

8. Overseas travel policy

Objective: to provide guidelines on travel and reimbursement of living expenses to employees

travelling on business to overseas locations like African countries- Tanzania, Uganda, Kenya,

Nigeria, Ethopia etc.

Eligibility: all employees of AHB who are on regular rolls of the company are eligible to avail

this scheme. Part-time employees or those working on a temporary basis are not eligible unless it

is specifically mentioned in their contract or appointment letter

9. Policy on recovery to damages/loss due to negligence etc to hospital property

Purpose: to define procedure/ method for effective management of high end medical/ surgical

equipments and capital goods in the hospital by defining clear cut the individual responsibility

and make up for the loss, if any.

10. Policies on Apollo hospitals women grievance cell (AHBWGC)

Aims: sensitize all the department of Apollo hospitals towards the constitutional and SC mandate

of probation of gender discrimination and sexual harassment at work place.

Scope: these guidelines are applicable to all the AHB employees

Objectives: prevent gender discrimination and sexual harassment, by promoting gender amity

amongst all AHB employees.

11. Policy on retention for staff nurses:

Objective: to define retention policy for staff nurses with the objective to have their continuity

service and there by continue to improve the patient service.



Scope: the policy is applicable to all the staff nurses who have completed their initial two years

bond period and working especially in critical areas like ALL, ICUs, OT, ER, and Platinum

Wards etc in AHB.

12. Policy on payment of allowance to staff nurses deployed at clinics

Objective: To define the policy for staff nurse deployed in clinics and outline the food and

conveyance allowances applicable for the same.

Scope: the policy is applicable to the entire staff nurse posted in clinics through health care

services (marketing) dept.

13. Employee’s gratuity fund policy

Purpose: to give comprehensive benefits to employees by linking with other insurance products.

Scope: all employees who are on regular rolls of the AHB

14. Policy on retention for CRC’s

Objective: to define policy for customer retention coordinator profiles with the objective to have

their continuity service in turn improving the patient service.

Scope: this policy is applicable to all the CRC posted in AHB

15. Policy on payment of allowance to general surgical medical staff (Drs)

Objective: to define the policy for general surgical staff (Drs) deployed for extra duties/

additional responsibilities/ extended hrs like in AHC etc not amounting to overtime and referral

if any corresponding allowance applicable for the same in line to retention policy for staff.

16. Employees provident fund policy

Purpose: to give comprehensive benefits to employees by linking with other, insurance products

Scope: all employees are on regular rolls of the AHB.

17. Policy on on-call allowance



Objective: to define the policy for employees subjected for on-call support services and outline

the allowances applicable for the same.

Scope: the policy is applicable to all employees, who provide on-call support services to the

organization.

18. Policy on source verification

Purpose: to ensure that AHB has a qualified health care professional with applicable Indian laws

and other certificate agencies and organizations that relate to the certification, registration and

licenses for health care practioners.

Scope: All health care practioners who participate in patient care processes in AHB.

19. Medical Policy

Objective: The objective of this policy is to provide medical and/or Hospitalization

assistance to the company’s employees and to their immediate dependents.

Eligibility: All the employees of Apollo Hospitals, Bangalore who are on regular rolls of the

company are eligible to avail this scheme. Part-time employee

20. Leave Policy

Purpose: Every Employee is entitled to a certain amount of leave and holidays. Being an

essential service, employees shall report for duty punctually and shall ensure regular attendance

for smooth and uninterrupted operations in the hospital/company. As far as possible, employees

shall plan their leave well in advance except in the case of unavoidable circumstances,

Employees shall be governed by the following leave rules.

Scope: Leave rules shall apply to all employees who are on the regular rolls of Apollo Hospital

Bangalore (AHB) and connected offices.

Policy: An employee has to apply in advance before availing of leave. Mere submission of

application for leave does not mean that the employer has sanctioned the leave. The procedure

for applying and availing leave is enumerated in this policy.



2.8 Number of Employee’s In Different Level of Organization

Administration: 211

Doctors: 114

Paramedics: 170

Staff Nurse: 452

------------------

Total 947 (Approx.)

-----------------

2.9 Performance of the Organization

Apollo hospitals Bangalore is committed to invest in the latest medical technology on par with

the latest worldwide developments to ensure that every one of the their patients benefit from the

latest knowledge. The medical faculty comprises of some of the best in the medical fraternity.

The hospital has over a hundred consultants and 70% of them have either studied or worked in

reputed institutes. There is 19.7% change in its operating revenues for 2013 compared to 2012

which was primarily the result of an increase in occupancy and revenue per bed day (RPBD) for

hospitals as well as strong growth in the SAP business.

Health care services revenues grew by 15.3 % from ` 22,222 million to ` 25,617 million.

Revenue per Bed Day increased from` 20,455 to ` 21,702. The increase in RPBD is largely a

result of changes in the acuity of patients as well as better price realizations. The number of

stores under the SAP business segment was 1,503 as at March 31, 2013 as compared to 1,364

stores as at March 31, 2012. The new store rollouts together with maturity of existing stores led

to a 28% yoy revenue growth in the pharmacy segment.



Table 2.1: Table showing Profit & Loss (Amt. in Crs)

2010 2011 2012 CAGR

Total Revenue Rs.2,049.17 Rs.2,610.16 Rs3,160.19 24.62%

% Growth 25.49% 27.38% 21.07%

Gross Profit 1,035.61 1,295.30 1,597.85 25.13%

%Margin 50.54% 49.63% 50.56%

EBITDA 323.27 423.80 525.85 28.79%

%Margin 15,78% 16.24% 16.64%

EBIT 248.31 329.05 401.95 30.18%

%Margin 12.12% 12.61% 12.27%

PBT 197.69 261.23 326.06 34.38%

%Margin 9.65% 10.01% 10.32%

Pat 137.56 183.92 219.30 28.86%

% Margin 6.71% 7.05% 6.94%

Table 2.2: Balance Sheet (Amt. in Crs)

2010 2011 2012

Total asset Rs 3,265.78 Rs3.627.96 Rs.4,277.00

Total Debt 937.34 982.24 829.05

Shareholder’s Equity 1,653.46 1,898.92 2,505.93

Cash &Bank 311.67 178.11 236.80

Capital Expenditure 393.84 333.50 394.50

Net Working Capital (19.72) (16.51) (17.34)



2.10 Organization Structure

Board of director

CEO

HR Marketing Finance Material Operation

Dept

Nursing Non -

Medical

Medical

Senior

MGR

Asst.

MGR

RR

Executive

DGM

Senior

MGR

Asst.

MGR.

Executive

DGM

Sr.

MGR

Asst.

MGR

Executives

DGM

Sr.

MGR

Asst.

MGR

Executives

Front

Desk

OPD

Inpatient

Dept

Nursing

Director

Asst.

Nurse

Superin

-tend

Supervisor

Staff

Nurse

Mainte-

nances

House

keeping

Director

of

medical

services

Medical

superintend

Heart

care

Institute

Dept. of

emergency

Institute of

Neuro -

science

Dept. of

Lab

IT



2.11 Board of Directors

Executive Directors

Dr. Prathap C. Reddy – Executive Chairman

Dr. Preetha Reddy – Managing Director

Ms Suneeta Reddy – Joint Managing Director

Ms Sangita Reddy – Executive Director, Operations

Ms Shobana Kamineni – Executive Director, Special Initiatives

Non- Executive Director

Mr. N.Vaghul

Mr. Habibullah Badsha

Mr. Deepak vaidya

Mr. Rajkumar Menon

Mr. Rafeeque Ahamed

Mr. T.K.Balaji

Mr. Khairil Annar Abdullah

Mr. G. Venkatraman

Mr. Sandeep Naik

Mr. Micheal Fernandes

Bangalore Apollo Management

Dr. Umapathy Panyala

Dr. Shiv Kumar Sharma

2.12 Best Practices, Special Achievements & Unique Features

Clinical excellence by setting medical milestones

The following surgeries were performed by Apollo Hospitals for the first time in the Country.

• SILS (Single Incision Laparoscopic Surgery) gastric bypass surgery (weight reduction).



• Robotic bariatric surgery.

• Laparoscopic Oesophago Gastrectomy for Cancer of the Oesophagus

• SILS - revision bariatric surgery (probably first time in the world).

• India's first total Femur Transplantation on a patient from Mauritius.

• Apollo Specialty Cancer Hospital completed 650 cases of Cyberknife Radio surgery cases.

Following are some of the identified key clinical initiatives:

Constant review of plans to ensure a green score in all ACE @ 25 parameters. Timely

reporting of the Apollo Quality Programmed, the Apollo Mortality Review.

Creating a plan for upgrading technology wherever required in consultation with the CEO

and CFO.

Promoting telemedicine consultations and mobile health services.

Emphasis on continuing education and research.

Conduct more CMEs to connect with the referring doctors and train community

physicians.

Improve services utilization of ambulance and emergency services.

Implement measure to improve service excellence.

Identify one coordinator for each of the six Centres of Excellence (COEs) from among

the consultants to focus on growth, volumes and clinical excellence.

2.13 Accreditations & Awards

Apollo Hospitals Group bagged the FICCI Healthcare Excellence Awar2011under the

category Àddressing Industry Issues'

Apollo Hospitals Group won awards in three categories of the Asian Hospital

Management Awards, 2011.

JCI (Joint Commission International) accredited.

Accredited by NABL (National Accreditation Board for Testing and Calibration

Laboratories)



2.14 Future Plans

The healthcare delivery industry is favourably placed for growth due to strong fundamentals. The

following trends are emerging across the healthcare delivery landscape in India.

1. Growth in population and change in population mix: The population growth in India

is expected to increase the demand for additional beds in the future. India's population is

predicted to grow from approximately 1.1 billion in 2009-10 to over 1.4 billion by 2026.

Further, with improving life expectancy, the proportion of the population that is above 60

years old is also expected to increase to over 12% from the current levels of around 8%.

This will sharply increase the healthcare delivery needs of the country.

2. Increasing Health Awareness: Due to improving socio-economic characteristics and a

rise in literacy levels across the country there is growing awareness about the need for

high quality preventive and curative healthcare services. This is expected to result in an

increase in the hospitalization rate (percentage of people who actually visit a hospital

when unwell) and demand for health care delivery services in general.

3. Increase in Income Levels: Although healthcare is largely considered a non-

discretionary expense, high-quality healthcare facilities are unaffordable for a large

percentage of the population. However, a steady increase in disposable incomes in India

is expected to lead to higher demand for quality healthcare.

4. Changing Disease Profile: Due to changing demographics and rising incomes there has

been a change in dietary patterns and lifestyle habits of a significant percentage of the

populace. This is leading to a change in the disease profile of the country with heightened

incidence of lifestyle related diseases such as diabetes and hypertension. An increasing

prevalence of such lifestyle diseases is expected to increase the demand for healthcare

delivery and associated medical facilities. India is host to the largest diabetic population

in the world, has the largest number of people suffering from cardiovascular diseases and

is the global capital for cancer patients.



5. Increasing Penetration of Health Insurance: According to CRISIL research, over 95%

of India's private healthcare expenditure is paid for by out-of-pocket expenditure or

corporate healthcare plans while health insurance coverage is under 5%. As the

penetration of health insurance increases, healthcare is likely to become more affordable

for a larger percentage of the population. As a result, hospitalization rates and supporting

clinical and diagnostic facilities are expected to increase.

6. Medical Value Travel: Governments and patients worldwide struggle with soaring

healthcare costs with financial constraints placing increased challenges on sovereign

healthcare programs. As a result, there is an increasing prevalence of patients opting for

medical treatment in emerging healthcare regions. While countries like Singapore and

Thailand have gained prominence for their high-quality medical institutions, India is fast

emerging as a major medical tourist destination. The relatively low cost of surgery and

critical care in India and its ability to offer advanced medical facilities in critical areas

adds to its competitive advantage. India is extremely competitive in healthcare costs.

Further, the presence of large private hospital chains, whose hospitals are globally

renowned, enhances India's status as an attractive destination for medical tourism.

7. Evolving Business Models: The capital intensive nature of the healthcare services

business coupled with increased sophistication in customer requirements are driving the

emergence of innovative structures and business models in healthcare delivery. While

state sponsored or standalone hospitals were dominant earlier, the last two decades has

seen the emergence of private hospital chains, single specialty chains and boutique

healthcare centres. Further, service providers are branching out from end-to-end

ownership and management into structures like leased out premises, franchise

arrangements and operating and management contracts to enhance their presence. Stand-

alone clinics as well as integrated healthcare delivery centres are also emerging as

alternative business models in the Indian healthcare services industry.



8. Increased Dispersion of Capacity into Non-Metro Cities: The last 10-15 years have

seen rapid addition of hospitals beds by large private players. However, these additions

have been largely confined to major cities across the country. The bed density in

Mumbai, National Capital Region, Bangalore, Hyderabad, Chennai, Kolkata, Pune and

Ahmedabad amounted to approximately 215,000 as of October 2010. It accounted for

approximately 20% of the country-wide supply of beds even though these cities

constitute only approximately 5-6% of the overall population. This uneven distribution of

beds is reflected in the fact that the average number of beds per 1,000 individuals in these

cities is 3.2 which is over 3 times higher than the country-wide average of approximately

0.9. The rapid increase in the addition of beds has led to intense competition. Therefore

healthcare players are now aiming to expand their reach to smaller cities and towns.

9. Pharmacies: The pharmacy retailing industry is a highly fragmented one and is

dominated by stand-alone drug retailing units. Standalone pharmacies or pharmacy

retailing in India is largely dominated by traditional/local chemists. In the last 10 years

organized players have made their presence felt in the pharma retail sector by providing

better service, ambience and value added services to increase the profitability per store.

In India, the unorganized sector commanded over 95% of the overall market share as of

2011. The total retail pharmacy market has been growing at an average of 18% per

annum over the last few years, and is expected to continue its robust growth in the future.

The organized retail pharmacy segment as a subset of the overall pharmacy market has

been growing at an average of 25% year-on-year and is expected to accelerate its growth

rate to 35%-40% year-on-year over the next decade. (Source: Pharma leaders February

2011)

10. Health Insurance: As per statistics released by the Insurance Regulatory and

Development Authority (IRDA), the Indian Health Insurance industry recorded 33.1%

growth in health insurance premiums collected in FY11. Most non-life insurance

companies recorded double-digit growth rates in the health segment. The introduction of

the option of health insurance portability during the year is expected to offer more

convenience to customers and make the industry more competitive. It is likely that a slew



of innovative health insurance plans may be announced as insurers compete to attract and

retain customers. The health insurance market continues to be dominated by the four

state-owned non-life insurers, which together accounted for about 59% of the health

premiums written during FY11. However, private insurers are more aggressive and

reporting higher growth rates. (Source: Tower Watson) A move that will further enhance

the attractiveness of the domestic health insurance industry is the widening of the

Preferred Provider Network (PPN) of hospitals providing cashless treatment for health

insurance policyholders to cover smaller cities. The PPN network is already in force in

Tier-I cities.

11. Medical Business Process Outsourcing (mBPO): The Indian IT-BPO industry has

developed rapidly and emerged as a large contributor to GDP, employment creation and

wealth generation in just over a decade. It has helped to accelerate India's progression as

a global economic powerhouse and established the country as an integral trading partner

for many developed economies. As the economic recovery slowly moves forward,

outsourcing is assuming a more prominent role for organizations across the globe.

The opportunity is attractive as healthcare payers and providers are looking for ways to

contain escalating costs and better manage the dynamics among physicians, hospitals and

patients.



CHAPTER- 3

DEPARTMENTAL STUDY

In order to function efficiently and effectively every organization has a functional department.

It’s important to divide departments so that the work is divided into units and departments. This

division of work is helping in bringing specialization in various activities of concern and helps in

putting right men on right job which can be done by selecting people for various departments

according to their qualifications, skill and experience. This is helping in defining the jobs

properly which clarifies the role of every person.

Apollo Hospitals Bangalore has following departments:

Human Resource Department

Marketing Department

Housekeeping Department

Purchase Department

Accounts Department

Operations Department

Materials Maintenance Department

I.T Department

Nursing Department

Pharmacy Department

3.1 Human Resource Department

Human Resource management is the management of an organization's workforce, or human

resources. It is responsible for attraction, selection, training, assessment, and rewarding

employees, while also overseeing organizational leadership and culture, and ensuring compliance

with employment and labor laws.

Apollo recognizes that its greatest asset is the people who drive the organization forward. There

is a long-standing commitment to create a culture that embraces diversity and fosters inclusion.

https://en.wikipedia.org/wiki/Management

https://en.wikipedia.org/wiki/Organization

https://en.wikipedia.org/wiki/Workforce

https://en.wikipedia.org/wiki/Human_resources

https://en.wikipedia.org/wiki/Human_resources



The company truly believes in investing in people and has undertaken several initiatives in the

development of leadership skills and education for further strengthening their leadership. They

value patient satisfaction enormously and realize that the skill and service of trained manpower

are crucial for maintenance of the trust reposed in them as a quality healthcare provider from

their patients. They have devised an effective recruitment and human resources management

process to prevent attrition of clinical/non-clinical manpower from impacting Apollo's superior

healthcare delivery model. The robust process ensures a continuous supply of clinical manpower

to support the organization's patient care delivery process To meet the challenge of aligning

Medical education to the healthcare needs of tomorrow, a vertical focused exclusively on

Healthcare Education is being created. A fair, structured and standardized Compensation and

Benefits programme is followed across all levels. Annual increase is sanctioned based on the

individual performance ratings on Key Result Areas and Competencies. Periodical wages

surveys are conducted to remain competitive in the healthcare sector.

Departmental Structure:

Recruitment: “It is the process of searching for and obtaining application for job among them

the right people can be selected.”

Senior Manager (Learning

&Development) Senior Manager

(Admin.)

Junior

Executive

Manager

Executive

Assistance

Director General



Approval copy of Manpower/

resignation request from

Dept

Recruiting process

HR Department Verification with

manpower planning

Candidate

search

Short

listing

CV’s

Inviting for

interview

Interview

process

Joining

formalities

Post joining

formalities

Internal

reference

Walk

In’s

Consultant

s

Newspaper

Education

Age

Experience

Time require

for joining

Phone

Mail

Screening

HR (Basic

test)

Departmental

Medical

Director

HR

Offer

Letter

Medical

check up

Verification

of

certificates

Registration

Experience

letter

Punching

Registrations

A/C opening

Appointment

letters

ID Cards

Induction

Orientation



Screening: The purpose of screening is to remove from the recruitment process at an early stage,

those applicants who are unqualified for the jobs. The screening can save a great deal of time and

money. The HR executives scrutinize and short list all application and shortlist applicant list is

sent to HR manager. Then, only eligible applications are called for interview.

Induction: When a new person is appointed in the firm, they know little about his Industry, his

staff, his heads, his workers. So he needs to be given info about his work, about his head. This

process is called Induction. This is the process to give information to fresh candidates about the

firm. When a fresh candidate knows about his department, he does not feel burden at the time of

starting of his job.

Learning and Development: The learning and development team was established with an aim

to provide structure approach to learning to enable employees to meet the operational needs and

service standards of the hospital and to deliver the corporate health care plan. The acquisition of

skills and knowledge that go beyond what is needed to fulfill these personal and career

developments is also included in recognition of the role of learning and development in

motivating and retaining employees.

Training Needs Analysis is done through:

Assessments of the employees

Voice of the customer

Quality indicators of the Department

Organizational requirements

Mandatory trainings

Technical

General

Benchmarking practices

HOD’s Comments

Individual Needs

Performance appraisal: Performance appraisal is a method by which the job performance of

an employee is evaluated. The performance appraisal of each employee is analyzed through the

http://en.wikipedia.org/wiki/Job_performance

http://en.wikipedia.org/wiki/Employee



feedback include given by the patients. If the medical personnel and other staff performance are

good then they are given promotion and given development program. During the training period

the employee and medical personnel undergo through activities such as development program

which helps in analyzing and necessary steps are taken.

Promotion and transfer: Promotion is defined as the permanent movement of an ongoing

employee from one position to another position with a higher attainable maximum salary than

the employee’s substantive position. Promotions and transfers provide employees with the

opportunity to develop their skills and talents, which can contribute to career growth and

advancement. In Apollo promotion is done based on performance of an employee.

Conferences and seminars: The Apollo values the networking opportunities and exposure to

innovation that these events represent. Several seminars are arranged in association with the

voluntary organizations for the development of knowledge and skills of the clinical and non-

clinical staffs.

3.2 Finance Department

Departmental structure:

This department performs all works related to budget and ideal use of the items of such budget.

Also, it prepares payroll and monthly wages, and concludes contracts of operation and

Deputy General Manager

Senior Manager

Assistance Manager

Executives



maintenance and purchases. In addition, it makes available all amounts of money required for

procurement of all materials and equipment.

Accounts: The accounts department in Apollo handles all the financial matters. It maintains

profit and loss account and expenditure. The main income of the hospital is through outpatient,

in-patient canteen, telephone, tea shop. The expenditure is due to operating cost, employee cost.

Accounts department handle all the money transactions.

3.3 Maintenance Department:


The Hospital Maintenance Department is responsible for the following: maintenance of lighting,

plumbing, electrical distribution, air conditioning/ heating systems, gas plant, civil

(construction), painting, welding, sewage treatment plant etc. they have a hazmat team which

handles chemicals and hazardous materials, help desk service is provided where they receive

complaints and issues and they work 24x7.

The safety notes at Apollo Maintenance Department:

KISS- Keep it safe and sound

ABC-always be careful

Beware take care

Be sure and be safe

Wipe up and avoid slipup work smarter not harder is f life

When in doubt get out

Safety is way of life

3.4 Marketing Department

HOD

Manager

Junior Executive




This department is responsible for implementation of hospital marketing program including

external and internal communication, patient satisfaction monitoring, advertising and community

education and awareness.

It serves the clients and patients of hospital by using their feedback to develop products that

satisfy their needs and improves their services to meet patient or clients expectation. The

department was created to ensure that service delivery meets world class standards.

The marketing department promotes following activities:

Health Talks: This is an effort to educate public on different means of disease prevention. The

marketing department conducts periodical health talks along with doctors and expertise which in

turn creates awareness among the public. This makes the public choose Apollo as a priority.

Open days: This is the day, that marketing executives goes out to meet with the public and

showcase a sample of their services to public which help them in getting to know where they can

improve.

Medical camps: This is the preparation of health talks and baseline checkups for the public and

corporate clients. The camps emphasis on the free general health checkups for the corporate

clients such as Accenture, Wipro, Infosys, etc and to the public sectors clients such as BMTC

and police personnel

DGM

Senior

Manager

Assistance

Manager

Executives



Client relationship meetings: Setting up meetings with corporate clients to encourage

communication and feedback. The marketing department executives maintain relationship with

the regular interactions and meeting are conducted. This helps in the improvement of services to

the patients and clients.

Designing of promotional material: Develop brochures and fliers with information about the

hospital and new programs or events which are to be held. This promotes the Apollo Brand.

Advertising: Developing a key advertisement that delivers information to a wider audience,

advertising through sponsoring, online, media holdings.

Preparation of Newsletters: Ensure that newsletter is developed each quarter of the year

website content management. The department scrutinizes information received and makes

decisions on what information should run in the website while responding to queries on the

same.

3.5 Material Management Department


The purpose of the department is to plan for, acquire, store, move and control materials to

optimize the usage of facilities and capital funds and to provide customer service in accordance

with organizational goals.


Senior Manager

Assistant

Manager

Executive



The wider function of the material management department of the hospital comprises of two

basic functions – a) purchase function. b) Stores function. The hospital has integrated the

purchase and store function into one department.

Material Management

Purchase central store

Process:

Demand forecasting and planning: The hospital uses a large variety of materials for patient

care. The department undertakes standardization of products i.e. grouping items of similar

specifications together and hence it facilities the department to forecast and plan its material

requirements. The material used in the hospital is broadly classified into seven categories:

Capital assets

Consumables

Hospital wear

Printing and stationary

Linen

Instruments

Consignment

Purchase: The department undertakes centralized purchasing of all the materials excluding

pharmaceuticals items. The material management department purchases the items on the

following two basis:

Reorder level: The physical position of the stock is reviewed every month. Orders are placed

depending on the stock on hand, rate of consumption and the lead time in such a way that the

stock does not fall below the usage prior to the next review.

Request for purchase of items from the user department or management.

3.6 Operation Department



Organizational structure:

AHC (Assistant Head Co-coordinator): There are four hear coordinators dealing with

Oncology, Neurology, Cardiac, and Orthopedic. They guide the patient regarding to the

treatment procedures, admission details, surgery details, availability of doctor and payments.

Manager on duty supervises the CRC’s Customer Relationship coordinators). The CRC’s they

direct the patients at front desk, help desk and OPD’s. Operations department includes front

desk, OPD, inpatient department. The functions of front desk, inpatient and OPD’s are:

Registration: If the patients are coming for consultation to Apollo Hospitals for the first time,

they will need to complete a onetime registration. Complete the initial patient record and supply

all requested data accurately. A hospital file will be created and a UHID card (Unique Hospital

Identification Card) will be issued.

Admission: The physician or consulting doctor will advise the patient to be admitted in the

hospital for medical treatment. For this the patient or the patient representative will need to meet

the personnel at the front desk to complete the admission formalities. At front desk they will be

requested to complete an admission form which will require necessary information to be filled in

order to register them as an inpatient. The admission form also includes a consent section which

is an approval for the hospital staff to provide them medical treatment and care. In case of

children below 12 years of age the parents or guardian will be required to complete the

Senior Manager

Assistance Manager

Assistant

Head

Coordinator

Manager

on Duty

Executives

(operation in

charge)

Executives

(inpatient)



admission from and the consent. In case of payment is to be made by an insurance company,

they need to produce the pre authorization letter at the front desk.

Payment and deposits: Depending upon the room requested and the nature of the treatment, an

initial deposit may be collected at the time of admission for which a receipt will be issued to the

patients and this will be adjusted in their final bill. If they are a corporate (credit) patient they

need to provide an authorization letter at the front desk. Patients who fail to provide the credit /

authorization letter will be requested to pay an initial deposit at the time of admission, which will

be refunded on producing the same. If it is a planned admission, they are requested to make the

financial arrangement for the stay in the hospital prior their hospitalization. In case they are

being admitted for surgery, they will be requested to pay the entire amount at the time of

admission. During their stay in the hospital they will be given interim bills on a regular basis to

keep them updated on their bill amount. Subsequent deposits will be intimated to them from time

to time depending on their treatment.

3.7 Housekeeping Department


HOD

Senior Executive

Junior Executives

Senior Superintend

Supervisors

Team Leaders

Attendants



The functions of housekeeping is overall cleanliness, ensuring maintenance of the building and

its infrastructure, linen management, waste management, pest control, safety and security of the

patients as well as the infrastructure and the interior decoration.

3.8 Department Of Nursing

The nursing service department continually educates and trains the nurse, thereby enabling them

to provide “quality care” to individuals of all ages, with an aim to promote health and prevent

illness, to restore health and alleviate suffering in recent times the nursing profession has seen

significant change, so there is always in need to keep pace with the challenges put forth to the

healthcare industry.


The nursing department manages the nursing staff. The nurse superintend creates the nurses

schedules and must assure there are enough nurses on duty to care for the patients and perform

the duties. They make sure that each nurse fulfills her job duties to the best of her abilities.

They consider the amount of care and time each patient requires and a unit censes and assigns a

nurses caseload accordingly. The nurses manage the patients on the unit. They follow the

guidelines that patient must meet in order to be admitted into their unit.

3.9 Department Of Pharmacy

Director of Nursing

Assistant superintend

Supervisors

Staff Nurse



Apollo pharmacy, a division of Apollo Hospitals Enterprises Ltd. is India’s first and largest

branded pharmacy network, with over 740 plus outlets in key locations. Accredited with –

International Quality Certification, Apollo pharmacy offers genuine medicines round the clock,

through their 24-hour pharmacies Apollo pharmacy also provides customer care any time of the

day.

Their priority is to stock an entire range of pharmaceutical and medical products, and delivering

them efficiently to their customers with critical medicines. The vast pharmacy network enables

them to provide medicines support to their customers even when they are on move for their

treatments.


Highlights of Apollo Pharmacy:

The largest pharmacy chain-over 1000 plus outlets across India, open 24 hours

Genuine medicines from leading manufactures

Wide range of pharmacy, surgical and disposable, anti cancer, life saving and general

healthcare products

Innovation in Pharmacy services like personalize pharmacy – refilling services

Free health insurance on purchase at any Apollo Pharmacy

The comply with the rules described by Drugs and Cosmetics Act of 1948


Senior Manager

Assistant Manager

Senior Executive

Executives



Outlets manned by qualified and trained pharmacist

The controlled temperature helps in maintaining quality of medicines and their efficacy

on consumption

Computerized billing discloses the expiry date and batch numbers of medicines

3.10 Quality Management Department

Apollo Hospitals is synonyms with world class quality. Quality is a way of life at Apollo and

they continuously set new standards and benchmarks for themselves. For them no two clients are

alike and neither are the challenges they face. They offer their clients unparallel expertise

through their Hospital Quality Consulting services so that people throughout world are benefitted

by access to the highest quality of healthcare. Some of the areas of hospital quality consulting

are:

Quality improvement

Critical path and continue of care guidelines

Joint commission surveys / ISO readiness

Utilization management

Patient safety

Risk management

3.11 Medical Record Department

The medical record department gets the information of each patient with the access of the unique

hospital ID and the data is collected in the form record. The records are kept in the department

for a temporary period and dispatch to the main office in Chennai. The medical record

department holds all the details and records of the patients who are admitted. The Medical

Record Department holds the following information:

Outpatient records

Inpatient records

Reports of medical legal cases (MLC)

Receiving files from user department



Registration and patient registration details

Checking the files for deficiency

Retrieval of records for consultation admission

Retrieval of records of other purpose

Release of information and confidentiality

Issue a record to police

Issue of records in case of death and birth

Amendment and correction in the patient files

Daily census and statistics

3.12 Information Technology Department


The vision of IT department in Apollo Hospital is “to make India as a global healthcare

destination”. Their goal is to make paperless hospital. The IT services include the assessment of

the IT needs of the facility and deployment of the right solutions.

The IT department at Apollo Hospital is concerned with taking backup of day to day activity of

organization. It also controls security issue in organization and maintain employee information.

They assist in formulation of requirement specifications for software, hardware and networking

and selection and procurement of the software. They insure that the facility is equipped with the

latest technologies with an eye on the future.


Assistant General

Manager

Hardware Software



The IT department plays a vital role in the record of patent details such as registration details,

OPD, consultant, status of dispatchment, billing, and sample collection. The HMS (Hospital

Management System) is developed by the AKHIL systems. All the department will carry their

transactions and working in the HMS software. All the transaction activity information will be

stored in one server which is in IT department.

3.13 Department Of Laboratory

Laboratory services at Apollo Hospitals provide service 24 hours a day and 7 days a week with a

primary focus that “patient come first” ,reporting results that help provide answers for physicians

and patients. Through the application of leading-edge technology, the laboratory services at

Apollo Hospitals prides itself on providing rapid turnaround time, affordable inpatient and

outpatient testing and superior customer service.

The sub specialties of Department of Laboratory Medicine include:

Clinical biochemistry and metabolic disorders

Clinical microbiology and serology

Hematology and clinical pathology

Pathology

The laboratory is administratively headed by the Lab Director and Quality Manager who are in-

turn supported by technical managers who are experts in their chosen field. Supervisors and

Pathologist are available around the clock. They provide medical and scientific expertise in their

specialized laboratories which are equipped with the latest diagnostic instrumentation and staffed

by professionals committed to quality diagnostic testing.



CHAPTER – 4

SWOT ANALYSIS

SWOT analysis is a structured planning method used to evaluate the strengths, weakness,

opportunity and threats involve in a project or in a business venture. A SWOT analysis can be

carried out for a product, place, industry or person. It involves specifying the objective of the

business or an organization and identifying the internal and external factors that are favorable

and unfavorable to achieving that objective.

Strengths: Characteristics of the business or organization that give it an advantage over

others.

Weakness: characteristics that place them at the disadvantage relative to others.

Opportunities: elements that the organization could exploit to its advantages.

Threats: elements in the environment that could cause trouble for the business or

organization.

4.1 Strengths

Leading healthcare service provider in India: Apollo hospital is one of the leading

provisions of health care services, catering to the primary, secondary and tertiary

requirements of patients. They also have a large network of retail pharmacies, which

offer a wide range of medicines, surgical, hospital consumables, health products and

general “over-the- counter” products.

Strong Brand value: They have a strong track record in building long standing

relationship with senior Doctors continually increase in the number of new patients

served and being the choice per their returning patients.

Tradition of technology innovation and leadership: They continuously invest in

medical technology and modernize their hospital facilities in order to offer high quality

health care services to their patient and expand the range of healthcare services they

offer.



Strong relationship with Doctors and skilled Medical Professionals: Continuously

education and training have helped them to reduce the attrition rate and build long term

relationship. They work on “fee for service” model which is an important component of

doctor-hospital relationship and helped retention of doctors.

Experienced and professional Management with domain expertise and strong execution

track record: They have an experienced management team with executive directors who

have long and proven track records in health care industry.

4.2 Weakness

High attrition rate among the nursing staff due to the higher emoluments being offered by

competitors in overseas countries.

The rising cost of health care delivery at the hospital had become expensive for the

normal and middle class family. As the cost of service is high, people with lower income

may not be able to afford the service.

It is observed that the co-ordination between administrative departments could be

improved which could enhance the organization functional efficiency.

Less marketing activities for international patients, as the medical tourism is on its peak

and it is very important to have very strong international marketing strategy.

The new bed addition and stand alone pharmacies will take some times to stabilize

operations and attain maturity. This could impact the overall margins.

4.3 Opportunities

In India for every 1000 persons, there are only 1.11 beds available. To make this ratio

even 1.85 by 2012, an investment of Rs.3480 billion is needed which is beyond the

control of public sector.

Booming Medical Tourism: Medical tourism has emerged as the fastest growing of the

tourism industry in India despite the global economic downturn.

Lack of Quality resources: In India on every 1000 persons there are 0.3 doctors and 0.8

nurses while the same figure in the whole world is avg1.23 doctors & 2.56 nurses.



There is a significant gap between demand for and supply of quality health care in India

apart from abysmal public health care facilities. India is faced with many other factors

such as historical under investment, growing population and increasing incidents of

lifestyle diseases.

Health care spending forecast to grow: The nature of health problems is changing rapidly.

As treatments struggle to keep pace with the increasing complexity of health problems

there is an increase in the use of technology innovation.

4.4 Threats

Shortage of Trained Medical personnel: The health care man power population ratio in

India is very low as compared to global norms. Initiatives are not adequate to address the

supply of health care professionals as against the existing high demand.

Competitive pricing between competitors which leads to reduction in the profit levels.

A large amount of revenue comes from the foreign citizens who come for medical

treatment in India. A large proportion of citizens come from US. Now as US is trying to

provide healthcare services in low cost as per new president plan, this may reduce the

revenue.

As a result of the significant growth opportunities in the industry, competition in the

healthcare services landscape, including the hospital and stand-Alpone pharmacy

businesses there has been an increase in competition for patients and customers among

hospitals, stand alone pharmacies and other healthcare services in recent years. This will

cause increased competition for business, resources, locations and market share.



CHAPTER – 5

PROBLEM ANALYSIS

5.1 Statement Of The Problem And Objectives

Problem Statement: “Problem faced by the management in tracking the employees of BLS

certification training / exam.”

Objectives:

To find the easier way to track employees for BLS training / exam

To make sure that the employees are aware of BLS

To make employees are aware of the importance of BLS

Basic Life Support (BLS) – Introduction

BLS is the level of medical care which is used for victims of life-threatening illnesses or injuries

until they can be given full medical care at a hospital. It can be provided by trained medical

personnel, including emergency medical technicians, paramedics, and by laypersons who have

received BLS training. BLS is generally used in the pre-hospital setting, and can be provided

without medical equipment.

Many countries have guidelines on how to provide basic life support (BLS) which are formulated

by professional medical bodies in those countries. The guidelines outline algorithms for the

management of a number of conditions, such as cardiac arrest, choking and drowning. BLS

generally does not include the use of drugs or invasive skills, and can be contrasted with the

provision of Advanced Life Support (ALS). Most laypersons can master BLS skills after

attending a short course. Firefighter, lifeguards, and police officers are often required to be BLS

certified. BLS is also immensely useful for many other professions, such

as daycare providers, teachers and security personnel and social workers especially working in

the hospitals and ambulance drivers. An important advance in providing BLS is the availability

of the Automated External Defibrillator (AED).

http://en.wikipedia.org/wiki/Emergency_medical_technician

http://en.wikipedia.org/wiki/Paramedic

http://en.wikipedia.org/wiki/Layperson

http://en.wikipedia.org/wiki/Pre-hospital

http://en.wikipedia.org/wiki/Cardiac_arrest

http://en.wikipedia.org/wiki/Choking

http://en.wikipedia.org/wiki/Drowning

http://en.wikipedia.org/wiki/Advanced_Life_Support

http://en.wikipedia.org/wiki/Firefighter

http://en.wikipedia.org/wiki/Police_officers

http://en.wikipedia.org/wiki/Daycare

http://en.wikipedia.org/wiki/Teachers

http://en.wikipedia.org/wiki/Security_guard

http://en.wikipedia.org/wiki/Automated_external_defibrillator



This improves survival outcomes in cardiac arrest cases. Basic life support promotes

adequate blood circulation in addition to breathing through a clear airway:

Circulation: providing an adequate blood supply to tissue, especially critical organs, so as to

deliver oxygen to all cells and remove metabolic waste, via the perfusion of blood

throughout the body.

Airway: the protection and maintenance of a clear passageway for gases (principally oxygen

and carbon dioxide) to pass between the lungs and the atmosphere.

Breathing: inflation and deflation of the lungs (respiration) via the airway.

5.2 Methodology and Limitations

Methodology:

Ishikawa diagrams:

Also fishbone diagrams, herringbone diagrams, cause-and-effect diagrams, or Fishikawa

are causal diagrams created by Kaoru Ishikawa (1968) that show the causes of a

specific event. Common uses of the Ishikawa diagram are product design and quality defect

prevention, to identify potential factors causing an overall effect. Each cause or reason for

imperfection is a source of variation. Causes are usually grouped into major categories to

identify these sources of variation. The categories typically include:

People: Anyone involved with the process

Methods: How the process is performed and the specific requirements for doing it, such as

policies, procedures, rules, regulations and laws

Machines: Any equipment, computers, tools, etc. required to accomplish the job

Materials: Raw materials, parts, pens, paper, etc. used to produce the final product

Measurements: Data generated from the process that are used to evaluate its quality

Environment: The conditions, such as location, time, temperature, and culture in which the

process operates.

http://en.wikipedia.org/wiki/Cardiac_arrest

http://en.wikipedia.org/wiki/Blood_circulation

http://en.wikipedia.org/wiki/Breathing

http://en.wikipedia.org/wiki/Airway

http://en.wikipedia.org/wiki/Circulatory_system

http://en.wikipedia.org/wiki/Airway

http://en.wikipedia.org/wiki/Breathing

http://en.wikipedia.org/wiki/Causal_diagram

http://en.wikipedia.org/wiki/Kaoru_Ishikawa

http://en.wikipedia.org/wiki/Cause

http://en.wiktionary.org/wiki/event

http://en.wikipedia.org/wiki/Product_design



Fishbone Diagram:

Appearance Responsiveness

Personnel facility time Time

Accuracy

Courtesy One on one

Service Dependability

Attention Reliability

In Apollo Hospital, BLS is conducted after every two years for each employee from the date of

joining. An employee will be giving BLS training after which exam will be conducted and the

certificates will be issued which is valid for 2 years. After which again the employee has to

attend BLS training conducted by the management and write exam to renew their BLS

certificate. For an organization with 1000’s of employee it becomes difficult in tracking down

each and every employee whose BLS certificates expired.

CAUSES OF THE PROBLEM:

Appearance: It becomes difficult for the management in case of personnel, equipment and

facility for conducting training program for BLS.

Responsiveness: Scheduling time for training and conducting exam for BLS becomes a problem

for the management because all the employees have different timing for BLS certification,

depending on their certificate validity period.

“Difficult in

tracking down

employees for

BLS certification”



Attention: It also becomes a problem for the management for in providing one on one service

due to time constrain.

Reliability: Sometimes it’s difficult to trust the employees to work well and make them behave

in a way the management wants them to be. It becomes difficult to make everyone be dependable

in their work, in serving the patients.

Limitations:

It may not be appropriate for the management since this assumption is based on

observation.

This may not be up to management satisfaction because the ideas have been drawn from

interpretation and suggestions from peer groups.

Ideas may differ depending on individual observation.

5.3 Analysis And Interpretation Of The Problem:

In Apollo Hospital, BLS takes place after every two years for each employee from the date of

joining. To an organization with 1000’s of employee, and besides each employee have joining

dates; it becomes difficult for the management. Thus management faces difficulty in tracking

down the employees for BLS certification. The employees on joining the company undergo BLS

training and writes exam after which the BLS certificate is issued which is valid for only two

years. After two years when the validity of the certificate expires the employee has to undergo

training and writes an exam, which goes on after every two years. And since all the employees

have different joining dates it becomes difficult in tracking the employees whose BLS certificate

expires. It becomes a tiring work to check each employee’s certificate validity and arranging

training programme every now and then. Also, it becomes costly and time consuming in terms of

equipments, manpower and facility.

The management also faces the problem in terms of reliability, attention, appearance and

responsiveness. It’s not easy teaching each and everyone to be dependability and reliable, to

make them behave or make them serve the patient you want them to be.It becomes difficult

making everyone aware of the BLS, to make them understand and know the importance of BLS,

when someone does not intend to do so.



The problem is analyzed by using fishbone technique in which different causes were identified

and the assumptions were drawn. Then the management was suggested with a possibility of a

solution. Since the management has to undergo performance appraisal and employees review

every year, it is suggested that they conduct BLS along with it. So instead of conducting BLS

every two year, the management can reduce to one year. This way the employee need not have to

be reminded every time for their BLS certification.

Moreover it will be less time consuming and reduces costs. Make the employees know that they

should undergo BLS training and acquire a certificate, and then only the performance appraisal

will be done. This way the management need not have to keep reminding the employees about

their BLS certification.



CHAPTER – 6

FINDINGS, CONCLUSIONS AND SUGGESTIONS

6.1 Summary Of Analysis Of Problem:

The problem which I took up in my project is related to Basic Life Support (BLS). The

management faces a problem in tracking down the employees for BLS certification which is held

after every two years for each employee from the date of joining. Since all the employees have

different joining dates and with a huge number of employees it becomes difficult for the

management in tracking and conducting BLS training. It becomes costly and time consuming in

terms of equipment, manpower and facilities. The responsiveness of the employees, the

appearance as in personnel, equipment etc. the attention and reliability and dependability also

contributes to the problem.

To overcome this difficulty the problem was analyzed by adopting fishbone technique for the

problem. The causes of the problem were identified and analyzed to find the solution to the

problem. Some of the causes were responsiveness, reliability and dependability. These causes

were analyzed and the conclusion was drawn based on observation and the management was

suggested with the possible option. The management was suggested to conduct BLS certification

every year instead of conducting after every two years along with performance appraisal and

employees review. This way it reduces the burden to the management in tracking down the

employees and reminding them for their BLS certification. It also saves time and costs.



6.2 Summary of Findings:

Apollo hospital has made a mark in the city of Bangalore in 2007 and is the 42nd

super

specialty hospital of the group and is the first group of hospitals that pioneered the

concept of corporate healthcare delivery in India.

Apollo Hospitals with the help of latest technology and exceptionally committed medical

practioners provide outstanding healthcare organizations.

The organizational structure shows how the duties and responsibilities are segregated to

employees based on their skills and knowledge.

The facilities provided to the Doctors and other employees such as food court, hostel for

Nurses are good.

To enhance performance and services to customers, the Apollo hospitals has also made

available of services to support business, telemedicine services, education, training

programs and research services and a host of other non- profit projects.

Each department has a good communication and collaboration with each department of

hospitals.

The organization structure of Apollo hospital is vertical in nature. Due to this the

decisions taken will take longer time to be implemented.

Apollo hospitals have generally promoted and expand their hospitals internationally and

help in promoting their available services and creating their brand name.



6.3 Conclusion:

As the health industry has been drastically developing within a span of years, Apollo hospitals,

Bangalore has established its presence in the heart of the Bangalore city and is now one of the

leading Corporate Hospitals in Bangalore.

This observation is enough to show that Apollo Hospitals holds a high rank in the quality and

performance. Though facing competition from other corporate hospitals, it stands firm and

continues to provide high quality medical services, Apollo Hospital care for the society and

continues to do many Corporate Social Responsibility (CSR) activities such as free medical

camps, etc. Important attributes of Apollo Hospital are such as brand name, quality, price, state

of an infrastructure, medical equipments and variety of medical services have not only increased

the corporation image but also the brand image.

The Apollo Hospital has been achieving in vision that is touching lives and mission of providing

quality services to the people. The functional requirements of which have been carefully

balanced against the need to safeguard amenity and environmental quality of the hospital campus

and the precinct. The role played by each of the departments are vital in its organization

functioning. Without proper coordination between the departments, the organization structure

falls. The study gave a clear picture on the organizational structure and how much each

department takes up their responsibilities and role efficiently



6.4 Suggestions:

The suggestions drawn through the study are after selection process of the candidates

through personal interviews, tests like aptitude and achievements and personality

development program should be conducted. This helps the company in retaining

employees for longtime.

There is a need of continuous investment in training to ensure that the employees are

equipped with the right skills in order to improve the quality of services.

It can also be suggested that more skilled medical personal such as doctors and nurses are

required for better services to the patients round the clock. The hospital should try to

decrease the average length of stay of patients. Research show that 80% of the revenue

from the patient comes in the first 72 hours post admission.

More employee development programs should be conducted and hiking of salaries should

be done in order to reduce the attrition rate.

Since there are limited health benefits to the employees they should be provide more

health benefits like the regular health checkup.

Effective marketing is suggested in order to promote the Apollo brand in Bangalore since

most of the common people are familiar with the previous tie ups.

Lab service division should have more personnel as the present personal have heavy

workload.



6.5 Learning:

During this one month training period I have come across many new things and learned many

things, which I’m sure will be very helpful not only in my career but throughout my life. This

one month learning period was fun indeed. I have not only learned the subject matter related to

my studies but also the gain out knowledge through this project. Some of the few things I have

learned throughout this training period are mention below:

I came to know the real work environment through this training period.

I learned how various departments in an organization are interrelated and work together

to perform different functions to achieve organization goal.

I was also exposed to selection and recruiting process in an organization.

I learned the importance of punctuality.

I learned many new features in MS Office and PowerPoint presentations, as I typed my

report using it.

I learned the importance of customer and employees satisifaction.

I also learned the coordination among employees to achieve their goal.



BIBLIOGRAPHY

BOOKS

Philip Kotler, Marketing management, Pearson Education, 11th

Edition, 7th

Indian Reprint, 2005

Michael Armstrong, Human Resource Management Practice, Kogan

Page Limited, 9th Edition, 2003

WEBSITES

Www. apollohospitalsbangalore.com

Www. reporterslinker.com

Www. researchandmarket.com

OTHER SOURCES

Documents of the company