Express Healthcare (Vol.9, No.1) January, 2015 by Indian Express

VOL.9 NO.1 PAGES 86

CELEBRATING th

ANNIVERSARY

www.expresshealthcare.in JANUARY 2015, `50

CONTENTS Vol 9. No 1, JANUARY 2015

Chairman of the Board Viveck Goenka Editor Viveka Roychowdhury* Chief of Product Harit Mohanty BUREAUS Mumbai Sachin Jagdale, Usha Sharma, Raelene Kambli, Lakshmipriya Nair, Sanjiv Das

Ushering an mHealth revolution

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Bangalore Assistant Editor Neelam M Kachhap Delhi Shalini Gupta DESIGN National Art Director Bivash Barua Deputy Art Director Surajit Patro Chief Designer Pravin Temble Senior Graphic Designer Rushikesh Konka Artist Vivek Chitrakar Photo Editor Sandeep Patil MARKETING Regional Heads Prabhas Jha - North Dr Raghu Pillai - South Sanghamitra Kumar - East Harit Mohanty - West Marketing Team Kunal Gaurav G.M. Khaja Ali Ambuj Kumar E.Mujahid Yuvaraj Murali Ajanta Sengupta PRODUCTION General Manager B R Tipnis Manager Bhadresh Valia Scheduling & Coordination Rohan Thakkar CIRCULATION Circulation Team Mohan Varadkar

Annie Mathew, Director,Asia Pacific Alliances and Business Development, BlackBerry opines that mobile applications will revolutionise healthcare segment in India | P57 P22: INTERVIEW: ZAHABIYA KHORAKIWALA MD, Wockhardt Hospitals

CHIRANJEEV SHRIVASTAVA

P25: INTERVIEW: KEN POONOOSAMY

NARAYANA HEALTH CITY INAUGURATES DEDICATED BREAST ONCOLOGY UNIT

SIU SIGNS MOU WITH NCCS

PRACTO.COM PARTNERS WITH KARNATAKA GOVT

MED DEVICES GETS 100 PER CENT FDI

BENGAL SPEECH & HEARING FORAYS IN DELHI & NCR WITH SEVEN CLINICS

IPE GLOBAL RECEIVES GRANT FROM USAID

APOLLO EXTENDS ITS REACH IN BENGALURU

INDIAN HIS DEVELOPER, IDEAOBJECT, ACQUIRED BY TELSTRA HEALTH

MAX SUPER SPECIALITY HOSPITAL, SAKET GETS CGREEN OT CERTIFICATE

STRATEGY

P24: INTERVIEW: CEO, Ayushakti Ayurved

INDIAâ&#x20AC;&#x2122;S VANISHING CLINICIANS: IS TECHNOLOGY A PANACEA?

RADIOLOGY

MD, Board of Investment, Mauritius

CARESTREAM TO DISPLAY COMPACT VITA FLEX CR SYSTEM AT IRIA

LIFE

THE YOUNGEST US SURGEON GENERAL HAS INDIAN ROOTS

P48: INTERVIEW: VARUN KHANNA MD, BD India

P50: INTERVIEW: PAUL MAGILL Senior VP, Chief Marketing Officer, Abbott

P52: INTERVIEW: SAMIT JAIN

MD, PLUSS Polymers

Express Healthcare Reg. No. MH/MR/SOUTH-252/2013-15 RNI Regn. No.MAHENG/2007/22045. Printed for the proprietors, The Indian Express Limited by Ms. Vaidehi Thakar at The Indian Express Press, Plot No. EL-208, TTC Industrial Area, Mahape, Navi Mumbai - 400710 and Published from Express Towers, 2nd Floor, Nariman Point, Mumbai - 400021. (Editorial & Administrative Offices: Express Towers, 1st Floor, Nariman Point, Mumbai - 400021) *Responsible for selection of newsunder the PRB Act.Copyright @ 2011 The Indian Express Ltd. All rights reserved throughout the world. Reproduction in any manner, electronic or otherwise, in whole or in part, without prior written permission is prohibited.

EDITOR’S NOTE

15 Anniversary musings: Grooming ‘Gen Next’ th

anuary 2015 marks 15 years since the launch of this publication, initially as Express Healthcare Management, a fortnightly and then rebranded as the monthly Express Healthcare in 2004. These 15 years have been nothing short of transformational in the healthcare sector in India. But then evolution is a continuous process. Changes in technology, regulations, socialeconomic-demographic shifts in patient and disease profiles, are disrupting the healthcare delivery narrative in India and globally. Healthcare leaders will have to reinvent themselves to stay relevant a decade down the line and that is why many corporates are actively engaged in grooming the next generation of leaders who will take their vision further. Nowhere is this trend more apparent than within the country’s leading corporate hospital chains. With many founder-promoters still at the helm, the transition to the ‘Gen Next’ is being planned down to the last detail, keeping in mind the projected demands of the role as well as individual aptitudes of the heirs-apparent. A good example is the Apollo Group, arguably the country's oldest corporate hospital chain. Patriarch founder Dr Prathap Reddy, formalised the succession plan in July and as our cover story in the October issue analysed, this transition was years in the making. His daughters - Dr Preetha Reddy, Suneeta Reddy, Shobhana Kamineni and Sangita Reddy - had stincts in various functions almost since the start of the venture, and grew into their current roles after decades of hard work. Our cover story in this Anniversary issue (Gen Next: Leaders in the making; pages 28-35) continues to spotlight this transition, this time choosing to focus on the grooming of two next gen leaders who are at a relatively early stage in their journey. They bring fresh ideas as well as diverse skill sets, adding to the medical expertise of their father's legacy. As the eldest son of Dr Devi Shetty, founder of Narayana Healthcare (NH), Viren's civil engineering degree followed by an MBA from Stanford more than qualify him to add heft

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January 2015

Healthcare leaders will have to reinvent themselves to stayrelevant a decade down the line and that is why manycorporates are activelyengaged in grooming the next generation of leaders who will take their vision further

to the strategy and planning function. Waiting in the wings are his three siblings, brothers Varun and Anish, both doctors in the making and sister Ameya, who is completing her graduation. Alisha Moopen, eldest daughter of Aster DM Healthcare's founder Dr Azad Moopen, is our second example of ‘Gen Next’ in this issue. She spent six years at EY, qualified as a chartered accountant, then turned enterpreneur by adding a boutique yoga studio, as well as a franchisee restaurant to her achievements before finally taking up a position on the strategy side at Aster. Her two younger sisters are currently not associated with the hospital chain and for now, she is the sole bearer of her father's legacy. Living up to his standards and vision is her personal goal. These are but two examples of this trend and we will be covering more ‘Gen Next’ leaders in forthcoming issues. The February issue will feature GNRC's Dr NC Borah, a pioneer of speciality care in the North East, a much neglected region of the country. He too is grooming his children to manage various functions as GNRC expands operations. Since Express Healthcare is Media Partner at the Health and Hospital Expo at Vibrant Gujarat Summit 2015 (January 8-13, 2015), we have a special story on the event theme: Accessible & Affordable Healthcare. The feature (The Gujarat Model: Is it the way forward?; pages 36-46) analyses how Gujarat is revving up to rectify its less than perfect progress on some key health indicators. With news reports claiming that the government will be cutting instead of adding to the health budget for 2015-16, the role of private healthcare and insurance providers is set to assume even greater significance. The transition stories at NH, Aster DM Healthcare and other major players will be crucial not just for these corporates, but also for patients in India. VIVEKA ROYCHOWDHURY Editor viveka.r@expressindia.com

Express Healthcare wishes all its readers a

QUOTE UNQUOTE

HAPPY NEW YEAR

DR MARTHANDA PILLAI

AMEERA SHAH MD & CEO, Metropolis Healthcare

Incoming President,IMA

My message to all the 2.9 lakh members of this institution is that we need to share our diverse perspectives and experiences and take full advantage of opportunities to innovate and improve care for our patients and the communities we are privileged to serve

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The slash of nearly Rs 6,000 crore from the budget allocation of around Rs 31,725 crore, will put a fragile population at risk whose means to healthcare is likely to dry up. The cut in the Health Ministry budget could impact efforts to control the spread of diseases in the country

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SIU signs Narayana Health City inaugurates MoU with dedicated breast oncology unit NCCS NEWS

Dr Kiran Mazumdar Shaw felicitated for her contribution to bone marrow transplants NARAYANA HEALTH City Bangalore and the staff of Mazumdar Shaw Cancer Center felicitated Dr Kiran Mazumdar Shaw, CMD, Biocon and Director – Mazumdar Shaw Cancer Center for her contribution to bone marrow transplants. Mazumdar Shaw Cancer Center at Narayana Health City has completed more than 400 bone marrow transplants and over a 100 in the current year. Present at the occasion along with Dr Devi Shetty, Chairman, Narayana Health were senior doctors, nurses and staff from one of India’s largest bone marrow transplant units. On sidelines of the event, Dr Mazumdar Shaw also inaugurated ‘Nilima Rovshen Women’s Breast Oncology Unit’, set-up in the memory of her best friend who

succumbed to breast cancer. Talking about the launch of the breast oncology unit, Dr Shetty said, “Breast cancer is the most prevalent cancer among Indian women and accounts for 27 per cent of all cancers among women with majority of the cases from urban areas. Karnataka ranks sixth in breast cancer incidence in India and it is an alarming fact that approximately 53.2 per cent of all women suffering from this cancer in Bangalore are below the age of 50 years. As a leading healthcare service provider, we understand the need for a dedicated breast oncology unit where any woman walking in can avail all services under one roof from preventive care information to advanced diagnostics and treatment options for success-

ful and timely disease management.” It was also an occasion to felicitate Dr Mazumdar Shaw for supporting and generously contributing to the bone marrow transplant unit at the hospital. “It’s a proud moment for all of us as we cross a major milestone of saving over 400 lives through successful bone marrow transplants, which has earned the BMT unit at Mazumdar Shaw Cancer Center the reputation of a ‘Centre of Excellence’. The 14-bedded BMT unit at the hospital is one of the largest in India, managed by an excellent team of hemo-oncologists. The commitment at Mazumdar Shaw Cancer Center continues to give hope to a growing number of patients through advanced cancer care," said Dr Mazum-

dar Shaw. Bone marrow transplant is a highly advanced procedure that involves transfusion of bone marrow stem cells from a healthy donor to a patient. There are three sources of donors from where the bone marrow can be collected – Related Donor, Matched Unrelated Donor and Haploidentical donor. “The nature of blood disorders is either genetic in nature or acquired due to exposure to several risk factors including hazardous environment and consumption of adulterated food,” said Dr Sharath Damodar – HOD & Senior Consultant Hematologist Bone Marrow Transplant Unit, Narayana Health City.” EH News Bureau

Practo.com partners with Karnataka govt Powers government’s M-One App which will allow citizens to search through more than 100,000 doctors across India PRACTO.COM, A leading search engine that helps people find doctors, announced its partnership with Government of Karnataka via the government’s Mobile One (M-One) initiative.

This e-governance initiative taken by the government brings thousands of services at citizen’s fingertips. Practo.com integrates seamlessly with the app and allows millions of citizens to find the

best doctors for them and book appointments. Shashank ND, Co-founder and CEO, Practo Technologies said, “We are thrilled to partner with Government of Karnataka for this initiative and

integrate Practo.com as part of the M-One app. While millions already use our service, we are excited and proud to help millions more find the best doctors for them.” EH News Bureau

The partnership aims to significantly impact the biotechnology and healthcare landscape

SYMBIOSIS INTERNATIONAL University (SIU) and National Centre for Cell Science (NCCS), an autonomous flagship Institute of Department of Biotechnology, Government of India signed a Memorandum of Understanding (MoU) recently for education, training, and fostering quality research in biotechnology, scientific knowledge sharing and promoting inter-institutional cooperation. The partnership aims to significantly impact the biotechnology and healthcare landscape. The MoU was signed in presence of Dr SB Mujumdar, Chancellor, SIU; Dr Vidya Yeravdekar, Principal Director; Dr Rajni Gupte, Vice Chancellor; Dr Rajiv Yeravdekar, Dean, FOHBS; Dr Vinay Rale, Director, SSBS; Dr Shekhar Mande, Director, NCCS; Dr Yogesh Shouche and Dr Manoj Kumar Bhat of NCCS. EH News Bureau

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Med devices gets 100 per cent FDI Industry hails move; asks for more changes to ‘pro imports’ policies IN A CHRISTMAS gift to the medical devices sector, the Union Cabinet gave its approval to carve out medical devices into a separate sub-category and amended the existing Foreign Direct Investment (FDI) policy in the pharmaceutical sector to allow 100 per cent FDI in both greenfield and brownfield projects. An official statement issued after the Union Cabinet meeting referred to the disparity in the growth of the pharma and medical devices sectors, commenting that while the country has the talent required for both sectors, the domestic capital market is not able to provide much needed investment in the med devices sector. The statement made the point that the pharma and medical devices were two different industrial activities. The ‘noncompete’ clause was imposed on the pharma sector to ensure that Indian manufacturers could continue to manufacture generic drugs and cater to the needs of the large number of people in the country and in other developing countries who

The domestic capital market is not able to provide much needed investment in the med devices sector cannot afford branded and patented drugs. This clause was not relevant to the medical devices industry of India, where the country is substantially import dependent and the sector is adversely impacted because of the lack of adequate capital and required technology, stated the note. Hence, the need to carve out a separate sub-category with amended rules. It is hoped that these moves will encourage FDI inflows in the medical devices area. The industry reaction has been positive, calling for more steps in this direction. Dr GSK

Velu, Founder and MD, Trivitron opined that 100 per cent FDI in the sector was already in existence citing the fact that many MNCs have 100 per cent subsidiaries in India, though predominantly with trading and distribution focus. He suggested that actions should be taken to control and restrict 100 per cent trading subsidiary operations in India as he alleged that these trading subsidiaries do not have any manufacturing intent and in fact even distribution margins are being expatriated back to their parent countries by adopting several means. Hence, according to him, apart from 100 per cent FDI in the sector, the government should create the right eco system for manufacturing in the country which presently has ‘pro Imports’ policies with inverse duty structure, lack of control on imports using high sea sales route and no coordinated efforts between academia/ Indian industry in the R&D initiatives. Source: PIB

ANNIVERSARY

Bengal Speech & Hearing forays in Delhi & NCR with seven clinics To open eight more clinics in New Delhi – NCR by March, 2015 and 90 more centres pan India in coming three years BENGAL SPEECH & Hearing Aid, a renowned speech and language pathology clinic announced their foray in Delhi and NCR region with the opening of seven clinics. These clinics are situated in Connaught Place, Chittaranjan Park, Saket, Pitampura, Pashcim Vihar, Laxminagar and Noida. Reportedly, eight more clinics will be opened in the region by March 2015. The company has recently received Rs 25 crore Venture Capital Funding from Matrix Partners India, which will give added impetus to their growth plans. “The demand in the speech and hearing segment is higher and there is enough scope for expansion. Hearing aid market, estimated at over Rs 550 crores, and is growing at a rate of more than 20 per cent per annum. We have chalked out an effective plan to tap the market. We are aiming at having 90 more clinics in next three years in metros

and tier-II cities. We expect to generate revenue to the tune of Rs 100 crores by 2016 – 17,” said Audiologist, Somenath Mukherjee, Founder and Chairman, Bengal Speech and Hearing. With the launch of these seven clinics, Bengal Speech has 30 clinics in eight cities, including Kolkata, Mumbai, Delhi – NCR, Guwahati, Bhubaneswar, Siliguri, Burdwan and Howrah. The pan – India expansion will commence soon, informs a company release. “The journey that began in a hostel room, is now a steady and competing business. Today, we have over 300 employees working for us and the number will be around 500 by March, 2015. We would also open up a Speech and Hearing College in Kolkata in the coming two years’ time,” added Mukherjee. Bengal Speech will have more than 500 centres in India within the next 10 years. EH News Bureau

IPE Global receives grant from USAID To provide technical assistance to the GOI in ending preventable newborn, child and maternal deaths IPE GLOBAL has received a grant from the United States Agency for International Development (USAID) to assist the Government of India (GOI) in ending preventable newborn, child and maternal deaths. IPE Global will assist the GOI and other key stakeholders including the civil society and the private sector to scale up interventions in Reproductive, Maternal,

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Neonatal, Child and Adolescent Health (RMNCH+A) in India. The project will provide technical experts to work with the Ministry of Health and Family Welfare, GOI at the national, state and district level. The focus will be on six states which include Delhi, Haryana, Himachal Pradesh, Jharkhand, Punjab and Uttarakhand where the GOI has designated USAID as the

lead development partner. As needed, project will also provide specific technical assistance to other high-burden states. “We are proud to be associated with such an important national programme for saving the lives of babies, children and mothers,” said Ashwajit Singh, Chairman and MD, IPE Global. Some of the recent projects where IPE Global has been en-

Project will also provide specific technical assistance to other highburden states

gaged to provide their technical assistance are DFID: Design and Implementation of Sector Wide Approach to Strengthen Health (SWASTH) in Bihar, India; ADB: Monitoring and Evaluation of Nutrition Improvement through Community Empowerment (NICE), Indonesia; DFID: Technical and Management Support Team (TMST) for Design and Implementation of Odisha Health Sector Reform Plan, India among others. EH News Bureau

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Apollo extends its reach in Bengaluru To set-up third super speciality hospital in the city with 200 beds at an investment of Rs 150 crores

service by April 2015. The group is also planning to expand the reach of its Apollo clinics to 20 from 14 across the state and set up one more Apollo Cradle over the next 12 months.

The group's Banergatta hospital has an oncology centre with an advanced radio surgery system (True Beam), making it one of its kind in Asia. The orthopaedic centre at Jayanagar

has achieved the milestone of conducting 1,000 joint replacement procedure this calendar year. At present Apollo has 8,488 beds across 51 hospitals, 1,586

pharmacies, 92 primary care and diagnostic clinics, 100 telemedicine units in 10 countries. EH News Bureau

M Neelam Kachhap APOLLO HOSPITALS, one of the largest leading integrated healthcare provider in India, is set to increase its presence in Karnataka by adding a 200-bed hospital at Malleshwaram, Bengaluru. Currently, the company has investments of Rs 500 crores in Karnataka with two hospitals at Bengaluru and one at Mysore. According to Dr Prathap C Reddy, Chairman, Apollo Group of Hospitals, â&#x20AC;&#x153;Karnataka has been on top of the medical tourism map which is being extensively promoted by Apollo Hospitals. We have generated about Rs 100 crores in precious foreign exchange for the government. Our hope is that with newer facilities, we will not only be able to reach more patients in the state but attract more patients from Asian countries as well.â&#x20AC;? Apollo Hospitals Malleshwaram will offer the complete range of diagnostic services including a 128-slice CT scan, 1.5T 18 channel MRI and highend 4D ultra-sonography among others. The emergency services will be operational 24X7 and the state-of-the-art operation theatres with adequate post-op facilities will enable complex surgeries at the hospital. The hospital will open for

The emergency services will be operational 24X7 EXPRESS HEALTHCARE

January 2015

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Indian HIS developer, IdeaObject, acquired by Telstra Health IdeaObject will be integrated into Telstra Health, Australia’s largest telecom and tech firm THE BUSINESS of Indianbased health software developer IdeaObject has been acquired by Telstra Health, the eHealth business unit of Australia’s largest telecom and technology company. The IdeaObject business along with the business of Cloud9, an Australia-based eHealth cloud software devel-

oper which has also been acquired by Telstra Health, will be integrated into Telstra Health, with this work commencing immediately. Jim Flynt, currently Telstra Health’s General Manager of Health Applications, has been appointed CEO of Cloud9, while the existing Indian executive management team will con-

tinue to have responsibility for the day-to-day operations and product development activities, as C-HIS is integrated into the broader Telstra Health strategy. “The acquisition of both C9 and IdeaObject helps to strengthen our next generation Hospital Information System offerings to our healthcare customers whilst building on a strong Asian footprint,” Flynt said. “The solution includes key clinical ancillary solutions such

as pathology, pharmacy and radiology. Beyond this, the solution is fully cloud enabled and embraces contemporary industry interoperability standards. From its inception, the product was designed from a true global perspective in a way that accommodates many of the market idiosyncrasies that have plagued the hospital sector for decades, especially the large off shore incumbent vendors; such as a need to support multiple languages, date formats, currencies and work-

flows. The system is also highly configurable which supports a much smoother, quicker and less costly implementation. Aside from the world-class technology that these solutions offer on their own, we see real value from the people behind them and are delighted that all staff will be transferring across to Telstra Health and continue to bring innovation and eHealth solutions to the healthcare system,” Flynt said. EH News Bureau

Max Super Speciality Hospital, Saket gets cGreen OT certificate The certification is expected to establish unifor mity in the safety standard in OTs MAX SUPER Speciality Hospital, Saket was accredited with ‘cGreen OT Certificate’ by Bureau Veritas to ensure patient safety in operation theatres. The certification is expected to establish uniformity in the safety standard in operation theatres and will minimise the risk of infection in OTs. Max Super Speciality Hospital, Saket is the first hospital in the world to receive this certification. The Green OT certification project is a first in the world certification and also the first ‘Made in India’ certification protocol developed by Bureau Veritas in conjunction with multi hospital stakeholders like clinicians, bio-medical, hospital QA, Green House Gas surveyors, administrators etc. Talking about the need for this certification in India, Rajit

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21 operation theatres at Max Hospital, Saket have been structured to minimise any form of pollution or Bio Medical waste being disposed of by the hospital Mehta, Deputy MD, Max Healthcare said, “cGreen OT certification shall help patients identify the hospitals which have achieved a safe and infection free environment inside the OT area. Educated and informed patients can choose the cGreen OT certified hospitals for their surgeries in order to be sure of the supreme level of quality. This is a great initiative by Bureau Veritas as it is very crucial for hospitals in India to measure the qual-

ity of their operation theatres based on a defined parameter.” Green from an OT perspective covers all parameters like air flows, OT set up, anaesthesia machines, types of volatile agents used, filling systems adopted and scavenging systems in place. Green connotes cleaner techniques using modern technology and processes with a sensitive approach to environment. Dr Kamal Fotedar, Director-

Anaesthesia, Max Super Speciality Hospital Saket, spoke about the process of making the hospital green from operation theatre (OT’s) perspective. He said, “21 operation theatres at Max Hospital, Saket have been structured to minimise any form of pollution or Bio Medical waste being disposed of by the hospital. Volatile and other inhalational anaesthetic agents are used to anaesthetise patients and these are vented out of the building as waste gases. These anaesthetic gases contribute to global warming and ozone depletion. It is therefore, necessary to put in place and practice a system of low flow anaesthesia which needs continuous, intense monitoring with sophisticated machines and scavenging system.

This precisely and significantly reduces the green house gases emission from theatre. The cGreen OT certification assures our patient about safe anaesthesia administration methods adopted in our OTs. Some other key measures include controlling of temperature by measuring heat, coolness and humidity in operation theatre thereby addressing the issue of perspiration, which is one of the causes of infection in OT’s.” Bureau Veritas conducted assessments/audits of the hospital that focused on prevention of surgical site infections, safe anaesthesia, safe surgical teams and equipment and a measurement and quality assurance mechanism. EH News Bureau

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PRE EVENTS

New Delhi to host MEDICAL FAIR INDIA 2015 The event’s new focus would be hospital infrastructure

A spirit of

Continued on Page 20

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THE 21ST Medical Fair INDIA will be held in Halls 11, 12 and 12A of the Pragati Maidan Exhibition Centre in New Delhi from March 21-23, 2015. For the first time, a new segment has been included to extend the Medical Fair India 2015 with an aim to bring a further rise in the number of trade visitors. Under the new focal theme ‘hospital infrastructure’, not only medical products for clinical applications will be exhibited but also all products and product groups required for building, furnishing and operating hospitals, clinics and health centres. This expansion of scope aims to address additional visitor target groups such as hospital directors and owners, hospital managers/decisionmakers and representatives from ministries. Thus, Medical Fair India 2015, with the addition of new focus sector, intends to widen its spectrum and not just be seen as a medical device technology event. The conference programme also promises to be as extensive as ever: an additional, high-calibre conference on hospital infrastructure comprising new forums and workshops will provide an opportunity for in-depth exchange of experience. Here exhibitors can showcase their products and their companies to a wide expert audience including medical professionals,

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POST EVENTS

1 edition of HIM concludes on a successful note st

The three-day exhibition witnessed major industry players exhibiting at the show LEADING hospital infrastructure show, Hospital Infrastructure and Management (HIM), concluded successfully with positive response from 3256 business buyers who attended, providing a great platform for the exhibitor companies trying to win tenders, drive sales and increase market shares in healthcare infrastructure, construction and maintenance. The three-day exhibition witnessed major industry players exhibiting at the show and a two-day seminar that covered relevant topics focusing on healthcare design and infrastructure, such as ‘Delivering optimum space utilisation for your hospital’, ‘Identifying a one-stop solution for designing and building healthcare projects’; ‘Flooring your patients – understanding the importance of vinyl for hospitals’; ‘Surgical site infection: innovative solutions for tackling one of the most critical challenges facing hospitals today’ amongst various others. The seminar was attended by VIPs from Reliance, Hiranandani, Fortis, Kokilaben Dhirubhai Ambani, Hinduja, Apollo Group and other hospitals along with validated industry buyers including key budget holders for hospitals, as well as policy makers, consultants, health ministry and investors in healthcare projects. Some of the feedback from some of the participating

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HIM 2015 promises to be bigger and more power-packed

exhibitors are as follows: “It was a nice conference and exhibition, very well organised and much needed for the healthcare infrastructure industry.” -Moulik Panchal, Drager

“Participating in HIM 2014 has provided a better insight to what the local healthcare sector needs and how we can improve the quality of healthcare in India.” – Ajit Kothiwale, Stantec

“The overall expo was very good. The response from visitors (doctors) was great. Looking forward to the expo next year.” - Vijay Dalvi, Janak Healthcare “This is the first time we’re

exhibiting and it was a valuable experience. HIM provided us with the opportunity and learning interface to network with the hospital industry. We thank the HIM team for a job well done and look forward to participating at HIM 2015.” – Salim Khan, Country Sales Head, Redeminet Having delivered a successful first show, HIM 2015 promises to be bigger and more power-packed catering to the growing demands of this thriving industry.

Hybrid Operating Room Prepared for the future

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www.maquet.com

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Wockhardt Hospital conducts nd 2 Group Infection Control Conclave Industry experts from across the country delivered lectures on the importance of hospital infection prevention and control initiatives WOCKHARDT HOSPITALS conducted their 2nd Group Infection Control Conclave recently at Hotel Pride in Nagpur. Industry experts from across the country delivered lectures on the importance of hospital infection prevention and control initiatives. Reportedly, the conference was attended by about 150 associates, 60 of whom were from all Wockhardt Group of Hospitals and about 80 external delegates from 19 institutions comprising medical colleges, hospitals and nursing homes, and management colleges from in and around Nagpur city. During his address, Dr Clive Fernandes, Group Clinical Director, Wockhardt Group Hospitals shared with the audience that the chief objective of the conclave was to communicate and share some of the best industry practices related to infection prevention and control with our community hospitals and institutions as well as help each one in implementing these practices

Infection control and prevention handbook by Wockhardt Hospitals released at the conclave

in their institutions. The programme was inaugurated by Dr Girdhar Gyani, President, Association of Healthcare Professionals of India (AHPI) who spoke on the importance of spreading awareness on good infection prevention activities across all hospitals in our country. He also spoke on the importance of quality accreditation in the country and how 17 lakhs laboratories were running without quality control.

A wide array of topics, covered by both the external and internal faculty, included VAP, UTI, SSI, CDC surveillance, modern microbiology, perioperative care, infection control facts vs myths, antibiotic stewardship initiatives in India, eradicating MDR bugs from the ICU etc. Each session was followed by a round of questions from the audience which the faculty addressed. There were also panel discussions wherein the audience was

actively involved. The feedback forms showed that apart from enjoying the whole programme the participants liked the panel discussions the most. On the second day of the conclave, Wockhardt Group of Hospitals released their infection control and prevention handbook. It was released by Dr Gyani, along with Dr Fernandes, Dr Nitin Shinde, Dr Alka Thool, Vijayarani Durairaj, Head Quality, Wockhardt Group of Hospitals, K

Sujatha and Sunil Sahasrabuddhe, Center Heads for the two Wockhardt Hospitals at Nagpur. The representatives of Indira Gandhi Medical College, Govt Medical College, Orange City Hospital, Care Hospital, Lata Mangeshkar Arogyam, Ashwini Kidney Hospital, Mure Memorial, Dhruv Pathology, J.N.M.C. Sewage Medicure, were among some of the external institutions that participated.

Association. The Medical Fair India, held alternately in Mumbai and New Delhi every year, last time reportedly registered 443 exhibitors who, in turn, attracted over 8,000 registered trade visitors eager to learn about innovations from segments such as medical device technology, hospital, health centres and clinical equipment, rehabilitation, furnishings for pharmacies and care

centres/furniture.

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Medical Fair India 2015... producers, and hospital decision-makers as for the first time – retailers and distributors. The Medical Fair India 2015 is supported by renowned German, Indian and international associations, grant issuing and government bodies like Association of Diagnostics Manufacturers of India, Medical Surgical and Healthcare Industry Trade Association (MSAHITA) and the other cooperation partners such as

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the Indian Association of Sports Medicine, the Indian Association of Physical Medicine and Rehabilitation, Association of Healthcare Providers of India etc. Indian hospitals such as the Apollo Hospitals Group and Fortis Healthcare as well as international partners like Association of British Healthcare Industries, Agence wallonne à l'Exportation et aux Investissements Etrangers, Federal Ministry for Economic

Affairs and Energy, Brussels invest and export, China Chamber of Commerce for Import and Export of Medicines and Health Products, Flanders Investment and Trade in Brussels, Korea Medical Devices Industrial Coop. Association, Malaysian Rubber Export Promotion Council, Shenzhen Association of Medical Devices, SPECTARIS, Ubi France as well as ZVEI, the German Electrical and Electronic Manufacturers’

Contact Stephan Küppers Email: KueppersS@messeduesseldorf.de, Tel: +49 (0) 211 45 60-7715 Website: www.medicalfairindia.com Guru Prasath Messe Düsseldorf India Email: PrasathG@mdindia.com, Tel: +91 (22) 6678 9933 Ext:110

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Aii celebrates first anniversary Launches book titled, 'Aii - The journey so far 2014' THE ALLIANCE for Immunization in India (Aii), a Civil Society Organization (CSO) platform for strengthening immunisation programme in India, celebrated its first anniversary recently at the India Habitat Centre, in New Delhi. To commemorate the day, the Alliance and its CSO members organised the release of a book titled ‘Aii- The journey so far 2014’ on the journey of the Aii in the past one year. The book included the various field level activities undertaken by its members to spread awareness about the importance of routine immunisation (RI) across their respective areas of work. Health experts and heads of leading development and international organisations, including Anuradha Gupta, Deputy CEO of GAVI; Dirk Gehl, Sr Country Manager GAVI; Dr Naveen Thacker, GAVI Alternate Board Member; Dr Roma Solomon, Director, CORE Polio; Dr Jacob John, Health Expert; Dr Tony Castleman, CRS Country Director were at the event. Gupta said, “Aii can serve as an integrated service delivery platform for health in the country. We need to look at ensuring all vaccines for all children.” She further stressed that Aii must focus on pockets with low immunisation coverage within the state. Gehl said, “CSOs in India have come a long way, not just in terms of providing services but also in terms of being heard by the government and decision makers.” The event was attended by representatives of various organisations working on child health issues, with a special focus on routine immunisation. The gathering comprised state level CSOs and technical experts from Bihar, Jharkhand,

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Rajasthan and Uttar Pradesh. Representatives of GAVI CSO platform in Bangladesh were also present. The group

shared their experiences on strengthening routine immunisation in Bangladesh. Some other sessions during the day

focussed on the update on Aii by Dr Bhupendra Tripathi (Aii Chairperson), update on Health System Strengthening

by Dr Ambujam Kapoor Nair (PHFI-ITSU), and Role of CSOs by Monica Chaturvedi (PHFI-ITSU).

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‘M-visa has been a great boon but the process needs to be simplified’ In an exclusive interview, Zahabiya Khorakiwala, MD, Wockhardt Hospitals, elucidates the steps needed to take India's medical tourism potential beyond borders, to Steena Joy

What is your perception of India's potential as a medical tourism destination? The last one decade has seen unprecedented growth in the Indian medical tourism industry which was approximately $1.9 billion in 2011 and is expected to grow at CAGR of 27-28 per cent. In 2014 it is expected to reach approximately $4 billion. India, with its excellent infrastructure facilities and global equivalent in-house medical talent, is well placed to attract medical travellers. We need to note that the Indian medical travel industry gets travellers mostly from developing/underdeveloped countries. According to a recent ministry report, the US and UK which send the highest number of travellers (all types) to India account for only three per cent of medical travellers. In the last two years, Wockhardt has outpaced industry growth percentage by far and we remain bullish towards growth in this sector. We are strengthening our relationships with institutions like Partners Medical International to continuously match best global benchmarks in healthcare service delivery. Countries are recognising that medical travel to India is not only economical but also with quality benchmarked to the best in the world. We are also developing programmes to enable local capacity building for other countries which will enable them to develop their own medical care infrastructure. There is a belief that such steps may have an adverse

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impact however we believe that this not only helps in strengthening the relationship between two countries but also helps us in establishing ourselves as centres of excellence in our chosen field of medical care. Such steps when supported and promoted by governments will ensure achievement of anticipated growth. How has the M-visa facilitated medical tourism into the country? The introduction of Medical Visa (M-visa) has been a great boon but the process needs to be simplified. Currently the patients are supposed to physically visit the embassy and present a lot of paperwork to get the visa sanctioned. The facility is a good step however the legal framework needs to evolve. We hope the recently launched E-visa facility is extended to more countries with special consideration to medical tourists. It’s a good step in the right direction. Which treatments are the most popular in medical tourism? For medical travel in India we see major flow in the fields of super-specialities like oncology (cancer), orthopaedics (joint replacements), spine treatments and fertility treatments. Paediatric cardiac is another area which generates interest especially in the underdeveloped/ developing geographies. What facilities does Wockhardt offer to a medical tourist?

Wockhardt offers ‘flight to flight’ services to a medical tourist. That is the patient and attendants are taken care from the point of arrival at the airport to the point of departure from the airport. While clinical services are taken care of, the attendants too are serviced and their comfort is also looked into.

We hope the recently launched E-visa facility is extended to more countries with special consideration to medical tourists. It’s a good step in the right direction

How does India compare to her Asian neighbours in terms of ◗ Costs: We saw growth in the last decade in this sector and the prime reason for the same was the economical treatment available in India. While costs remain an important aspect in decision making we have seen that the quality of care is becoming more important for the patient. Our Asian neighbours compete with us mostly not on price but perception of quality offered. The growth the sector has witnessed has attracted many new service providers with primary focus on cost. It is time that it is recognised as an industry and the government should ensure certain forum/ legislative control to ensure that quality becomes the focus for healthcare providers in India. This is necessary to ensure long – term mutually beneficial relationships and curb only price based competition. Focus on quality will also open new geographies. ◗ Post operative care: It is good. But while the postoperative care in clinical terms is taken care of, the non clinical facilities are a major concern. Patients need affordable and secure tourist

friendly places to make their stay comfortable. ◗ Infrastructure: Clinical infrastructure is excellent and we are comparable with the best service providers in the world. Sadly, it is the public infrastructure in India – the roads, public transport, cleanliness, etc, on which we rate below our competitors like Singapore and Malaysia. It is to be noted that it is this infrastructure which creates a general perception about India. How can the government build India's image as a safe and curative medical tourism hub? ◗ The government has to take the initiative in terms of communicating the quality care offered in India. For example: Organising international medical/clinical conferences to discuss medical challenges, tie-ups with foreign universities, etc. ◗ Recognition of mutual medical qualifications between any two countries. This will enable our doctors to share their learning with doctors in other countries and establish confidence among the medical fraternity. It will also help in organising more engaging training programmes for the local doctors in India leading to capacity building in the country. ◗ Health laws – India is largely unregulated with regard to medical practice. Laws ensuring safety and evidence based medical practice will help India convey quality focus. ◗ Publicity of Indian quality norms and Indian

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MARKET accreditations (NABH, NABL) in other countries. ◗ Expanding scope of such institutions outside India (like JCI, UK) helps establishing credibility. Expanding the scope of institutions like NABH will help in establishing the quality focus of Indian healthcare. What more needs to be done by the government/ public/private sector to tap India's potential in medical tourism? What are your expectations from the Modi government in terms of medical tourism? Our wishlist includes: ◗ Easing visa norms – Recent launch of E-visa should definitely help in promoting tourism. ◗ Simplifying regulations like the ones required for transplants. At some places a

We support stringent laws to ensure that the rights of medical tourists as patients and as foreign citizens are protected and patient safety is ensured patient has to wait months before approval is given. While curbing malpractices is essential, the legal framework acts as a deterrent. ◗ Government support in terms of establishing meaningful relationships with foreign governments. ◗ Connectivity of our major medical hubs with foreign countries. Currently direct flights are available mostly with metros and a direct correlation can be seen with respect to the development of the medical travel industry

in India. Air connectivity is the biggest decision making parameter as was revealed in the primary survey done recently on medical travellers. ◗ While India has huge potential in terms of services it can offer to world markets, the country’s highly fragmented and individual private hospitals work on their individual strategies. The government can set up a council and give direction at the macro level to regulate and facilitate business growth.

Any other issue you would like to comment upon? There is a need for development of medical hubs at tourist preferred locations. For example Goa – a state which attracts the highest number of tourists in India (especially from developed countries) does not have any policy in this regard. The Government of India alongwith the state governments should highlight the sector and develop such hubs. Also, the growth of this industry has invariably led to

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malpractices. We support stringent laws to ensure that the rights of medical tourists as patients and as foreign citizens are protected and patient safety is ensured. A dedicated grievance redressal cell for such travellers with representation from all recognised institutions will help unite the industry and promote the Indian offering in world geographies. It is also to be noted that medical travel industry is not just about work towards treatment service but it also gives strength to the bilateral relationships between countries. The cultural exchange and the business opportunities which follow once the citizen is exposed to services/products in India are immense. steena.joy@expressindia.com

F o r m o r e d e t a i l s c o n t a c t

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‘Ayurveda is the future, people are moving back to nature’ As ayurveda begins to gain popularity world over, Indian ayurveda providers are directing all their efforts in endorsing the practice.Ayushakti, a leading AYUSH practising company, has been on a constant endeavour to put ayurveda on the global map. Chiranjeev Shrivastava, CEO,Ayushakti Ayurved shares the company’s future plans and expectations, with Raelene Kambli

What is the current size of the Ayurveda industry in India? The total size of the Indian ayurvedic market is Rs 50 billion and it is growing substantially at a rate between 10-15 per cent, with the same growth rate targetted for the next 10 years. What is the size of the company? Ayushakti Ayurved is a Rs 42 crores company with a growth rate of 30 per cent p. a. How many centres do you have across India? We have 10 Ayushakti centres across India and two franchise centres. What are your plans in the coming years? We are planning for the launch 50 more centres in Maharashtra in the next three years. In the next five years we are planning for an IPO.

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You are planning an IPO. Tell us more about it? We are looking at exponential growth in Ayushakti Ayurved. Currently, ayurveda is also being endorsed by our respected PM. I believe in our ancient tradition of treating illness and today more than Indians, the Westerners believe in our ayurveda. I believe that it is time for Ayurveda to reach every corner of the globe, for which we need the support of our people and hence, the IPO, to initiate this vision. What are your immediate goals for 2015? How are you going to achieve them? Our immediate goal for 2015 is to make ayurveda accessible to the masses; we want to widen our presence in Maharashtra with 10 new Ayushakti franchise centres. We are also launching a DeTox mobile van in Mumbai this year, this will be

a pilot followed by five more Mobile DeTox Vans in Mumbai. Patients who cannot reach our centres can avail of this facility. We have also developed a software called Satya in the international market. It is a software system which helps to follow Ayushakti’s authentic ayurveda practice.

Our immediate goal for 2015 is to make ayurveda accessible to the masses

What are your projections for the industry in 2015? Ayurveda is the future; most of the Western people have already started following ayurveda/alternative medicine. For e.g., our own patient Dr Garner, a Medical Director from KWA Rottal has installed an ayurveda clinic in his neurological hospital. Very soon, every hospital will have ayurveda as its additional arm to address diseases and chronic illnesses which cannot be cured with Western medicine or are only suppressed by Western medicine.

I foresee ayurveda emerging as one of the biggest industries in health and wellness. In short, ayurveda is the future, people are moving back to nature. What is your opinion about Ayurveda practitioners prescribing allopathic medicines? What are the developments in this arena? In foreign countries, we have seen allopathic doctors inclined towards ayurveda/ alternative medicine. For some reason, post independence, India has only followed the Western culture and therefore it will not be easy to change the attitude and the beliefs which currently people have towards ayurveda. I believe when our people will see Western doctors practising ayurveda, the revolution will begin in India. raelene.kambli@expressindia.com

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â&#x20AC;&#x2DC;Mauritius has the potential to transform itself into a medical hub for the regionâ&#x20AC;&#x2122; Ken Poonoosamy, MD, Board of Investment (BOI), Mauritius outlines their strategies to attract investments in healthcare by positioning Mauritius as a hub for medical tourism, in an exclusive interview with Viveka Roychowdhury What has been Mauritius strategy in terms of choosing focus sectors to attract and facilitate investment? The Board of Investment (BOI) has a very important role of promoting and facilitating investment in Mauritius. BOI has a focused strategy, targeting foreign

investors in high value-added and innovation-driven sectors. While maintaining its marketing effort in the traditional source countries of FDI, BOI is putting additional resources to tap the markets in Asia and Africa. One of the sectors where significant emphasis is being placed is the healthcare sector.

Why has healthcare/medical tourism been chosen as a key target sector by the BOI? Today, Mauritius has the potential to transform itself into a medical hub for the region. Not only can we provide the latest advanced medical procedures and treatments to our local citizens but we are also well

poised to become a destination for medical tourism. Nearly half of the foreign patients visiting the island in the past years originated from the Indian Ocean islands, namely, Madagascar, Reunion Island, Seychelles and Comoros. European countries, including France and UK, made up for

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more than 20 per cent of the arrivals while the remainder consisted of patients from India, South Africa, the Middle East and other countries. With its strategic location at crossroads of Africa, Middle East and Asia, Mauritius is now positioning itself as a leading provider of medical care to foreign patients. Who were the early movers/believers in Mauritius as a medical tourism destination and which are the major hospital chains with a base in your country today? The major hospital chains include Fortis Clinique Darné (a JV between Fortis Healthcare, India and Mauritian Industrial Group CIEL), Apollo Bramwell Hospital (a subsidiary of the British American Investment Group, a leading private conglomerate in Mauritius and the Chennai – based Apollo Group of Hospitals), Dr Agarwal’s Eye Hospital Limited and Metropolis Mauritius (JV between Metropolis Healthcare and Bramser Lab Services) which provides clinical laboratory infrastructure and support services to locally registered clinical pathology practice. Other main healthcare providers include Centre Esthetique de L’Ocean Indien (specialised in cosmetic medicine and hair crafting), Dentcare (specialised in dentistry), Harley Street Fertility Centre (specialised in fertility treatment) and Les Mariannes (specialised in rehabilitative medicine). How much of Mauritius' GDP comes from medical tourism? How has it grown over the years and what is the target? The contribution to GDP by the human health and social work activities has increased constantly over the past few years. It is expected to contribute around 4.4 per cent of the GDP in 2014. The BOI conducts an annual survey of private healthcare

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providers which reveals that the number of foreign patients travelling to Mauritius for treatment has steadily increased over the recent years. How is this segment regulated in Mauritius in terms of fair pricing, adherence to international guidelines etc.? The medical services provided in public healthcare institutions are free to the Mauritian population. Cost of procedures in the private sector are not regulated but are usually lower than that practised in Europe or some countries in the region for e.g. cost of cardiac procedures in Mauritius cost around 50 - 60 per cent less than that practised in private clinic in UK. An increasing number of the local population has medical insurance cover and hence have recourse to private clinics for medical treatment. There is no difference in fees charged for local and foreign patients. Furthermore, medical insurance providers have worked on a scale of cost document regarding the fees charged by a private surgeon which the latter is recommended to abide to. The scale of costs gives an indication of the fees to be charged by private surgeons for specific procedures carried out in private clinics. How many patients come to Mauritius for treatment and what is the trend in terms of major origin countries, treatment areas, etc.? In 2014, the projected number of foreign patients travelling to Mauritius for treatment is estimated to be around 15, 000. Out of the 15,000 foreign patients, around 65 per cent is expected to come for outpatient

Mauritius is now positioning itself as a leading provider of medical care to foreign patients treatment and around 35 per cent for inpatient treatment. The average spent per foreign patient is around MUR 15,000 per patient. Foreign patients are travelling to Mauritius to seek medical treatment in niche areas which include cardiology, ophthalmology, orthopaedics, cosmetic surgery and procedures, fertility treatments, dentistry, hair crafting, stem cell treatment, amongst others. Mauritius is been known as a premium tourism destination. Is the focus on the premium medical tourism segment? Mauritius is known internationally as a high end tourism destination. The opening of the economy has attracted flagship healthcare providers to Mauritius namely, Apollo Hospitals, Agarwal Eye Hospital and Fortis Healthcare. The presence of such prestigious names has positioned Mauritius as a destination for medical tourism. Furthermore, the BOI organises targeted export of services missions to promote medical tourism in neighbouring African countries with the participation of the Mauritian

private healthcare sector. These missions are ideal platforms for local private healthcare providers to interact with their African counterparts and also enable them to showcase their services to countries in the region. The objective is to attract further foreign patients to Mauritius. Private operators have also enlarged their activity base and have invested on the African continent. Fortis group has invested in International Hospital Kampala (IHK), Uganda and Agarwal Eye Hospital has invested in facilities in Mozambique, Madagascar and Seychelles. Further expansion projects from other operators are expected to materialise in the coming months. Mauritius also has a talented pool of healthcare professionals which are classified below (as at 2013): ◗ 16.2 doctors per 10,000 population ◗ 2.8 dentists per 10,000 population ◗ 3.7 pharmacists per 10,000 population ◗ 30.8 qualified nurses and midwives per 10,000 population Government has always shown a strong commitment to encourage the development of the healthcare sector and hence has put in place an enabling legal and regulatory framework for medical services whereby the Ministry of Health and Quality of Life regulates all activities pertaining to private and public healthcare services. The Private Health Institutions Act provides the guidelines which private operators have to abide to operate according to international norms and conditions.

BOI’s annual survey of private healthcare providers reveals that the number of foreign patients travelling to Mauritius for treatment has steadily increased over the recent years

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The Medical and the Dental councils regulate all activities related to medical practice in Mauritius. The Medical Council Act and the Dental Council Act require that local and foreign medical practitioners must be registered with their respective councils prior to start practice. The Traditional and Alternative Medicine Board under the Ministry of Health regulates all activities pertaining to traditional and alternative medicine namely, Ayurveda, Chinese traditional medicine, acupuncture amongst others. Some treatments require longer stays for recuperation. What are some of the features offered as part of tie ups between hospitals and hotels? Private hospitals and clinics work in close collaboration with hotels to provide a full health package to foreign patients which include medical procedures, accommodation, airport transfers amongst others. How has this impacted access to healthcare for the local population? This has positively impacted on access to healthcare, for instance, Mauritius private healthcare sector can now boast to have state-of-the-art facilities and qualified personnel to cater for the growing healthcare needs of the island and the region. Mauritius is slowly crafting a solid reputation as medical tourism destination. The standard of healthcare delivery has significantly improved. Mauritians are travelling less for high end medical services such as specialised retinal surgeries, cardiac electrophysiology procedures amongst others. The JCI accreditation of Apollo Bramwell Hospital in 2013 is an example of clear cut efforts being made by private healthcare providers to enhance the quality of healthcare services provided to Mauritian citizens and foreign patients. viveka.r@expressindia.com

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JAN 2015 - FEB 2015 29

IRIA 2015

IRIA 2015 Date: Jan 29 - Feb 1, 2015 Venue: Hotel Le Meridien, Kochi, Kerala Summary: The 68th Annual conference of IRIA will be hosted by Kerala chapter of IRIA. It will comprise a scientific programme oriented to the practicing radiologist and focused on sub-speciality work. Wide ranging academic feast including workshops, lectures,

paper/poster presentations, image interpretation with audience response and orations are also a part of this conference. It will also consist of prime time sessions offering guidance to exam going PGs and young radiologists entering practice. Contact Dr K Mohanan/Dr PC Shaji IRIA 2015 Secretariat,

14th World Congress on Public Health in 2015

IMA House, Stadium Link Road, Kathrikadavu, Kaloor KOCHI-682 017 (M) +91 85890 54499 Email: iria2015kochi@gmail.com Website: www.iria2015.com

14TH WORLD CONGRESS ON PUBLIC HEALTH IN 2015 Date: February 11-15, 2015 Venue: Science City, Kolkata

Summary: The 2015 Congress will offer unique opportunities to discuss global and national public health issues among the global public health community and other key stakeholders. It will provide a unique opportunity to help catalyse change, bringing together and bridging perspectives from various disciplines of public health to infuence governments, organisations,

agencies and institutions around the world to meet the challenge of improving peopleâ&#x20AC;&#x2122;s health. Contact Indian Public Health Association (IPHA) 110, Chittranjan Avenue Kolkata â&#x20AC;&#x201C; 700073 Phone: (033) 32913895 Email: secretarygen@iphaonline.org Website: www.14wcph.org

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cover ) GEN NEXT

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Commencing our GenNext series, an analysis on how two pioneering players, Narayana Healthcare and Aster DM Healthcare, are grooming the next generation of leaders BY M NEELAM KACHHAP

ealthcare in India has crawled out from the government's mandate to flourish as profitable enterprise. The last 20 years have witnessed explosive growth not only in technology and innovation in Indian healthcare but also in delivery models. Both for-profit and not-for-profit organisations alike are making heads turn as they provide world-class healthcare at affordable costs. So much so that these unique process innovations are being analysed (case-studies at the best B-schools around the world) and promoted as the solution to the world healthcare crisis faced by many developed countries. This monumental change has been possible because of many visionaries who took up the challenge to bring decorum to the chaotic state of healthcare in India. Be it Dr Pratap Reddy who started the first state-ofthe-art multispeciality hospital at Chennai and built it into a million-dollar healthcare conglomerate all the while bringing the best in treatment and technology to the people of India or the late Dr G Venkataswamy who established the largest and most productive eye care facility with good outcomes from limited resources and paved the path for many to follow. There are many others who are not only part of this success story but

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have been thought leaders as well. When an accomplished heart surgeon saw that sequential organisation of tasks around the operating table was achieving quick turn-around time for patients in less than half the cost; he created a movement called Narayana Hrudayalaya (now known as Narayana Healthcare-NH). Founder Chairman of Narayana Healthcare, Dr Devi Shetty is world renowned for performing complex heart surgeries, mostly on new born babies but that is not the only thing he is known for. By applying the principles of assembly line production to cardiac surgery he was able to demonstrate that world-class cardiac surgery could be performed at lower costs. Today, Narayana Healthcare is one of the largest multispeciality hospital chains in India with 26 hospitals across 16 cities. Currently, he is applying this frugal thinking to bring down the cost of healthcare in India further. While Dr Shetty was busy creating a unique healthcare delivery model, another doctor from the southern state of Kerala was thinking of ways to reverse brain-drain from India while delivering quality healthcare, making it both accessible and affordable. Dr Azad Moopen, Chairman & MD â&#x20AC;&#x201C; Aster DM Healthcare built the largest network of healthcare facilities comprising over 239 establishments that include hospi-

tals, medical centres, diagnostic and speciality centres, pharmacies, medical colleges, healthcare consultancy and CSR activities, across Middle East and India. Although both differ in their philosophies and gave birth to two very different healthcare companies, both envision capturing the world healthcare market. Both are familyrun business and the second generation is being groomed to follow the parent's entrepreneurial spirit. While Dr Shetty's son, Viren Shetty holds the office of Senior VP - Strategy and Planning; Alisha Moopen, daughter of Dr Moopen is Director â&#x20AC;&#x201C; Strategy. Healthcare is more than a common interest between these doctor entrepreneurs and their kids. It not only binds their ambition and achievements but also brings together a sense of purpose. Collectively, they are working on a growth path to fight illness with affordable healthcare. It will be intriguing to see how that plan unfolds. mneelam.kachhap@expressindia.com

CELEBRATING

ANNIVERSARY

EXPRESS HEALTHCARE

January 2015

cover )

THE DYNAMIC DUO V

iren Prasad Shetty is a man of few words. It’s difficult to draw him into a free-wheeling conversation, even regarding his goals for the company. He says that he doesn't like to talk about himself, he would rather let his work speak for itself. One of the directors at Narayana Health, Viren (30) is the first born of Dr Devi Shetty and Shakuntala Shetty. He graduated from RV College of Engineering, Bengaluru with a degree in Civil Engineering, and later earned an MBA from the Stanford Graduate School of Business, California. He joined Narayana Health in 2012 and holds the post of Senior VP – Strategy and Planning. But this is not his first stint at Narayana. He has worked at his father's hospital in 2004, in the Engineering Services department. “I joined Narayana 10 years ago, working part time in the maintenance department while I was finishing my civil engineering degree,” he says. His goal in life is to see his father's dream fulfilled and make Narayana Health the largest healthcare provider in the world. "Currently, Hospital Corporation of America (HCA) is the largest for-profit operator of healthcare facilities in the world. They have 30,000 beds and we would like to top that," he shares. About the roadmap to reach the goal, Viren Shetty says he would put all his efforts in to it. "My goal is to enable my father's dream in whatever small capacity I can," says Viren. "We would expand using all the tools at our disposal including mergers, acquisitions etc. With a combination of both greenfield and brown field projects," he adds. You would wonder if he knows more than he's letting on. He does not articulate the actions needed to make progress but yes he does speak the language. "We are looking at several locations like Africa, Middle-East and Philippines. But nothing is decided yet and we will know in due time," he says. He thinks talking about his feelings for his father on a social platform is pointless. "Whats the point in all this," he asks. After much probing he says it is humbling to be born to a great personality like Dr Shetty. "You get a lot of attention and it’s a humbling experiences," he says. "It’s inspiring on one hand to be aligned with someone with such sense of purpose and mission, and humbling because you realise the enormity of the problem you face," says Viren. Without talking about his relationship with his father, Viren points out that being a successful person’s son is an enormous responsibility. "There is a lot that needs to be done, it (30,000 beds) is not an easy target," shares Viren. Healthcare is a difficult space for business, thinks Viren. "Everything is a challenge in healthcare. What isn’t?" he asks. On second thought he says, "Healthcare is a good industry but not an easy business space." He has been around hospitals his whole life. Although he does not share any vivid memories, he does remember his father working at a hospital in Kolkata. He was 10 years old when Dr Shetty worked at BM Birla Heart Research Centre and Viren remembers walking past the hospital corridor as they lived in the same building. On his siblings, Viren says they have a tough life. "It’s not easy to be a doctor in our time. It takes a special kind of person to be a

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January 2015

CELEBRATING

DR DEVI SHETTY SPEAKS ON HIS ROLE AS A FATHER It’s a great experience being a father. It’s great to see your kids grow in front of your eyes and transform into professionals. I have four kids. I am very grateful to my wife because she has singlehandedly brought-up the kids, I was not around much but yes, my children define my existence.

ON VIREN'S ENTREPRENEURIAL SKILLS Viren is a very able leader. He has been groomed to lead. When he was in his engineering college he was managing the maintenance service of the hospital. He is well aware of the purpose of this hospital (Narayana Health) and he has been involved with the working of the hospital. His education at Stanford has really helped him understand how thebusiness runs

ON CONFLICTS WITH VIREN I wouldn’t say we have conflicts or confrontations but yes we do have difference of opinion. I believe different point of view is good in running a business as it allows you to contemplate and come up with the best strategy. If you have same opinions and views then it becomes redundant.

ON LEAVING BEHIND HIS LEGACY Most important thing is passion and commitment. We grossly underestimate the power of purpose. My children know the principles and values this hospital was built on.They have seen how we have achieved the goal of providing world-class facilities at low cost. I’m sure when i’m dead and gone they will continue the great work that started with me

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January 2015

doctor these days," he opines. His brothers, Varun and Anish, have chosen this vocation. While Varun is doing his cardiac surgery DNB, Anish is just finishing his MBBS and Ameya is completing her college.

Viren does seem determined to leave his mark in his father's business as he talks passionately about innovation in healthcare. "Healthcare is not about solving easy problems. The other aspect to healthcare is

thinking innovatively," he says. Information technology, cell phones have been enormously disruptive. He intends to turn this disruptive technology to his advantage. "We are working on creating softwares to

ANNIVERSARY

change the way healthcare is delivered today," he shares excitedly. "We are also looking at enabling medical and allied education using information technology and develop sector specific skills," Viren concludes.

cover ) ATA GLANCE: NARAYANA HEALTHCARE AND ASTER DM HEALTHCARE Narayana Healthcare

Aster DM Healthcare

Bengaluru

Dubai

Founder

Dr Devi Prasad Shetty

Dr Azad Moopen

Area of operation

India and Grand Cayman at Caribbean

India and Middle East

Funding

JP Morgan and Pinebridge Capital had invested $100 million in the company in 2008 for a 25 per cent stake.

In May 2014, existing private equity investors Olympus Capital Asia Holdings (Rs 500 crores in 2012) and India Value Fund Advisors (Rs 175 crores in the company in 2008) invested additional $65 million for 42 per cent stake

No of employees

14,500 people

10,000 people

Network

29 hospitals across 17 Indian cities with total bed strength of 7500 beds

4,000 beds across locations. Has 239 units, comprising hospitals, medical centres, diagnostic centres and pharmacies, under six brands - Aster, Medcare, Access, MIMS, WIMS and Aster MedCity

Year of launch

2001

1987

Key developments

Acquired two Westbank Hospitals in Howrah for Rs 150 crores

Acquired Cauvery Medical Center (CMC), in Bangalore and Prime Hospital Hyderabad

Annual revenue

Rs 800 crores

Rs 2,800 crores

Future Plans

Expand in Africa and East Asian countries like Indonesia, Philippines

Further expansion in Middle East (Bahrain, Jordan) and Philippines

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TO DAD, WITH LOVE

Frankly if your father is worth $ 1.1 billion you donâ&#x20AC;&#x2122;t need to work, but for Alisha Moopen, daughter of Dr Azad Moopen and Nazeera Azad, work is worship, money is just a by-product. She is full of life and a fitness enthusiast. While she started a boutique yoga studio, she also invested in a franchise of restaurant chain, Kauai in Dubai to add to the options of healthy eat-

ing! The feisty Director â&#x20AC;&#x201C; Strategy at Aster DM healthcare says that working for her father's company is the hardest thing she has done so far. She feels that to do justice to the role she has to work three times harder than others. Yet, she is thankful for what she has and strives to work harder towards the company's goals. A graduate from the University of Michigan, Ann

Abor with a concentration in Finance& Accounting she worked with Ernst & Young in England for seven years and qualified as a chartered accountant (CA) before joining DM Healthcare, as Finance Director for Medcare. After, a year she was posted to look after corporate strategies and affairs for the group. More recently, she has stepped into an operational role,

CELEBRATING

DR AZAD MOOPEN TALKS ABOUT ALISHA

overlooking the Aster clinic vertical of the group. In an email interaction she talks about her work and legacy.

On her father Dr Azad Moopen's Legacy I think all children, especially daughters grow up in awe of their fathers. I was no exception but as I was growing up, I came to understand that it was not just our family and friends who adored him;

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FULLY AUTOMATED PATIENT TRANSFER LIFT

MY ELDEST DAUGHTER, ALISHA WHO HAD AN OPPORTUNITY TO STUDY AND WORK IN THE US AND UK, IS FIRMLY INTO THE LEADERSHIP ROLE AND IS BEING ACCEPTED AS A REPRESENTATIVE OF THE FAMILY AMONG THE BUSINESS COLLEAGUES AND EMPLOYEES

his reach and influence was much further than that. My father is fundamentally a man of very strong principles, he believes in always doing the right thing. He believes that there is God's hand in everything, in bringing you to your destiny but one needs to work with passion and determination to ensure that luck turns in your favour. I have always grown up watching him balance work,

family and his social commitments beautifully. He worked and still continues to work long hours each day. But for him, it is not work. It is a purpose he has chosen for himself. Playing a pivotal role in providing good quality healthcare for people is what drives him and inspires him! As a doctor, he used to see close to 100 patients a day but he knew as a single practitioner, this

was the ceiling. The only way he could reach out to more people was to get more like minded professionals who believes in making a difference to the people that they serve. Illness and the need to reach out for healthcare requirements is inevitable for people from all walks of life. He wanted to create a system whose primary intention is to ensure the best care for the patients, he believes very vehemently that in healthcare, profit should only be a by-product but never the aim. He was joined by people who like him were passionate and driven by the vision he had. He surrounded himself with people who thought of the company as their own and worked tirelessly to expand it at an exponential growth rate. Excellent physicians, healthcare professionals and support staff were drawn to work for Aster DM Healthcare with the dream of working for Dr Azad Moopen. He has become an institution that resonates with goodness and kindness, as a place that treats all its stakeholders with respect and fairness. It is a legacy of 28 years, a legacy of one manâ&#x20AC;&#x2122;s vision. Repeated incidents where he has shown caring for his people has resulted in the people taking care of the company and further propelling the company to grow organically at such a rapid rate. Once the foundation was set, the expansion was very fast, especially with the participation and entry of our private equity partners. The incredible part of the company is that the culture and the values that were set in stone by my father still runs just as strongly and thickly amongst our 10,000

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January 2015

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cover ) strong DM family just as it did decades ago. There is only so much one man can do on his own, but the combined strength of the people around him who adopted his vision as their own has brought Aster DM Healthcare to where it is now. There are only few people who can manage to inspire and motivate people to the extent that my father does. He believes in the people around him and he empowers them whilst still guiding them as and when required. He always rewards behaviours and never just outcomes, to ensure that the values of the institution are kept intact and the philosophy of the institution becomes stronger with each passing year. He is able to extract extraordinary performance with an ordinary team and make them all exceptional as a team, together where they can draw on each otherâ&#x20AC;&#x2122;s strength and ensure that the whole is much bigger and more powerful than the sum of its parts.

On learning from her father The answer to that question will be unending and it is an ongoing journey for me that I cherish and am incredibly grateful for. The two most important principles I have learnt from him is to always do the right thing and to work hard and passionately. As humans, we are all wired with the basic realisation of what is right and what is not. He always told us to be good human beings first. It is our basic responsibility that we have to honour in this world. He believed that in interactions with others, always try and come up with win-win arrangements, even if that meant our benefit is reduced as it is most important to build meaningful relationships with all the people around us. Looking out only for ourselves will promote selfish behaviour and will never lead to a sustainable and desirable future. He always advised us to be empathetic and ensure that

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January 2015

we listen actively to the people around us and come up with arrangements which makes both parties better off than they were. He was a big believer in Stephen Covey's win-win philosophy and always suggested that the world would be a much better place when we try to inculcate this behaviour in all aspects of our lives. I was lucky to have born into a good family with great opportunities. But my parents taught me never to take anything for granted. They made sure I toiled and worked hard and earned my own pocket money during school and even in college. I did odd jobs such as working in cafeteria, dormitories and got some scholarships, all of which helped me realise how lucky I am to have support whenever I need it. Even after my graduation, he did not want me to come back and work with him until I had worked for a professional company first. He insisted that the experience, exposure and the learnings that I would have working elsewhere would be monumental. I was sceptical at that point as all I wanted to do was learn from him and work with him. But now, looking back, I am so glad he suggested that route to me.

Having worked at EY for six years was a wonderful experience for me. I was able to learn at my own pace, learn from a world class institution, get a reputed qualification as a Chartered Accountant and good exposure to numerous industries. To go back to dad's company, would seem like the easy option. But for me, that was the hardest option. Leave aside the pressure from others to perform and the natural comparison to dad which is inevitable, but for me the pressure I put on myself was beyond all of that. I had to work three times harder to ensure I felt that I am giving it my all, to feel that I am doing justice to this wonderful platform that he has given me and not let down my father, my mother or all the people around me who believed in me to follow in his footsteps and keep the torch of the company shining brightly. My father understands that I am not a replica of him, neither does he ever suggest that I should be a copy-paste version of him. He gives me room to display my own leadership and execute my own ideas for the company's future. He has given me a protected environment to work under him, he is always there to mentor and guide

me along with the senior management team and to most importantly, ensure that the organisation is moving in the right direction. The organisation is bigger than any of its employees, including me, and I have pledged to work alongside all my Aster DM family as a team to realise the goals we have set for ourselves.

On her goals for Aster DM Healthcare My vision for Aster DM healthcare is aligned to our collective vision that we set out in a workshop three years ago where all the top management, country heads and CEOs came together to carve out our future plans for the company. We aim to be one of the world's largest healthcare providers in the world, recognised by others as providers of best outcomes and excellent service levels where patients feel safe, taken care of and in good hands. The company is growing very fast but my primary aim is to ensure that we hold on to the basic pillars, our building blocks throughout our growth and has invaluably contributed to helping us move from strength to strength. The essence and the DNA of Aster DM healthcare is rooted in

our people's minds, etched in their working styles and consequently displayed in our service delivery to our precious patients. It is a cycle that we is well oiled, with good practices as well as forward looking and innovative thought processes combined with a sensible balance of our deep rooted philosophy of care and compassion. The geographies that we expand to and the horizons we move towards will be crystallised as opportunities present itself. I believe in planning ahead but leaving enough room and flexibility to seize opportunities, and not allow for rigid business plans to take over our decision-making capabilities as the landscape changes. But the most important factor for sustaining the growth and success that Aster DM has achieved will be to continue having an uncompromising team of professionals that work towards the common aim to provide quality healthcare to our patients, be it in Asia, MENA or the Americas. The culture of care and compassion will be the same, no matter which border we cross to operate in. I commit to promoting and building an institution that will work towards ensuring better access and quality healthcare availability for the communities that we serve. This is a basic right of humanity and we want to be facilitators towards this noble cause.

On her mother's influence on her career My mother is a simple and intelligent lady. She has always instilled in us the importance of being professionals with careers of our own. She never got a chance to complete her education and always remembers with a tinge of sadness not being given a chance to pursue higher studies. Therefore, she has always motivated and encouraged us to do well in our education, give it undivided attention for a strong secure future. She always stresses that knowledge is the biggest

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She (Nazeera Azad) has been the source of our strength and the glue that binds us together. She always reiterated to us that we should never take our blessings for granted and should strive to be independent as much as possible investment that one can make for themselves and always prompted us to be top students! She has been the source of our strength and the glue that binds us together. She always reiterated to us that we should never take our blessings for granted and should strive to be independent as much as possible.

On her earliest memories of being in her father's office Dad's clinic was close to our home. I used to visit it sometimes to see lines of patients waiting for him always. The gratitude, the hope, the trust that they displayed through their eyes and gestures were unforgettable. I grew up wishing to be a doctor like him so that I could also help those who were ill and unwell. I remember always being touched by his personal care for his patients and staff; and he used to be very clear that it was looking after people that drove him and never the business of making money. He believed vehemently that in healthcare, profit should be a byproduct and never the aim. I can't even recall the time when I learnt he was in any list for millionaires or billionaires. As a family, we don't attach ourselves to such lists as making money or being rich has never been something we actively seek out or value. We have been blessed with enough and more, but we have always been grateful and humbled by the blessings of Almighty.

On her relationship with her father My father is my role model and someone I look up to immensely. I have always admired him. The more I work with him, I admire him not only as a daughter, but as a colleague, a mentor and as a human being. My parents have

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always instilled the essence of basic values in us. Once these are embedded in our system, life becomes easier as choices seem less complicated, as they help us see the world in simpler form. My dad is someone who has always been there for me whenever I needed him. Be it a report or when I am stressed about exams or when I go through difficult and challenging personal or professional lives, he is always there for me. No matter how busy he is, or how little he has rested, he always took time for us whenever we needed him. My father is my biggest source of inspiration and I work to learn from him, to be a better person like him, and to make a difference in people's lives as much as possible by creating a healthcare system that we can take continue to take pride in.

On her siblings and who inherits his entrepreneurial genes I think we all have inherited various qualities of our father. It is hard to tell who inherits his entrepreneurial genes as my youngest sister Zeba is still studying in college. My second sister Ziham started her own chain of nurseries as education and children were her passion and she looks after that independently. I have gone slightly broader with my horizon and dipped into a couple of businesses that suit my interests. I have a boutique yoga studio as I am a keen Bikram fan and I also started the franchise of a restaurant chain, Kauai in Dubai to add to the options of healthy eating in Dubai! These are two areas that I am keen on and it has been fun ventures for me to do on my own.

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GUJARAT SPECIAL

THE GUJARAT MODEL

IS IT THE WAY FORWARD? Gujarat has done very well in some sectors but with its health indicators still lagging behind, will it be the blueprint for the rest of India? BY RAELENE KAMBLI

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January 2015

ujarat's model of development has been talked about time and again. With its focus on inclusive and sustainable development, Gujarat has been touted as one of the finest growth stories in the recent times among the Indian states. Strategies such as the implementation of e-governance schemes has cut red tape at the ground level, while decentralisation of government services, modernisation of towns and villages etc., have painted a picture that speaks of high economic growth. In fact, the NDA government's electoral campaign emphasised on development and cited the Gujarat model as an example earlier this year. This in turn, led the entire country to bring PM Narendra Modi to power. But, lately the Gujarat model seems to be under the scanner by economists, academicians and politicians and there seems to be two sharply differing schools of thought. While some applaud its achievements others call it a mirage created by great propaganda. Well, the real story goes like this. The kind of impression we have had about the state of Gujarat is that of wide roads and lush agricultural fields. Parts of Ahmedabad, Rajkot and Jamnagar resemble a tier-I, metropolitan city. This is the Gujarat that has seen unparalleled economic growth-between 2004 and 2012. But if you take a look beyond the growing opulence, a different picture emerges. According to the Raghuram Rajan Committee Report on a Composite Development Index for Indian

States, Gujarat's human development indicators (HDI), Gujarat ranks 12th among the rest. The report was published last year and stated that Gujarat’s performance on HDI did not match its growth rates. It revealed that pivotal sectors such as education and healthcare in Gujarat still lags behind several other Indian states. As Dr Rajeev Boudhankar, VP, Kohinoor Hospital points out, Gujarat is listed with Meghalaya, Chhattisgarh, Uttar Pradesh, and Orissa where more than 40 per cent of children are underweight. He says, “If we consider households using adequately iodised salt by state, Gujarat is listed with other states where usage is between 40-59 per cent only - Rajasthan, Tamil Nadu, Karnataka, Uttarakhand, Jharkhand, Chhattisgarh, Haryana, Maharashtra, Punjab etc., are doing far better on this count. If we consider Vitamin A supplementation for children between age 12-35 months (per cent of youngest children given Vitamin A supplements in the last six months), Gujarat is lacking behind Bihar and West Bengal. It scores only between 2029 per cent and is in company of states like Madhya Pradesh, Delhi, Uttarkhand, Gujarat, Punjab, Meghalaya, Karnataka, Sikkim, Jharkhand, Andhra Pradesh and Orissa. Another interesting finding is percentage of women between the age group of 15-49 years who are ‘too thin’. In 13 states, more than 35 per cent of women are 'too thin' and this includes Gujarat. 50-59 per cent of women between 15-49 years are

As per 'Raghuram Rajan Committee Report' on a Composite Development Index for Indian States, Gujarat ranks 12th among the rest. Published last year, the report stated that Gujarat’s performance on HDI did not match its growth rates

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Photo courtesy: http://www.nrhm.gujarat.gov.in

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anaemic in Gujarat, more than in Maharashtra at 40-49 per cent, the lowest prevalence of anaemia for both women and men is in Kerala.” Also, the 2013 report of the Comptroller and Auditor General (CAG) of India and the state government’s own admission reveal high numbers of malnourished and underweight children in the State. The report states that every third child in Gujarat is underweight. The auditor also pointed out that as opposed to 75,480 anganwadi centres needed in Gujarat, only 52,137 had been sanctioned and only 50,225 were functional. It observed that 1.87 crore people are deprived of the benefits of Integrated Child Development Services (ICDS). Moreover, figures from the Union Ministry of Health and Family Welfare indicate that the shortage of doctors at

public health centres (PHC) in Gujarat was 34 per cent while the national shortfall is 10 per cent. However, in the last two to three years, Gujarat has set the stage for improvement in areas of health and education.

Regaining lost ground In the past couple of years, the government has been taking confident strikes to improve its healthcare system within the state. JP Gupta, Commissioner of Health, Medical Services and Medical Education informs, “The Gujarat health sector is on the path of recovery. In the last five years we have made significant strides in bringing down the maternal mortality rates (MMR) and infant mortality rates (IMR) rates. We have also managed to improve our sex ratio in the last five years. Moreover, we have introduced the Mukhyamantri Amrutum (MA) Yojana for providing

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January 2015

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GUJARAT SPECIAL

tertiary healthcare treatments to below poverty line (BPL) population of Gujarat. MA Yojana provides quality medical and surgical care for the catastrophic illnesses involving hospitalisation, surgeries and therapies to the BPL families through an empanelled network of private as well as government hospitals. The total sum assured for the BPL family is Rs 2 lakh per family per annum on family floater basis. Five members (including head of the family) of a BPL family is covered under MA Yojana. Rs 300/- per hospitalisation, with a ceiling of maximum Rs 3,000/per year, shall be reimbursed as transportation cost to the beneficiary.” As per Bipul K Jha, Senior Consultant, Healthcare Practice, Frost & Sullivan, “The Gujarat healthcare system sector has seen significant growth in the last two years as a result of innovative state policies, inter-departmental schemes, and improvement in the quality and access of healthcare facilities. State has invested heavily on healthcare infrastructure by opening new hospitals for infectious diseases, two eye hospitals, four mental hospitals, 26 subsidiary hospitals and a total of 112 grants in the hospitals. Government has also been proactive in maintaining quality by undertaking NABH, NABL accreditation. This has restored community confidence in the government healthcare sector.” Ramnath V, Director-BD Medical-Medical Surgical Systems, India further informs that the government of Gujarat has promoted an inclusive system of healthcare where industries, hospital chains and government seek to collaborate to provide access. He mentions some of the initiatives that facilitate this environment: ◗ Government is encouraging the PPP model to improve availability of healthcare services and provide healthcare financing. PPPs to upgrade IT services for telemedicine super-specialities in cardiology, neurology, ortho, eye and kidney with leading worldwide chains are also being encouraged

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January 2015

On one hand, the Gujarat government has come up with initiatives that can help enhance the current public healthcare system, on the other hand it has opened avenues for private players to invest in the state ◗ The benefit of section 10 (23 G) of the IT Act has been extended to financial institutions that provide long-term capital to hospitals with 100 beds or more ◗ The benefit of section 80-IB has been extended to new hospitals with 100 beds or more that are set up in rural areas; such hospitals are entitled to 100 per cent deduction on profits for five years ◗ Incentives and tax holidays are being offered to hospitals and dispensaries providing health travel facilities In addition to this, till recently, doctors in rural areas were free to practice in private

hospitals after paying a bond of Rs 1.5 lakhs. Nevertheless, the government has now increased the bond to Rs 5 lakhs and has added 2,000 MBBS seats in the state. The plan allocation under health has been increased by 24 per cent in the state budget for 2013-14 to address some of these shortfalls.

Push for private players On one hand, the Gujarat government has come up with initiatives that can help enhance the current public healthcare system, on the other hand it has opened avenues for private players to invest in the state.

Major cities like Gandhinagar, Ahmedabad, Surat, Rajkot and Vadodara have seen significant investments in healthcare. Some of the other major private players in the market are Shalby Hospital, SAL Hospital, Medisurge Hospital, Krishna Heart Institute and Sterling Hospital. Sterling Addlife India is the largest chain of corporate hospitals in Gujarat which owns and manages five centres in the cities of Ahmedabad, Vadodara, Rajkot, Mundra and Bhavnagar. Some of the cities in Gujarat where hospital groups are planning to set up are Mundra, Jamnagar, Bhavnagar, Kutch

ANNIVERSARY

and Anand. Some of the groups interested in Gujarat healthcare market are Bombay Hospital, Artemis Healthcare, Global Hospitals, etc. Ramnath, informs, “Several chains of hospitals are setting up infrastructure in Gujarat. Fortis, Shalby, Sterling and Apollo have plans to set up large hospitals in the Gujarat International Finance Tech City (GIFT) – Gandhinagar. With Ahmedabad becoming the hub of medical tourism, several hospital chains are making a beeline to develop health infrastructure. Global hospitals are planning to invest and bring their expertise to the cities of Rajkot, Vadodara and Surat. Vadodara, Ankleshwar and Bharuch/Vapi enjoy a strong foothold in the pharma manufacturing space.” Amol Naikawadi, Joint MD - Indus Health Plus, chips in saying, “Other major players such as Columbia Asia Hospital, Zydus Cadila Healthcare, Wockhardt Hospitals and Narayana Healthcare have also entered the market. Indus Health Plus itself

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betterment of the healthcare services within the state. They are as follows: Chiranjeevi Yojna: Joint collaboration between the government of Gujarat and private gynaecologists for BPL patients for services like normal delivery, emergency delivery, obstetrics and neonatal care. Bal Sakha Yojna: Under this scheme, all babies born to BPL mothers in the State (approximately 3,00,000 births per annum) will be covered for neonatal care by partnering pediatricians, including care in their neonatal intensive care unit (level 2 ) at no cost to the beneficiaries. Centre of Excellences under the PPP model: Centers like Institute of Kidney Diseases and Research Centre (IKDRC), U.N. Mehta Institute of Cardiology and Research Centre and Gujarat Cancer Research Institute are government funded institutes, administered by various private organisations (Rogi Kalyan Samiti) and have effectively delivered quality services. Ambulances: A PPP initiative between the Government of Gujarat and GVK Emergency

Management and Research Institute (EMRI) has a total fleet of 525 ambulances in urban as well as rural areas. ‘Khilkhilat’ is a free drop back facility service, post deliveries in a government health facility. Chief Minister Services of Experts at Treatment Unit (CM–SETU): To address shortage of specialists, the scheme has been launched by the State, wherein experts from private institutes like gynaecologists, physicians, surgeons, orthopedicians, pediatricians, ophthalmic surgeons, anaesthetists, ENT surgeons, dermatologists, psychiatrists, radiologists and pathologists are outsourced to provide specialist services and the patients' treatment cost is borne by the State Government. Improving faith of existing system: Subsidies to private practitioners for institutionalising deliveries 104: The medical emergency call centre where citizens of Gujarat would be able to call up 104 and get treatment/medicine for general health problems. Medical education initiatives under PPP model: Upcoming medical colleges with

leading corporate groups in Gujarat; setting up Public Health Foundation of India (PHFI) in Gujarat for training and education. Some of the other schemes positioned at different levels of healthcare needs are School Health Program (SHP) and Sickle Cell Anemia (SCA) Control Program, apart from the national health programmes. BD on the other hand is also working with the Gujarat government. Ramnath mentions some of the areas in which BD has partnered with the government: ◗ With Indian Institute of Pediatrics (IAP) and support from the Government of Gujarat launched the IAP booklet on Safe Injection Practices at Ahmedabad in 2012. The Mayor of Ahmedabad, Secretary of Medical Education and several key high officials who promote patient safety participated in the inauguration. This knowledge has since been imparted to many doctors and nurses in Gujarat. ◗ In last two years, they conducted Hepatitis awareness campaigns in Ahmedabad, Vadodara, Surat and other cities

Photo courtesy: http://www.nrhm.gujarat.gov.in

has tied up with many of these private sector players to offer preventive healthcare packages to the people of Gujarat.” Jha adds, “Recently, Apollo Hospitals and Sanofi joined hands to open clinics across India, eyeing Gujarat in its phase II plans. Some of the healthcare groups planning to enter the Gujarat market are Indus Healthcare and Ambaji Hospital. Sterling Group of Hospitals and India Home Health Care (IHHC) together formed Asilia Home Healthcare to cater to home healthcare services segment in Gujarat.” Sharing Wockhardt Hospitals' plans for Gujarat, Anupam Verma, President, Wockhardt Hospitals says that the Wockhardt group has been quite bullish on the Gujarat healthcare sector. In the next couple of years the group is planning to expand its reach in the state.” While healthcare providers are setting up shops in Gujarat, healthcare IT providers are also exploring the sector. Munish Daga, CEO, Remedinet Technologies, says, “Gujarat healthcare sector is slowly growing. The health indicators are getting better and so we find a lot of scope for business there. Especially, in the private space, we have already started partnering with hospitals to provide healthcare IT solutions to these healthcare institutes. We are also trying to strike a partnership with the government of Gujarat.” Well, encouraging private players is a good idea, but how much difference would this make? And can this promise sustainable growth for the sector? Moreover, will this be enough to better the health indicators of the state?

Healthcare for all The Gujarat government says it has an answer to these questions. And it is private public partnerships (PPPs). Gupta assures that the government has been taking every effort to make healthcare accessible and affordable to the people of Gujarat. Frost and Sullivan lists down some government PPP schemes that have been fruitful in the

Khilkhilat is a free drop back service offered by Gujarat, post deliveries in a government facility

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with IAP, NSS and Government of Gujarat on the occasion of World Hepatitis Day. ◗ With support of the Government of Gujarat, BD has also been successful in enhancing safety awareness messages for the healthcare workers across medical colleges and hospitals

On the anvil Gupta goes on to say that the Government of Gujarat in the years to come will continue to focus on improving IMR and MMR rate. He says that the government plans to come up with a scheme where they will supply iron and calcium supplements to women and children the overcome the burden of malnutrition within the state. Initiatives taken so far are certainly commendable. But can this act as a blueprint for progress in India? Does the Gujarat model truly set an example for the rest of the country? Or is it being too optimistic to expect that the Gujarat model can be replicated in the rest of the country? We ask the experts....

Industry speak Dr Boudhankar takes a neutral stand on this. But he also believes that the Gujarat model may not be replicable. “Healthcare is a state subject. Our country is like a continent by itself with States having their own health related problems. Solutions too will be differently adapted to the local environment, culture and social needs. Hence, one model cannot be a ‘fit- for- all-sizes’, he opines. On the contrary, Ramnath, feels that the Gujarat health system seeks to adopt best practices in improving access to the people; thereby becoming a model for others to follow. All said and done, despite all its efforts, Gujarat still has certain hurdles to cross. Shortage of trained manpower, increasing real estate and electricity costs, lack of fast track implementation of announced initiatives and standard of governance in the hospitals are some of the challenges that Jha identifies for both government and private players in Gujarat. raelene.kambli@expressindia.com

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January 2015

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HCG HOSPITAL

Adding life to years Ahmedabad Established in 1983, the Health Care Global (HCG) Group aims at transforming the scenario in healthcare sector by providing its patients with world class treatments using advanced technologies and a divine motto - ''Adding life to years''. And two of our centres - HCG Hospital and HCG Cancer Centre, located in the financial capital of Gujarat - Ahmedabad; have been working diligently towards this aim while ensuring its constant and successful execution. With 30 centers across the globe, Health Care Global Enterprise is coming up with 2 more centers at Bhavnagar & Vadodra in Gujarat. Today HCG is among the largest cancer care network in South and East Asia. HCG HOSPITAL - AHMEDABAD Health Care Global with its head quarter at Bangalore came to Gujarat in 2007 with its first Multi Specialty facility at Ahmedabad. HCG Hospital is a 125 bed hospital situated in the heart of the city. . Established on the principles of compassion, caring outreach and community partnership, HCG Hospital is serving wide-range medical needs of Gujarat as well as western India with the highest level of know-how and healthcare across the region. The Hospital intends to enhance its patients’ quality of life in terms of health and therefore houses ace facilities including a 24*7 Emergency & Trauma Care and well equipped critical care units (ICU, ICCU, SICU, CCU, CTSICU). It also comprises of excellent diagnostic facilities along with an ISO Certified 9001.2008 Pathology department which has state of the art Dry Chemistry analyzers, fully automated Sysmex Cell Counter and chemiluminiscent immunoassay analyzer. In addition to these the hospital also has an exceptional radiology department which owns an advanced CR system (Digital radiography), Ultra Sound, Multi slice CT scan, Ultra Sonography and Echo Doppler among the others. HCG Hospital is committed to the highest standards and is supported by a comprehensive quality assurance program. The professional standards maintained within the organization are monitored through rigorous annual external audits.

Our hospital has the National Accreditation Board for Hospitals and Healthcare Providers’ (NABH) accreditation, which is a constituent board of Quality Council of India (QCI), set up to establish and operate accreditation programs for enhancing health systems and promoting continuous quality improvements and patient safety, which are in consonance with the global benchmarks set by International Society for Quality in Healthcare [ISQua].

“Centers of Excellence” 1. Cardiology and Cardio- Vascular Thoracic Surgery 2. Internal Medicine 3. Orthopedics and Joint Replacement 4. Neurology & Neurosurgery 5. Urology 6. Gastroenterology & Gastrointestinal Surgery. Combining the expertise of our specialists with the latest technology has enabled us to deliver exceptional quality healthcare at reasonable costs. The team of doctors at HCG Hospital is best in their fields with a vast experience in the disciplines of medicine. Our team is dedicated to make the stay of patients comfortable and a pos-

itive one. This is possible only with hard work combined with the trust and confidence the patients have put on us over the years. The hospital is equipped with a pneumatic transportation system for drugs that saves a lot of precious time & resources for transferring the medicines to the respective patient care units. The patients and their relatives are cared by the friendly and professional team of consultants, specialist nurses, medical officers and other support staff.

HCG CANCER CENTRE HCG Cancer Centre is proud to be the First Private Comprehensive Cancer Centre in Gujarat. Our 75 bed Cancer Centre is regarded as one of the best in India which provides full range of service from prevention, screening, diagnosis, treatment, rehabilitation, supportive care and palliative care. Because of all these characteristics, HCG has established itself as the Specialist in Cancer Care. Today, cancer patients from all over the world come at HCG for treatment and they never get disappointed. They come with a hope and go with a new life. A proud recipient of the esteemed – Golden Peacock “Leader of the Year Award” in the Healthcare category (felicitated by the Indian Health Care Centre) for two consecutive years, HCG has emerged as the forerunner in cancer cure with proven track records of curing every kind of cancer.

The uniqueness of our Cancer Centre is that our surgical team practices the sub specialty treatment where a head & neck onco surgeon treats only head & neck cases and likewise for other specialty. Being a comprehensive cancer centre we have a “Tumor Board” comprising of Surgical, Medical & Radiation Oncologist who together discuss the case and decide on the course of treatment. The Department of surgical oncology offers the latest in surgical expertise through a team of qualified doctors who work dedicatedly towards curing the cancer patients. Also, our management has chiseled out niche sub – specialties under this department to provide our cancer patients with an extremely precise treatment to ensure 100% cure. It includes, Breast Cancer Surgery Endoscopic Cancer Surgery G.I. Cancer Surgery Head & Neck Cancer Surgery Neuro Cancer Surgery Uro Cancer Surgery Ortho Cancer Surgery Paediatric Cancer Surgery Thoracic Cancer Surgery Gynaec Cancer Surgery Plastic & Re-constructive Cancer Surgery Our Department of Medical Oncology is also well known for its expertise in the wide range of advanced treatments including Day Care chemotherapy, High dose chemotherapy, Targeted therapy and biological therapy. It also has a specially

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ADVERTORIAL trained nursing staff which gives the doses as per the requirement of the respective therapies mentioned above. Thus, making the whole process of treatment extremely safe for the patient. What is also unique about our cancer centre is the fact that our Department of Radiation Oncology is the first in the country to own a True Beam Machine which uses the Flattening Free Filter mode (FFF) technology to treat cancer. This path – breaking technology reduces the duration of treatment to a great extent and is used for treating both, cancer and tumours of the prostate, lung, head and neck. HCG cures more than 100 thousand patients annually and shall continue to make its mark across the globe in making a human life longer and better along with its team of accomplished doctors who have a vast experience in their respective disciplines of medicines.

International patient service International patients have special needs and requirements. Keeping that in mind, HCG Hospitals strives to provide world class and highly specialized services to them. The endeavor is to make them feel at home, always. So, right from the time they arrive at the airport to registration and discharge, HCG Hospitals is always at the forefront with its unmatched bouquet of services. Facilities/Amenities for International patients: N Airport transfer service N Scheduling of all medical appointments N Coordination of admission process N Cost estimates for anticipated treatment N Processing of medical second opinions N Booking of hotel/Service apartments N Flight arrangements & Extensions/ Visa assistance N Language Interpreters N Special dietary needs/religious arrangements N Local sightseeing N Foreign Exchange N Remote Consultations via telemedicine N Providing news & information to patient’s relatives back home N Dedicated patient coordinator to take care of all requirements

Travel Assistance HCG hospitals make travel for international patients easy. All their travel arrangements within India are taken care of by the hospital. While doing so, the hospital keeps in mind the patient’s requirements like location and transport preferences, including excursion tours. The patient can choose from a range of packages-5star to budget, thus offering them a wider range of choice. Insurance services While travelling, insurance is of utmost importance. That’s why HCG hospital has partnered with various insurance companies to make travel a pleasant experience for you. Also, in case your current policy covers services rendered away from your home, the hospital is more than willing to initiate talks with your insurance provider. Financial Services Patients can make advance payments, but it is not binding on them. The full estimated payments should be paid at the time of admission, while the incidental charges will be due and can be paid at the time of discharge. HCG Hospital also does lot of CSR activities educating people about the ill effects of tobacco and spread of cancer in the society. The hospital has

also initiated “First Aid Soldier” program educating security guards of the societies, auto drivers, home makers and others on First Aid to be given in case of medical emergency. The hospital conducts regular free health check up camps every month in the rural areas of Gujarat. We have also organized Blood Donation Camps to collect blood for the needy patients.

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Mithakhali, Ellisbridge, Ahmedabad – 380 006. Ph. No. +91 79 400 10 101 | Fax +91 79 400 10 103 Mobile : +91 90996 12345 Email : info@hcgahmd.com Website : www.hcghospitals.in Facebook : www.facebook.com/hcgahmd

Sola Science City Road, Near Sola Bridge, S.G. Highway, Ahmedabad – 380 060. Ph. No. +91 79 404 10 101 | Fax +91 79 404 10 103 Mobile : +91 90997 12345 E Mail : info.hcc@hcgahmd.com Website: www.hcghospitals.in | Facebook : www.facebook.com/hcgahmd

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THE CHARUSAT HOSPITAL A Leader among World Class-Multispecialty HEALTH CARE Arena.. When an education institute or a university steers fortunes of its students into an unprecedented career growth trajectory, it then ceases to be just a University, it then morphs into a globally revered education brand, a brand called “CHARUSAT”. The indomitable spirit of doing its bit in the process of nation building guided by conglomerate of organizations… Matrusanstha, Kelavani Mandal and CHARUSAT to take a giant leap of faith by foraying into social, educational and healthcare domains. The resultant recognition of CHARUSAT as a global brand in the arena of education is a tribute to its vision. Making CHARUSAT a truly global iconic education brand is that scores of students make their presence felt across sectors and geographies through their brilliance, dedication and commitment. Of course, in the process, they are also spreading the glorious legacy of their Alma matter far and wide.

Today, the soul of CHARUSAT finds its embodiment in its two mega projects- Innovation and Research based CHARUSAT University and 450 Bed WorldClass Multispecialty CHARUSAT Hospital with state-of-the-art infrastructure facilities. At the core of this behemoth of education and healthcare CHARUSAT are values that define its DNA. The DNA defining qualities of CHARUSAT are honesty, integrity, transparency, accountability, fairness and equity. The slow but steady build-up of positivity into India’s macro environment has been bringing healthcare at centre stage. Driven by this rationale of moving in the direction of addressing the need to treat rural and semi-urban region with quality and affordable health care services to the people of all social strata, CHARUSAT Healthcare and Research Foundation was founded in January 2012. Buoyed by the unprecedented

success of education brand CHARUSAT, Matrusantha, Kelavanimandal and CHARUSAT set the sail for yet another noble journey called Saiyaari Swasthya Yatra. The journey culminated in the shaping up of the project of

CHAROTAR INSTITUTE OF PARAMEDICAL SCIENCES HAS BEEN LAUNCHED WITH TWO NEW PROGRAMMES FROM 2013-14 NAMELY >> Post Graduate Diploma in Medical Laboratory Technology (PG-DMLT) >> Post Graduate Diploma in Hospital Administration (PG-DHA)

CHARUSAT Multispecialty Hospital, a project that will set new benchmark of world class quality in healthcare sector. Right from the word go, CHARUSAT hospital, possesses all the inherent values and unmatched stan-

dards of excellence and services to make it a project in a class of its own. Transforming grand vision into concrete reality involves meticulous as well as flawless planning and execution at the core of this project. The soon-tobe completed phase-I will bear ample testimony to the nobility of the cause and total commitment to the vision. SYNERGISING AND SHAPING Healthcare Education & Delivery In a well thought-out and orchestrated move to pave the way for a well integrated and world class mega project of multi specialty hospital, CHARUSAT has ventured into healthcare education with undergraduate programs of B Sc Nursing; GNM; M Sc (N) and Ph D in Manikaka Topawala Institute of Nursing and Bachelor of Physiotherapy (B Pt.); MPT and Ph D in Ashok and Rita Patel Institute of Physiotherapy. The 300 bed Hospital at the centre of these allied medical educa-

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ADVERTORIAL tion disciplines is a pre-requisite as prescribed by various regulatory authorities of professional programs like Nursing Council of India (NCI) and Pharmacy Council of India (PCI). Presently, CHARUSAT has signed MoUs with various hospitals, both government and private, for clinical exposure of the students. An approval from Pharmacy Council of India is awaited to kick off Pharm D program at CHARUSAT. The hospital at the centre of these courses helps in facilitating, functioning, expansion and development. Synergizing and leveraging excellent infrastructure and human resource of the hospital, the hospital will provide unmatched teaching and training platform to the students of Nursing and Physiotherapy Institutes of CHARUSAT. The exposure to be made available through hospital to these students will add immense value in their career graph and prepare a highly professional future ready human resource in the areas of nursing and physiotherapy. Taking allied courses of health care and medical education to a new level of professional and service excellence, this hospital will serve two purposes. First, the hospital will be teaching, learning and practicing institute for students pursuing paramedical and healthcare related courses like Physiotherapy, Nursing and Pharm. D. Secondly, it will deliver quality and affordable healthcare and medical services to all classes of society. The OPD services are already in place since January 2013.

CHARUS AT HOSPITAL - The F irst Mega Step CHARUSAT hospital will have the rare distinction of being one of its kind integrated health care complexes in the region delivering unmatched medical services governed by the motto of `Care With compassion’. CHARUSAT Hospital is determined to walk that extra mile in reaching out to the rural and urban community of the region in the need of quality medical services through their extensive health care facilities. Charusat Healthcare and Research Foundation (CHRF) was established in January 2012, with the main objective of CHRF to make Quality Healthcare accessible, affordable and available to people of all social strata. CHRF planned the first mega project to estab-

lish a 450-bed World Class Multi-Specialty Hospital with a total outlay of INR 250 Crores which is taking shape at 110 acres of lush green Charotar University of Science and Technology (CHARUSAT) Campus, Changa in the Anand District of Gujarat. 55 Acres land is allocated to the Healthcare zone. The CHARUSAT Hospital will be one of its kinds in the whole area of Charotar region which will strive to deliver best quality healthcare services to the society to serve with the motto of “Care with Compassion”. The CHARUSAT Hospital proposes to reach out to the community of both rural as well as urban through its extensive health care facilities. It will provide sophisticated and advanced diagnostic, medical and surgical facilities and will offer these facilities to people of all strata of society with affordable rates. The hospital is planned to be developed in phases. The hospital has been planned based on a feasibility survey of a rural population of 10,000 of the Charotar region and a visit to 25 hospitals of the country. The visionary leaders who lead this Swasthya Yatra are: Shri Nagin Patel, President, Matrusanstha and CHRF, Dr. M C Patel, Secretary, CHRF, Kelavani Mandal and Matrusanstha. Shri Virendra Patel, Treasurer, CHRF and Trustee, Kelavani Mandal, Eminent Trustees: Shri Suredra M Patel, President, CHARUSAT and Kelavani Mandal, Dr. M I Patel, Former Sherriff of Mumbai and Renowned Technocrat and Industrialist, Shri Manubhai P Patel, Prominent Industrialist. The hospital construction is being looked after by the building committee under the able guidance of Shri C. A Patel, Chairman, Building Committee & VP Kelavani Mandal and dedicated Team of experts.

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CHARUSAT HOSPITAL- THE SIZE AND SCALE Creating space for every detail and service utility ,the entire project will occupy the total land stretch of five lakh square feet split among 450 bed hospitals, administrative block and service block. The first phase will be marked by the rolling out of 150 beds spread over 3 lakh square feet equipped with cutting edge technological applications to deliver best of health care solutions to the patients. Over a period of time, since it started out, the project has acquired bigger scales to be created into a well integrated multi specialty hospital. The passion, drive and commitment to the vision is rapidly transforming this project into ground reality from the project blue prints at the iconic education campus of CHARUSAT. The rapidly progressing execution will soon mark the completion of the first phase of its project .i.e. completion of 150 bed multi specialty CHARUSAT hospital. This phase of the hospital will have all specialties like General Medicine, Surgery, Gynecology, Pediatrics, Orthopedics, Ophthalmology, ENT, Skin Disease and Psychiatry. It will also focus on Diabetes Care, Neuroscience, Dentistry, Joint replacement etc. This hospital will also provide sophisticated and advanced Radio diagnostic facilities like CT scan, MRI, Mammography, Digital X-ray, Ultrasound etc. The other super specialties such as cardiology, neurology, urology, cancer etc. will be added in the later phase of the Hospital. Facilities in the CHARUSAT hospital will be equipped with much more. It will have dedicated Intensive Critical Care Unit (ICCU), Neonatal Intensive Care Unit (NICU), delivery suit as well as 24 hours service of Accident and Emergency Department along with wellequipped emergency operation theatre and Critical Care Unit. A Cardiac Care Unit will be developed in the later phase. This hospital will be strengthened to have 10 state of the art operation theatres once augmented to a 450 bed. Apart from all these, the hospital will also focus on diabetes care, neuroscience, dentistry, joint replacement etc. Hi-tech and sophisticated radio diagnostic facilities like CT scan, MRI, Mammography, Digital X-ray, Ultrasound etc. will also be offered by the hospital. In order to have a quicker response mechanism to deal with medical eventuality of any magnitude, the hospital will have a dedicated Intensive Critical Care Unit, Neonatal Intensive

Care Unit (NICU), delivery suit as well as 24x7 service of Accident and Emergency Department, well-equipped emergency Operation Theater and Critical Care Unit.

The Hospital OPD offers services in the following departments. Medicine Surgery Obstetrics & Gynecology Diabetes Care Neurology Cardiology Ophthalmology Orthopedics Dentistry Psychiatry ENT

Dermatology General Clinic Physiotherapy Diagnostic Department Clinical Laboratory ECG & Treadmill Ultrasound/Colour Doppler Echocardiography Digital X-Ray Pulmonary Function Test EMG & NCV Test

The hospital’s highly advanced and sophisticated diagnostic medical and surgical facilities coupled with the best medical talents and equally matching supporting staff will offer outcome driven medical services to the patients at affordable rates. The hospital places great deal of emphasis on creating a perfect fit to every need and budget of the patients of the in-patient department of the hospital. This will find its reflection in facilities like a general ward, special room and deluxe room being developed in near future. The hospital caters to rural, urban as well as NRIs but believes in affordable quality health care services for all. A team of dedicated and well experienced doctors and staff serves at the hospital. The hospital will also participate in all the healthcare schemes for the healthcare of the society at large. CHARUSAT hospital’s outpatient department services unveiled since February 2013, have already treated over 46000 patients with remarkable success. This feat has been made possible with the total commitment and excellence exhibited by the hospital’s full-time staff and finest visiting doctors coming from Anand, Nadiad, Ahmedabad and Vadodara. It deserves special mention that the entire oper-

ational structure of the hospital’s services is planned in complete compliance of standards prescribed by regulatory authorities like NURSING COUNCIL OF INDIA, DENTAL COUNCIL OF INDIA, MEDICAL COUNCIL OF INDIA as well as NATIONAL ACCREDITATION BOARD FOR HOSPITAL AND HEALTHCARE PROVIDERS (NABH). The commitment to compliance with the regulators helps create great deal of transparency among various stake holders like patients, authority and society, thus creating a sense of accountability and heightened level of trust of the patients. A MoU of Rs.150 Crore has also been signed at the Vibrant Gujarat Global Investors Summit in 2013. This Hospital will not only cater to both rural and urban population but will be a sought after medical tourism destination for the whole world! It will facilitate sophisticated and advanced healthcare service in areas like General Medicine and Surgery, Obstetrics and Gynecology, Pediatrics, Orthopedics, ENT, Ophthalmology and ICCU. CHARUSAT Hospital will also contribute in medical education and research. As the hospital grows in its scale of operation, the hospital will get empanelled for cashless Health Service providers of various health and life Insurance Companies. This will widen the patient base looking for quality health care services through listed and approved hospitals under the medical claim facilities. Taking accessible, affordable and available quality health care services to the last man waiting in the region, the hospital will participate in various Government Healthcare schemes and provide quality healthcare services to people of all social strata. This will be their humble and sincere payback gesture conveying their deep sense of gratitude towards the society with whom CHARUSAT has been coexisting with. To ensure the project’s safety and success from a 360 degree perspective of critical aspects of quality and service, enormous detailing has gone into planning and designing of the project. Exhaustive feasibility survey was undertaken involving rural population of Charotar region and valuable insights acquired from the visit and study of over 25 hospital of similar as well as larger scale. A class leading project of this magnitude calls for deployment of best of the design and architectural talent to shape it. Professional Expertise: CHARUSAT Hospital has assigned Dr Y. P. Bhatia led Astron consultancy, specializing in hospital and healthcare, with a team of Healthcare and allied professionals. Dr. Bhatia has pioneered the quality revolution in healthcare management and delivery in the country. The Sabarmati riverfront and The General hospital with 1200 bed capacity -a state-of-the-art hospital at Ahmadabad fame Shri Bimal Patel and HCP Design Team provides professional services in Architectural Design for CHARUSAT Hospital. They are involved in every stage of the project. The Mission is to make world-class healthcare services affordable and accessible. Quantum leap is required in the form of more volunteering support. More and more philanthropists and more & more medical practitioners need to come forward and join the Sahiyari Swasthya Yatra. Healthcare in India is poised for a paradigm shift, do contribute and collaborate. There There are are many more more miles to go ......

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‘We are very keen on engaging with the government’ BD India has been on a rapid expansion plan. Varun Khanna, MD, BD India reveals the company’s plans for India and the strategies to achive their goals, to Raelene Kambli Since you joined BD India, the company has been on a constant expansion and development spree. What is your role in these developments? Over the last one year, I have been engaging with industry captains to deliberate on solutions to strengthen the healthcare practices in India. India is geared up for the next phase of growth in healthcare and BD will play a pivotal role in this journey. We understand that in a fast shifting environment, we must initiate a dialogue from one-on-one meetings to conversations that will help us provide innovative, compelling and relevant solutions to India’s healthcare needs. There is a patient at the centre of everything we do and we must create opportunities for greater relevance so that it becomes simpler to identify customer needs and customer experience becomes essential to every business. Keeping in line with this commitment and redefining customer-centricity, we have launched programmes on joint strategy sessions with the leadership teams of healthcare industry contributors in India and uncover unique insights to drive growth.

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January 2015

BD is moving into smaller towns. What triggered this move? What are the benefits of this strategy? BD India’s focus on solutions-based approach and customer-centricity is writing a new charter for territories where we were not present earlier. Market trends require us to be present everywhere and it is therefore imperative for us to be present in all markets and grow with them. The BD Emerald syringe product line has been developed to address both accessibility and affordability in markets where we have traditionally not been well represented. Our access to reach untapped markets will drive growth for our businesses in infusion therapy, injections systems, preanalytical systems and diabetes care. What’s the strategy to venture into smaller markets? Today, with increasing healthcare costs, it is prudent for us to operate in tier-II and tier-III cities to ensure and improve medication management, assurance and safety in various areas across the continuum of care. Our successful pilot across 35 territories in India has enabled us to script our strategy for the smaller

We are well poised to scale up our presence in more than 700 towns which is almost 80 per cent of the urban population

markets. We are well poised to scale up our presence in more than 700 towns which is almost 80 per cent of the urban population. ◗ We want to be known as a solutions provider in various therapy areas and want to bring in more synergies for our comprehensive portfolio of products. ◗ We will launch technologyenabled training solutions to enhance the skills of healthcare professionals in these markets. ◗ We want to ride on our distribution channel partner support to gain optimum coverage in the retail outlets. In the last few months we have conducted several clinical initiatives for hospitals which are less than 100-beds. Its success has propelled us to engage more robustly with clinicians and healthcare professionals in these markets. Our customer focus is helping us transition from a provider of high-quality products to a provider of innovative, compelling and relevant healthcare solutions.

in India? In an effort to standardise safe injection practices and create awareness around the reuse of syringes, BD has been working closely with Indian Academy of Pediatrics (IAP) to draft ‘Safe Injection Guidelines’ since 2004. With an aim to minimise the risk arising due to unsafe injection practices to patients, healthcare workers, community and environment, National Center of Disease Control (NCDC), an apex technical institute of MoHFW, Government of India has now accepted these guidelines and released Safe Injection Guidelines (SI Guidelines) that is now being disseminated to various states. Efforts to strengthen health systems are essential as we move towards disease prevention, treatment and care efforts, and broader public health initiatives. We are privileged to be a part of this initiative under the National Program for Prevention and Control of Viral Hepatitis in India in the 12th five year plan.

BD has also tied-up with various state governments and government bodies such as NCDC to provide guidelines for safe injections. How will this help BD in improving its business

BD recently renewed its agreement with NABH for Safe-I certification programme across India. Continued on Page 51

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INSIGHT

India’s vanishing clinicians: Is technology a panacea?

ZACHARY JONES Senior Vice President, Portea Medical

Zachary Jones, Senior VP, Portea Medical, outlines steps that needs to be taken to tackle the growing talent gap in the Indian healthcare sector and suggests that technology can help to some extent

ndia is in a tough bind. Demand for healthcare workers is set to explode due to both domestic and international trends but the country’s ability to produce more healthcare professionals has seriously lagged demand. In fact the MCI has actually decreased the number of allowed seats for MBBS-level doctors in an effort to ‘preserve the quality of medical education.’ FICCI estimates that over the next ten years, India will need to double its number of doctors, triple its number of nurses, and quadruple its number of paramedical staff. To make matters worse, these estimates are likely to be conservative. The number of Indian seniors is set to grow from 100 million currently to 240 million by 2050. This demographic boom is being met by a quickly developing senior care industry, heightening the need for nurses and paramedical staff. Also, historically healthcare spend in India has grown slower than the economy as a whole. This is sharp contrast with its emerging market peers where spend growth has outpaced economic growth by around two percentage points. Given the shortfall in healthcare infrastructure in India, this seems unlikely to continue. Both these trends will exacerbate clinician supply shortfalls. Internationally, the recent healthcare reforms in the US, including the Affordable Care Act (popularly referred to as ObamaCare), will greatly

paths and a more extensive use of technology in healthcare delivery.

Task shifting

Rush of patients waiting for their appointments

EXPRESS PHOTO: SARABJIT L SINGH

FICCI estimates that over the next ten years, India will need to double its number of doctors, triple its number of nurses, and quadruple its number of paramedical staff. To make matters worse, these estimates are likely to be conservative expand the number of Americans that are insured and create an even greater need for foreign-educated healthcare professionals. Presently the US produces far too few

healthcare workers to meet its demand. This combined with an across the board ageing of populations in developed countries should create attractive career opportunities

outside India for many Indian clinicians. The talent gap in India can be narrowed via three approaches: task shifting, creating more attractive career

Indian clinicians tend to be ‘jacks of all trades,’ performing many tasks that in developed markets are the responsibilities of more junior clinicians or support staff. This is the result of a number of factors, but largely hinges on poor clinician training, overly defined roles, and a lack of paramedical staff. By fixing these challenges, lower-end tasks can be shifted from senior medical professionals to more junior team members or non-medical staff, freeing up bandwidth to see more patients. ◗ Clinician training tends to be extremely variable — There are a number of excellent clinicians in India, but unfortunately, a degree doesn’t necessarily equal clinical competence among support staff. As a result, senior clinicians must do much of this lower-end work themselves. The Indian government should take a more proactive role in policing clinician quality. ◗ Overly defined roles – The Indian healthcare sector could benefit greatly if it were more open to upskilling nurses into roles between those of a doctor and a nurse. In the West, these nurse practitioners have been critical in addressing the shortfall of primary care doctors. ◗ Creating a strong pipeline of paramedical staff — Many of Continued on page 53

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‘In increasingly crowded markets like India, a recognised and trusted corporate brand is critical’ After the hiving off of its proprietary pharmaceuticals business, about half of the new Abbott’s business is either direct to consumers or significantly influenced by them and increasingly in countries where the company is not yet well known. Paul Magill, Senior Vice President, Chief Marketing Officer, Abbott analyses the essense of the company’s new corporate identity to Viveka Roychowdhury What is the trigger for Abbott’s new corporate identity? Brand is an investment in growth. Building our corporate identity creates an asset that strengthens our relationships across multiple stakeholders. In increasingly crowded markets like India, a recognised and trusted corporate brand is critical. People around the world are more empowered to make healthcare decisions for themselves and they care about the companies behind the products they’re using for themselves and their families. They want to be assured that the company is a good company they can trust. We know from research that twothirds of consumers check labels to see what company is behind a brand and more than 50 per cent do research on the company. In emerging economies — like India — healthcare services and products are often paid outof-pocket by the consumer, which means consumers consider attributes beyond clinical benefit in the buying decision, such as the reputation of the company or recommendations of friends and family. As our focus increases on India, it’s critical that we work to build a recognised corporate brand here.

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The change you see now has its roots in the company’s separation almost two years ago of the proprietary pharmaceuticals business into a completely different company called AbbVie. The new Abbott consists of four businesses — nutrition, diagnostics, medical devices and branded generic pharma — of roughly equal size. The new Abbott is also increasingly consumeroriented, with about half of our business either direct to consumers or significantly influenced by consumers. How does it differ/diverge from the original values and mission when the company was started 125 years ago? Abbott’s new corporate identity builds upon our 125year heritage and begins a new chapter that fully expresses what Abbott is about, championing the enabling power of health and celebrating what people at all stages of life can achieve at their healthiest. At a fundamental level, the DNA of Abbott does not change. Our core values remain the same. Our focus on science and innovation is still our guiding star. Abbott has always been about delivering the enabling power of health to people at all

As our focus increases on India, it’s critical that we work to build a recognised corporate brand here

stages of life. What is changing is the way in which we are telling our story. Abbott has historically relied on the strength of our diverse and high quality products to tell our story. It’s a strategy that served us well in the past but today’s global marketplace is changing faster than ever before, demanding new and innovative ways to connect with consumers. As more and more of our business goes direct to the people who use our products, and to countries where our company is not yet well known, it’s more important than ever before that we have a highly recognisable and meaningful identity which speaks to our company’s purpose. In this way, people around the world can know who we are, what we stand for, and what Abbott means to them because many of them will be touched by an Abbott product at some time in their lives. Our new brand positioning ‘Life. To The fullest,’ embodies our continued focus on the enabling power of health. Are these triggers restricted to Abbott or are they a reflection of global trends? If yes, what are these trends? Abbott has been one of the

world’s most successful companies for more than a century because it has continually transformed itself to meet the changing needs of patients and consumers and to tackle society’s most significant healthcare concerns. Today, 70 per cent of Abbott’s business comes from countries other than the US. Be it the strong growth of emerging economies, the out-of-pocket nature of the customer in these economies, or that consumers are vastly better informed about healthcare than ever before, we look to understand, anticipate and adapt to these trends. One trend in particular that we see in most countries of the world is the shift in how people think about health. Health is no longer just about treating disease. It’s not just about ‘patients and pills,’ it’s about people living healthily, so they can open up possibilities in their lives. There’s an increasing recognition that when we are at our healthiest, we can unlock all that life has to offer. Health is the great enabler of doing more, achieving more and experiencing more in life. About half of the company’s product portfolio is now directly consumer-facing.

CELEBRATING

MARKET How will this rebranding transform into new strategies (marketing and other wise) on the ground for the company’s employees (sales force, etc)? At a product level, marketing strategies that are decided by the businesses will continue. You will continue to see the Abbott ‘A’ on our products. What really changes is the manner in which people will experience Abbott’s corporate identity. You will see associations with events which illustrate and demonstrate the core purpose and character of Abbott, for example, our sponsorship of the recently concluded TEDx Gateway in Mumbai. The TED movement is all about making great ideas accessible and sparking conversation with a belief in the power of ideas to change attitudes and lives. For more than 125 years, Abbott has been doing exactly that – inspiring breakthroughs in health that would lead to

people living longer and better lives. India also represents one of our largest employee bases outside the US, and employee engagement is critical to corporate identity. Corporate identity provides a North Star for employees, helping to align the organisation and fuelling further pride in the company. So we began by unveiling the new corporate identity to our employees, before unveiling it externally. The new identity will also be leveraged across the businesses whenever we are talking about ‘all-Abbott’ and want to reflect our purpose and contributions as a company. In terms of sales, which are the most important emerging markets for Abbott? Strategically, India, Brazil, Russia, China and the Asia/Southeast Asia and Latin America regions are among the important markets and regions for Abbott, globally. 40 per cent

Abbott’s diversified healthcare businesses are well positioned to help play a big part in improving health and wellbeing in India of Abbott’s sales come from emerging markets. With emerging markets proving to be growth drivers for most sectors, including the pharma/ healthcare sector, how does Abbott plan to translate the new brand values into practice in India?

ANNIVERSARY

Abbott’s focus is on building the new identity globally through strong engagement with a number of stakeholders, told through compelling stories and experiences. While consumers are at the centre of the company’s new brand identity, the effort goes beyond consumers to other stakeholders, including making Abbott even more attractive to top talent across the world. This is not a traditional marketing campaign, but rather we’re investing in a number of different expressions and sponsorships that speak to different aspects of what ‘Life. To the Fullest’ means to our different audiences. For example, in 2015, we’ll be supporting runners as the first-ever title sponsor of the World Marathon Majors. This underscores Abbott’s commitment to helping people be proactive in their approach to health and wellness and experience all that life has to offer.

Specifically in India, in October 2014, we began revealing our new corporate identity to our employees and then to external audiences though the TEDx Gateway sponsorship, our refreshed Abbott India website (www.abbott.in), as well as visible outdoor signage and print advertising. This is just the beginning, expect to see us even more visible next year.

development activities will be accomplished at the company’s technology centre in Singapore. BD will deploy the Odon Device through its global organisation and offer affordable access pricing in developing countries. The device will initially be introduced in priority countries with a large burden of maternal mortality as determined by the WHO.

documentation and reduces dosage waste. The BD Kiestra product platform automates manual and time-consuming tasks within the microbiology laboratory to increase productivity by as much as 60 per cent, while improving result time for improved clinical responsiveness. We are very keen on engaging with the government and work closely to create an equitable public health impact. With 75 per cent of health services in India being currently provided by the private sector, there is an urgent need to engage the private sector to help realise the ‘healthcare for all’ goal of the government. I believe that a strong and committed collaboration between the private and public sectors will significantly improve access to healthcare in our country.

Kindly comment on the opportunities and challenges of doing business in the pharma/ healthcare space in India. We see the changing healthcare space as an opportunity. In increasingly crowded markets (businesswise) like India, a recognised and trusted corporate brand is critical. Abbott’s diversified healthcare businesses are well positioned to help play a big part in improving health and wellbeing in India. viveka.r@expressindia.com

Continued from Page 48

We are very keen on ... Which new states would be included in this partnership? Currently 16 hospitals are certified with NABH-Safe I certification in the country, with majority being in Kerala, Punjab, Maharashtra and Karnataka and around 66 are in various phases of certification. Ten government hospitals in Kerala have initiated this journey. Bihar and Andhra Pradesh are the other states that have shown interest for NABH Safe-I certification. Which are the new areas of research for BD? We are investing in R&D for market-appropriate product solutions. We have an engineering and R&D services (ERS) engagement with HCL Technologies, a leading global IT services provider. Our facility in Chennai is a significant milestone for us in

our efforts to expand R&D in Asia, and demonstrates our strong relationship with HCL, which began in 2007. The facility is helping us accelerate R&D innovation to develop new products and markets, achieve time-to-market advantage for its products and enhance operational efficiencies. As we move forward, healthcare systems will be structured differently and we will have to continue to invest in products and very different models. Over the last three years, BD has invested substantial resources on R&D for new products instead of mere line extensions. It is collaborating with the WHO to develop an innovative new obstetrical instrument – the Odon Device – for assisting the delivery of newborns during circumstances of troublesome labour. Obstructed or

prolonged labours are common causes of maternal and child mortality in developing countries such as India. Approximately three million newborn babies die each year, and an additional 2.6 million are stillborn, in part due to complications from obstructed labour during childbirth. The Odon Device will prove to be a game changer in saving these lives by offering a low-cost simplified way to deliver babies, and protect mothers, when labour is prolonged. Rural health posts will especially benefit which don’t have the capability to perform a C-section. BD will utilise its core competencies in medical device design, quality systems, process design and manufacturing to develop the Odon Device and establish high-scale, low-cost production. These

What are the other developments in the offing? Our commitment to assured medication safety is the acquisition of Cato Software Solutions, which has developed a suite of comprehensive medication safety software for pharmacy intravenous medication preparation. The software helps healthcare providers prevent medication errors and associated costs, automates

raelene.kambli@expressindia.com

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‘MiraCradle - Neonate Cooler reduces the treatment cost by 80-85 per cent’ Samit Jain, MD, PLUSS Polymers talks about their recently developed solution for neonates, CMC Vellore's role in the process, the advantages of the solution in the Indian scenario and more, in an interaction with Lakshmipriya Nair Tell us about your recent solution for neonates. MiraCradle - Neonate Cooler is an affordable passive cooling device which uses the advanced save phase change material (PCM) technology to induce therapeutic hypothermia among newborns suffering from severe birth asphyxia. It has been developed by Pluss Polymers in collaboration with Christian Medical College, Vellore. It is easy to use, safe, light weight, portable and gives precise temperature control of 3334°C for a period of 72 hours needed to treat newborn babies suffering from asphyxia. It requires minimal manual supervision and does not need constant electricity supply. This makes it extremely usable in countries like India, where power problems persist. What was the inspiration/rationale behind launching/ developing such a solution? As a company, Pluss has always believed in developing products which are new to the country and helps the society in general. When CMC Vellore approached Pluss Polymers to develop a device for treating babies suffering from birth asphyxia, it was in sync with the philosophy of the company. An affordable device would help save lives of almost 150,000 babies every year who are born with severe birth asphyxia. The business proposition was secondary in this case for Pluss. It was the idea of helping the society overcome

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such a huge disease burden which inspired Pluss to invest in this project. The initial success in this has motivated us as a team to and we are in the process of coming up with a couple of more affordable healthcare solutions, that would go a long way in helping India take healthcare to the masses. Tell us about the investment that went into developing this solution? The product has been developed over a period of two year with CMC Vellore. Investments have happened in terms of time and resources for developing the right material for the product. Five member strong R&D teams have worked on this project for the past two years. Collaboration with a professional design firm helped design a safe, ergonomic and easy-to-use product. The product was designed under the Government of India and National Institute for Design, Ahmedabad’s, and Design Clinic Scheme for MSMEs. A lot of development and research went into identifying the right composition of materials for developing the thermal energy storage material – which forms the key component of the product. Some of the raw materials have been sourced from across the world. Within India, the most appropriate supplies were sourced and developed. Investments have also happened in terms of developing the right infrastructure for

manufacturing the product. A special clean room has been set up for assembling the product. A high capacity sigma mixer has been procured for manufacturing PCM’s in large quantities. We are working on getting the ISO 13485 certificate for the manufacturing unit and CE certificate for the product. Currently, the total investment for developing the product is approximately over Rs two crores over a period.

Pluss has always believed in developing products which are new to the country and helps the society in general.

What was CMC Vellore's role in developing the product? Christian Medical College, Vellore has played a critical role in developing the product. All the clinical trials and medical aspects of the product have been taken care by the team of doctors at Department of Neonatology, CMC, Vellore. CMC Vellore conducted a series of trials so that the right design and PCM is developed which will maintain the temperature between 33°C and 34°C for a period of 72 hours. The collaboration has not ended with the development. CMC Vellore has helped further in developing the right protocol for use of the product and continues to provide training to doctors with the help of workshops and conferences on using the product. How cost effective is the solution in the Indian scenario? In India and across the world, only expensive electronic instruments are available. These cost

approximately Rs 15 lakhs and cannot be afforded by most hospitals in India. Currently, there are only 1015 such devices in use in India. Almost all the babies suffering from severe instances of birth asphyxia, do not even receive the treatment because of the unavailability of the device; and for some who get treated, the treatment cost is too high. MiraCradle Neonate Cooler costs 1/10th of this and it reduces the treatment cost by 80-85 per cent. More importantly because it is a non-electronic solution it can even be used at remote places where electricity is an issue. It is easy for hospitals to acquire this, as it is not a high one time investment. The hospitals can afford to keep more than one such device so that more babies can be treated at the same time. What is the way forward for this product in India? How do you plan to market it in the Indian market? Awareness and education about the product is the key. Pluss has partnered with 16 hospitals across India who will serve as nodal centres for creating awareness about the therapeutic hypothermia treatment and for training the doctors on using MiraCradle – Neonate Cooler. Various workshops are also being planned to educate doctors. The product is being showcased at all the national and regional neonatal and paediatric conferences in India. The company has appointed distributors who

CELEBRATING

STRATEGY cater to the neonatal field in the Western, Southern and Eastern regions of India. Their reach will be utilised to expand across every nook and corner of the country. We hope to reach all the neonatal centres in India in the next two years and help save as many babies as possible. This will help India meet its MDG -4 goal targets too. The company is also looking at partnering with the central and state governments to take the cause of birth asphyxia forward. WHO, UNICEF and other health organisations are also being approached for working jointly on taking this to the masses.

S. No Hospitals using MiraCradle - Neonate Cooler 1

CMC,Vellore

Jubilee Mission Medical College,Thrissur

AMRI Hospital, Kolkata

Manipal Hospital, Manipal

Arpan Newborn Care,Ahmedabad

Paramitha Hospital, Hyderabad

Cloudnine Hospital, Chennai

Pramukhswami Medical College,Anand

CMC , Ludhiana

Rani Hospital, Ranchi

The Cradle, Gurgaon

SMS Hospital,Jaipur

Fernandez Hospital, Hyderabad

SRMC, Chennai

JIPMER, Puducherry

St.John's Medical College, Bangalore

Any healthcare set ups who have already installed this solution? The product has been

widely accepted across the country. It is currently in use at 16 hospitals across nine states in India and over 70

babies have been saved using MiraCradle - Neonate Cooler. lakshmipriya.nair@expressindia.com

ANNIVERSARY

The product is currently in use at 16 hospitals across nine states in India and over 70 babies have been saved using MiraCradle Neonate Cooler

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India’s vanishing clinicians... the tasks that today are done by nurses can be safely and effectively done by nursing aides. By shifting these responsibilities to nursing aides, nurse time can be freed up allowing them to see more patients. Creating a large group of trained paramedical staff is of the utmost importance and something that we have been able to do successfully at my company, Portea Medical, by replicating US training modules in India. The Government of India through its National Skills Development Corporation (NSDC) has done valuable work in providing access to funding for companies focused on this space.

Creating a value proposition for clinicians According to McKinsey, 50 per cent of trained medical professionals in India don’t work in the healthcare sector having either emigrated abroad or taken higher paying/lower stress jobs outside of the healthcare field. The private sector needs to do a better job of creating a career path for clinicians and providing attractive incentives. The government should also look at better ways to recoup the investment it has

Government should look at better ways to recoup the investment it has made by training clinicians at taxer-payer expense in public schools made by training clinicians at taxer-payer expense in public schools. These could include periods of mandatory service in India before going abroad,

service in underserved areas, and minimum periods of service in the healthcare sector before accepting a role in another sector.

Using technology to make healthcare less people dependent Technology is likely to be a panacea for the healthcare

space in India because one of its strengths is automating low-end processes and removing the human element from service delivery. The most exciting applications are in remote monitoring, where “Internet of things” enabled devices can monitor patients in real time eliminating the need for most clinician involvement in the home or hospital setting. The developments in this sector are exciting including smart ECGs, BP apparatuses, and pulse oximeters among many others, which allow hundreds of patients to be remotely observed by a single nurse. This technology already exists and the challenge is around deploying these devices in India in a cost effective way. Thankfully, the near-term answer to India’s human capital challenge isn’t dependent upon the government’s efforts to build more degree granting institutions. Rather, more extensive use of technology in patient care and a greater availability of trained support staff should allow India to pioneer a less cliniciandependent approach to healthcare delivery.

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RADIOLOGY HIGHLIGHTS

BIOTRONIK releases new online tool to track MR conditional status of implantable devices ProMRI SystemCheck will save time and streamline workflow BIOTRONIK, a leading manufacturer of cardiovascular medical technology, announced the launch of ProMRI SystemCheck, a new online tool for tracking the ProMRI status of implantable devices. A manufacturer of high quality ProMRI devices since 2010, BIOTRONIK offers the broadest portfolio of devices approved for use with MRIs, and continues to launch new pacemakers and implantable cardioverterdefibrillators (ICDs) every year. It is also the only company to allow heart failure

patients with CRT devices to take advantage of MRI scans. The simple online interface of ProMRI SystemCheck provides an easy reference for those looking to check if a certain pacemaker or ICD system is approved for MR scanning. After selecting the country in an auto-complete menu, users may input the names of pacemakers, ICDs, implantable cardiac monitors (ICMs) and leads. A single click then brings up information about whether these devices are MR conditional. The site also includes a crucial overview of

ProMRI technology enables pacemaker patients, to undergo fullbody scans scanning conditions for particular device and lead combinations, as well as required checks for each device

before scanning. “As a pioneer of ProMRI technology, BIOTRONIK has always placed the utmost value on innovative and high quality products and their ease of use. This is why we invest in innovative online tools like the ProMRI System Check, which enables users to quickly and conveniently obtain important information about our ProMRI devices and leads,” said Wolf Ruhnke, Vice President at BIOTRONIK. BIOTRONIK ProMRI technology enables patients with a pacemaker, implantable defib-

rillator, or cardiac resynchronisation therapy defibrillator (CRT-D) or pacemaker (CRTP) to undergo an MRI scan. BIOTRONIK has the broadest portfolio of cardiac devices approved for use with MRIs on the market and is the only company to allow heart failure patients with CRT devices to take advantage of MRI scans. ProMRI technology enables pacemaker patients, and now ICD patients, to undergo fullbody scans. ICD patients may now also undergo ultra high field 3.0 T scans. EH News Bureau

Study:NewMRI approach can detect Alzheimer's disease early The research team developed an MRI probe that pairs a magnetic nanostructure (MNS) with an antibody that seeks out the amyloid beta brain toxins responsible for onset of the disease A TEAM of Northwestern University scientists and engineers has developed a noninvasive MRI approach that can reportedly detect Alzheimer's disease in earliest stages of the disease, well before typical symptoms appear.

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Led by neuroscientist William L Klein and materials scientist Vinayak P Dravid, the research team developed an magnetic resonance imaging (MRI) probe that pairs a magnetic nanostructure (MNS) with an antibody that seeks out

the amyloid beta brain toxins responsible for onset of the disease. The accumulated toxins, because of the associated magnetic nanostructures, show up as dark areas in MRI scans of the brain. "We have a new brain imag-

ing method that can detect the toxin that leads to Alzheimer's disease," said Klein. "Using MRI, we can see the toxins attached to neurons in the brain. We expect to use this tool to detect this disease early and to help identify drugs that

can effectively eliminate the toxin and improve health,” he added. With the successful demonstration of the MRI probe, Northwestern researchers now have established the molecular basis for the cause, detection

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by non-invasive MR imaging and treatment of Alzheimer's disease. Details of the new Alzheimer's disease diagnostic are published in the journal Nature Nanotechnology. Klein and Dravid are co-corresponding authors. "Non-invasive imaging by MRI of amyloid beta oligomers is a giant step forward towards diagnosis of this debilitating disease in its earliest form," said Dravid, the Abraham Harris Professor of Materials Science and Engineering at the McCormick School of Engineering and Applied Science. "This MRI method could be used to determine how well a new drug is working," Dravid said. "If a drug is effective, you would expect the amyloid beta signal to go down." In addition to Klein, Dravid and Viola, other authors of the paper are from Northwestern University; Universidade Federal de Santa Catarina, Brazil; Illinois Mathematics and Science Academy; and North Shore University Health Systems. EH News Bureau

ANNIVERSARY

Carestream to displaycompact Vita FlexCR system at IRIA Reportedly, the system can be operated vertically or horizontally to address need for image processing in compact spaces CARESTREAM INTENDS to introduce its compact new Vita Flex CR system that reportedly delivers great image quality and can be positioned virtually anywhere in a healthcare facility. This new system’s design enables it to operate vertically as well as horizontally, so it can process CR cassettes sitting on the floor, a tabletop or desktop or even from the back of a van. The Vita Flex CR system will be on display at the 2015 Indian Radiology Imaging Association (IRIA) conference. The affordable Vita Flex CR system can process multiple cassette sizes including: 8 x 10 in., 10 x 12 in., 24 x 30 cm, 14 x 14 in. and 14 x 17 in. This new system is expected

to address the diverse needs of imaging centres, private practices, urgent care facilities, smaller hospitals and mobile imaging operations, as well as orthopaedic, veterinary and chiropractic providers. Vita Flex CR is designed with three modular components to make it easy

to install and service. It is available with a choice of two throughput rates—either 30 or 45 plates per hour. A touch screen allows users to quickly and easily select desired body parts and views to speed the imaging process. Technique information can be acquired auto-

matically, eliminating the need for manual entry and the possibility of inconsistent X-ray exposures among different users. A veterinary offering is also available and includes specialised software and cassettes. “Like our other Vita CR systems, this new model is designed to help facilities of all types and sizes move smoothly and affordably to digital imaging. Carestream’s Image Suite software plays a pivotal role in that transition by providing a comprehensive package of image capture and management capabilities for a very affordable price,” said Amit Singh, Carestream India, General Manager for X-ray Solutions. EH News Bureau

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EXPRESS HEALTHCARE

January 2015

HOSPITAL INFRA

CELEBRATING

DR PARINEETI Pune

A hospital is an institution that provides treatment to patients through specialised staff and equipment. Proper planning and implementation of equipment is one of the most important aspects of operating any hospital. Equipment planning should be done according to the requirement of hospital and the expected number of patients. You should always concentrate on quality while purchasing and installing equipment to enhance the quality of patient care. What is the importance of HIS in a hospital? ADITYA Administrator, Bijapur

Most professionally run hospitals and clinics now rely on hospital information systems (HIS). It helps to manage all medical and administrative information. An effective HIS also delivers benefits such as: ◗ Enhancing information integrity ◗ Reducing transcription errors ◗ Reducing duplication of information entries ◗ Optimising report turnaround times These computers are programmed to collect, process,

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January 2015

and retrieve patient care and administrative information ensuring better quality and delivery of service. If the hospital authorities have more relevant information they can make better decisions. Please help me out with the hospital marketing planning. LEENA Bilaspur

Marketing is the activity, set of institutions and processes for creating, communicating, delivering and exchanging offerings that have value for customers, clients, partners and society at large. It’s a process for getting a company’s product or service out to customers. Hospital marketing is done to promote and inform people about a hopsital’s services. Hospital marketing has five components. Knowledge of all five components of the mix is helpful for managers who are developing the marketing strategies. The five components are as follows: ◗ Product-service mix ◗ Presentation mix ◗ Communication mix ◗ Pricing mix ◗ Distribution mix What are the healthcare trends we can see in the coming years? DR USMAAN Aligarh

ANNIVERSARY

ASK A QUESTION We are coming up with 200-bed multi-speciality hospital. How do we plan for the equipment that needs to be placed in the hospital?

As per my understanding, we will see many new trends and developments in healthcare. Out of many, few of them are: ◗ Chronic care will become a focal point ◗ More and more providers will employ health coaches ◗ Healthcare will move to the home ◗ Employee incentives for healthy behaviour will become more popular ◗ Private exchanges are on the rise ◗ Big healthcare policy changes lie in wait ◗ Big data will become more open ◗ Partnerships will expand to facilitate new approaches to care delivery What should we understand from hospital planning and commissioning? SHRUTI AGARWAL Bhopal

Commissioning is a strategic process used to turn new hospital facilities into dynamic, functioning organisations that provide a planned and improved service to any organisation. The commissioning process structures the design to enhance quality outcomes. The successful realisation of the commissioning process will ensure a smooth and efficient transition to full operation so that complete potential of the hospital can be achieved.

TARUN KATIYAR Principal Consultant, Hospaccx India Systems

Express Healthcare's interactive FAQ section titled – ‘Ask A Question’ addresses reader queries related to hospital planning and management. Industry expert Tarun Katiyar, Principal Consultant, Hospaccx India Systems, through his sound knowledge and experience, shares his insights and provide practical solutions to questions directed by Express Healthcare readers

IT@HEALTHCARE INSIGHT

Ushering an mHealth revolution

ANNIE MATHEW Director, Alliances and Business Development BlackBerry

Annie Mathew, Director, Asia Pacific Alliances and Business Development, BlackBerry opines that mobile applications will revolutionise healthcare segment in India

per cent of hospitals in India are situated in urban areas whereas about 80 per cent of its population lives in rural areas, which have minimal healthcare facility - Deloitte report 89 per cent of rural Indian patients have to travel about 8 km to access basic medical treatment â&#x20AC;&#x201C; Study by Indian Institute of Public Opinion

health delivery organisations to improve their clinical quality and efficiency across rural and urban India. The key to responding to such expectations is to become more skilled at leveraging their data, consolidating and quantifying, and making it accessible, anytime and anywhere. This, combined with Indiaâ&#x20AC;&#x2122;s vast expanse and lack of last mile penetration of healthcare services, has compounded the problem greatly.

The solution A quick glance at the above figures by both private and public research groups clearly underline the urgent need for a massive technological development in the Indian rural healthcare segment. Till date, rural India is still battling with high income disparity, lack of basic infrastructure, incidence of fatal diseases and unavailability of quality and affordable primary healthcare services. Additionally, with rising awareness of the importance of healthy living and advances in medical science and technology in urban India, hospitals today are expected to improve quality and minimise risk in patient care, improve care outcomes, and tackle healthcare cost inflation, all at the same time. Overall there is greater pressure on

As complex as the problem is, the solution is fast becoming quite simple - mobile technology. The rapid advancement in the technologies, ease of use and the falling costs of devices have made mobile technology an appropriate and adaptable tool to bridge the digital divide, especially in the healthcare segment. Mobile healthcare is rapidly gaining grounds amongst the developer fraternity. According to research report by Research and Market, the mHealth market is estimated to be valued at $6.6 billion in 2013 and is expected to reach $20.7 billion by 2018 at a healthy CAGR of 25.5 per cent. Imagine a system that allows the patients in remote villages to get easy access to doctors based miles away- to-

day this is reality! Easy accessibility of medical records- today this is reality! In an attempt to bridge the gap and bring quality healthcare to rural population, Balabhai Nanavati Hospital (BNH) decided to utilise current offerings and development in the mobile technology space in India. In association with BNH, UST Global launched an

exclusive telemedicine application for mobile devices which enables doctors to provide clinical health care to patients situated in remote locations. In this application, the remote clinic staff enters the visiting patientsâ&#x20AC;&#x2122; demographics, vital signs, illness details, preliminary diagnosis information, and uploads existing medical reports. The assigned doctor re-

views the patient details and performs consultation with the patient remotely using a video session launched through BlackBerry Messenger (BBMTM). He provides the final opinion and uploads the prescription via the application. The remote clinic staff downloads and hands over a printed copy of the prescription to the patient. While easy access to trained doctors is imperative, easy accessibility of medical data too plays an important for timely treatment. Today, mobile technology is enabling hospitals and doctors to acquire, store, process and secure patient data on the cloud, made accessible through a simple mobile interface. For example, Max Healthcare has launched an application that securely connects an archive of medical information like radiology images, lab reports and patient charts with smartphones that clinicians can access wherever and whenever. A critical aspect of patient care, however, is being able to capture clinical information at the point of care. Solutions such as AppMobilizer can allow doctors to enter patient care information directly into the various health assessment forms; that data is then transferred to a back-end database

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IT@HEALTHCARE for reporting and billing purposes. Taking this one step further are smartphone apps that are able to serve as clinical calculators and decision-support tools helping prognosis, guiding treatment and dosage. Today apps are being created to serve as databases of reference materials or even ECG guides, eliminating the need to carry around EKG cards. Apps aside, mobile technologies like near field communication have great potential once electronic health records become more mainstream. Imagine doctors and nurses who move from one patient to another being able to tap a smartphone against a tag, and the relevant, recent page of that patient’s record pops up on screen. Apart from having remote access to information, technology now enables easy access of medical staff to the patient as

In a survey conducted by McKinsey and Deloitte on mHealth, patients revealed that they experience improved convenience, enhanced quality, and affordable care using mobile enabled personal health and fitness applications well, while on the go. A recently launched application/webportal service called Practo, provides the user information on doctors, assists then in booking medical appointments etc. With over 100,000 registered doctor profiles from across India and Singapore, this service provides a vast array of information to consumers across time and geography. With just a click the patient can confirm appointments with doctors listed on Practo at any point in time.

Additionally, they can also view detailed information on doctor’s specialisation prior to booking an appointment. This application experienced a huge uptake by consumers in the market, indicating increased adoption of mobile technology. The above is one such example of many such technology based ‘smart’ solutions that are being developed in this segment corresponding to a wide array of ailments, leaving consumers spoilt for choice. Ac-

cording to a Health Information Management Systems Society (HIMSS) webinar, titled “The new consumer nirvana: Digital Health”, conducted in 2013, there are 31,000 health and medical related apps in the market today; 44 million expected to be downloaded in 2014, and 142 million expected in 2016. This space is growing at a rapid speed. Apart from enabling doctors to take medical science to rural India, applications are helping consumers to

stay healthy and fit. Right from checking daily calories intake, to suggesting consumers the desired calorie intake, monitoring heart rates 24x7 and methods of combating obesity; applications are proving to be the most sought after technology today. In a survey conducted by McKinsey and Deloitte on mHealth, patients revealed that they experience improved convenience, enhanced quality, and affordable care using mobile enabled personal health and fitness applications.

Let’s make it happen! As India goes digital, mobile broadband will play a key role in making healthcare accessible to all. The healthcare providers need to leverage the technology solutions and recent developments in technology for outreach of quality and affordable healthcare services.

HIGHLIGHTS

Everest Group names Virtusa as 'Major Contender' in 2014 healthcare payer ITO PEAK Matrix Everest Group evaluated 18 global healthcare payer IT service providers VIRTUSA CORPORATION, a global business consulting and IT outsourcing company has recently been named a 'Major Contender' in the healthcare payer IT outsourcing PEAK Matrix by Everest Group, an advisory and research firm on global services. This is the first year Virtusa has been ranked in this category, making the leap from the 'Emerging Player' category in the previous year. Everest Group evaluated 18 global healthcare payer IT service providers in the recently released report IT Outsourcing in Payer Industry – Service Provider Landscape with PEAK Matrix

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Assessment 2014: Rise of the Challengers. The in-depth report, issued annually, measures service providers on its proprietary Performance, Experience, Ability and Knowledge (PEAK) Matrix. According to the report, Everest Group determines that 'Major Contenders', who also happen to be competing with 'Leaders' at a certain level, are also bearing the brunt of the heightened competition. They are steadily ramping up their capabilities or improvising strategies to remain competitive in the arena. “Payer industry IT outsourcing is steadily maturing

The report, measures service providers on its proprietary PEAK Matrix from largely regulations-driven IT investments to a more elaborate consumer-focused technology strategy,” said Abhishek Singh, Practice

Director, Everest Group. “In this scenario, Virtusa has grown in significance by focusing on industry-specific solutions and stronger service capabilities,” he adds. “We are delighted to be named as a 'Major Contender' in the healthcare payer ITO report. The changing regulatory landscape and growth of retail consumers is driving healthcare payer clients to evaluate new models to reduce overall medical costs and generate growth. Our healthcare payer clients are embracing Virtusa’s solutions and optimised delivery models to achieve those objectives,” said Anthony Lange, VP-

Healthcare, Virtusa. “In this changing paradigm, our team members have delivered exceptional results for our clients – results our clients rely on to achieve marketleading positions.” Virtusa’s healthcare solutions and services enable its clients – health plans, providers, service providers, and software vendors within the healthcare sector – to transform their business by optimising operations to gain efficiencies, and expanding target audiences by delivering a distinctive millennial and consumer engaging experience. EH News Bureau

IT@HEALTHCARE I N T E R V I E W

‘We are focused on advancing our technology to suit Indian requirements via proof of concept level projects’ Hitachi has launched a solution which will help extract precisely designated information from EMR. Ichiro Iino, MD, Hitachi India talks about the features of this solution, its advantages in the Indian scenario and the company's plans to market it in India, in conversation with Lakshmipriya Nair

Tell us about the technology you have developed to extract precisely designated information from electronic medical records (EMR). How does it work? EMR is made up of medical attributes with set terms and concepts. The terms can be subject complaints, medical history of patient and family history, lab/diagnostic studies, treatment options, allergies, etc. We’ve developed medical attribute classifiers for specific disease or disorder which were evaluated over de-identified dataset in CLEF 2014 challenge. How will the technology help in simplifying healthcare delivery and make it more efficient? Let’s take an example, consider the ready availability of a patient’s record anytime-anywhere which is highly useful for doctors to make timely and effective treatment decisions. This is realised by having EMRs and a wellconnected network. Now, moving one step further, with huge amounts of data available for analysis from EMRs, we can come up with applications to support clinical decision and this

scenario is in constant need of identifying new best practices in a cost-effective way for all relevant stakeholders. This technology will solve some of the important demands put forth by the medical community by combining human and machine intelligence.

This technology will solve some of the important demands put forth by the medical community by combining human and machine intelligence technology helps to realise such applications. India is in need of innovative yet

cost-efficient healthcare solutions. How does the new technology rate on both these fronts? India’s healthcare

What are your strategies to market it? Has any healthcare player already adopted it? We would like to leverage our data analytics experience for both improvement and cost-reduction of healthcare practice. We benchmark our technology with regard to the state-of-the-art and come up with methods to improve further: CLEF 2014 participation and achievement is one such example, where we have recorded highest accuracy for clinical information extraction. What is your way ahead for this technology? What are your future plans for it? We would like to leverage information extraction technology to create datacenter value added services targeting hospitals. In the next couple of years, we are focused on advancing our technology to suit Indian requirements via

proof of concept level projects before launching to large scale deployments of the service within 5-10 year time frame. How lucrative is the healthcare IT space in India at present? How does Hitachi India plan to leverage the opportunities available? About 70 per cent of healthcare expenditure (2013 estimates) is with the private sector. With highly skilled practitioners and the will to implement latest IT systems in order to improve quality of service and control cost of expenditure, healthcare providers are focusing on the advancing technology aspects of healthcare delivery. Telemedicine, hospital management system (HMS), digital health resources, EMRs are some of the key front runners in this space and are pursued actively by the private sector. Coupled with a rising income and ageing population, healthcare spending is set to rise and the healthcare industry as a whole is expected to reach $150 billion in the next four years. Hitachi expects to contribute to such developments. lakshmipriya.nair@expressindia.com

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LIFE PEOPLE

Dr HK Chopra elected as President of Cardiological Society of India His mandate in 2015 is to enhance awareness about hypertension, heart attacks and obesity

The youngest US Surgeon General has Indian roots His work in public health led to his appointment by President Obama to serve on the Advisory Group for Prevention, Health Promotion, and Integrative and Public Health HISTORY UNFOLDED today as 37-year old, Dr Vivek Hallegere Murthy was appointed as the youngest US Surgeon General. Miami boy, Dr Murthy is of Indian descent, born to immigrant Kannadigas in England. His parents relocated to Miami when he was three years old. Armed with a Bachelor’s degree from Harvard and MD and MBA from Yale, Dr Murthy is poised to change the face of healthcare in the

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US. With combined expertise in medicine and business he founded TrialNetworks, a cloud-based Clinical Trial Optimization System for pharma and biotech trials to bring new molecules to the market faster and more safely by improving the quality and efficacy of clinical trials. He also co-founded VISIONS Worldwide, a nonprofit organisation, with his sister Rashmi Murthy in 1995 to bridge the gap between

AIDS education in US and India and focused on various community-health projects. His interest in health reform took shape of a group of 15,000 physicians and medical students called ‘Doctors for America’, supporting comprehensive health reform. He is the founder and president of the group. As an internal medicine physician and educator at Brigham and Women's Hospital and Harvard Medical School he has

taught hundreds of residents and medical students. His work and contributions have gained recognition through many award and accolades. His work in public health led to his appointment by President Obama to serve on the Advisory Group for Prevention, Health Promotion, and Integrative and Public Health where he has helped inform and disseminate the nation's first National Prevention Strategy.

DR HK CHOPRA, a cardiologist working with Moolchand Medcity was elected unanimously as a 'President of Cardiological Society of India' at Hyderabad. Dr Chopra said that his mandate in 2015 is to enhance awareness about hypertension, heart attacks and obesity. He also said that he will focus on developing technology in interventional cardiology in India and enhance awareness about timely intake of effective heart protective pill for Indians. He also said that lifestyle optimisation through alliance with governmental and nongovernmental organisations and prevention of risk factors will help prevent heart attack in India below the age of 70. He emphasised that 'Healthy Heart India is Fit India'.

CELEBRATING

ANNIVERSARY

Dr Habil Khorakiwala appointed Chancellor of Jamia Hamdard University Dr Habil Khorakiwala has accepted to be the Chancellor of our University. With his established leadership and interest in science and technology, the University would benefit from his direction and guidance.” Dr Habil Khorakiwala is a recipient of the prestigious Shiromani Vikas Award for his ‘Outstanding and Inspiring Contribution towards National Development.’ He received it at the hands of Mother Teresa (1992). He has also served as the President of Federation of Indian Chambers of Commerce & Industry (FICCI) and Indian Pharmaceutical Alliance (IPA), and has sat on the board of several prestigious advisory boards for the Government of India. Dr Khorakiwala has also served as the Honorary Consul General of Sweden in Mumbai.

The Founder Chairman of Wockhardt Group will occupy the new position for five years JAMIA HAMDARD University has appointed Dr Habil Khorakiwala as its new Chancellor. Dr Khorakiwala will occupy the position for five years beginning December 2014. Dr Habil Khorakiwala is the Chairman of Wockhardt Group, a leading healthcare provider. Talking on the appointment, Dr Habil Khorakiwala, said, “I intend to create a vision for the Jamia Hamdard University - to be at the forefront of imparting right education and knowledge in the 21st century.” Over the last ten years, Jamia Hamdard has emerged as a leading institution of higher learning with distinct and focused academic programmes.

Besides having a medical college and healthcare facility, it also has graduate programmes in information technology (IT) and computer applications. It also has post-graduate programmes in IT, computer applications, business management, physiotherapy and occupational therapy have been started. Undergraduate programmes in physiotherapy and occupational Therapy are being introduced from this year. Jamia Hamdard offers post-graduate and doctoral programmes in several disciplines for which advanced facilities are available. Dr GN Qazi, Vice Chancellor, Jamia Hamdard University, said, “We are indeed happy that

Venkatadri Bobba joins Cancer Genetics India’s Board of Directors Bobba has over 36 years of corporate leadership experience in the pharma and life sciences industries CANCER GENETICS, provider of DNA-based cancer diagnostics, has announced the addition of Venkatadri Bobba to Cancer Genetics India’s Board of Directors. “Bobba has a tremendous track record of leadership in the life sciences. His experiences and insights will bring significant value to CG India’s board of directors,” said Panna Sharma, CEO and President of Cancer Genetics. Bobba has over 36 years of

corporate leadership experience in the pharma and life sciences industries, informs a company release. Bobba, who is currently a General Partner with Ventureast, has held executive leadership positions at a number of life sciences companies in the US, EU, and Asia. Prior to joining Ventureast, Bobba served as Senior VP of Operations at Aradigm Corporation and from 2001-2003 was Executive Vice President at Diosynth, a division of Akzo Nobel. From

1995 to 2000, Bobba served as President and CEO at Molecular Biosystems. Previous to that, Bobba was Executive Vice President of Centocor Inc (now Jansen Biotech, a division of Johnson & Johnson) and held several executive positions, including President, at WarnerLambert, Indonesia. He also previously served as VP of Manufacturing at Parke-Davis, USA (now part of Pfizer). “It is an exciting time to be part of such a high-growth market like India. I look forward to the growth and much needed innovation that CG India will bring to Indian cancer patients and hospitals at an affordable price,” said Bobba. “CG India has established itself as a leader in

the oncology diagnostics market with a firm commitment to innovation. I look forward to helping the company offer novel cancer diagnostic tests to all patients who needs them to improve

their clinical outcomes.” Bobba is an active board member of three US-based companies, including Diabetomics, Melior Pharma, and Sparsha. Bobba also sits on the board of several Indian-based companies, including Portea, Richcore, and Sparsha Pharma, an Indian subsidiary of Napo Pharmaceuticals. Additionally, he serves on the advisory board for the SOHO Group, the largest pharma company in Indonesia, and for Cumberland Pharmaceuticals, US. A pharmacist by training, Bobba graduated with gold medal honors from Andhra University and holds an MBA from Farleigh Dickinson University, New Jersey.

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TRADE & TRENDS

Interdisciplinary Hybrid ORs: Turnkey solutions from MAQUET MAQUET’s hybird OR solution features modular, radiotranslucent surgical tables synchronised with state-of-the-art angiographic systems all designed for use in sterile environments THE WORLD of surgery is currently undergoing great changes. More and more surgeons prefer to perform minimally invasive or open procedures in Hybrid ORs which transcend medical disciplines’ boundaries and enable collaboration between specialists such as cardiologists, cardiac surgeons, interventional radiologists and vascular surgeons. From planning and implementation to the protection of a clinic’s investment – MAQUET offers support through all project stages. More and more clinics nowadays are opting for the construction of a Hybrid OR, equipped with an angiographic X-ray system. The advantages that predominantly benefit patients undergoing cardiac and vascular surgery are obvious and should not be underestimated with regard to risk minimisation aspects. MAQUET’s hybird OR solution features modular, radiotranslucent surgical tables synchronised with state-of-the-art angio-graphic systems all designed for use in sterile environments. Interventionalists and Surgeons alike are now able to con-duct a wide range of treatments and examine their results using angiography in a single room without delay.

Experience is what counts! A Hybrid OR pioneer The high-performance Hybrid OR is preceded by a phase of intensive planning and construction. Experience has shown that this takes around

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six to 18 months. The particular challenge in this respect involves the combination of the many individual systems to form a single, holistically functioning system. In both, the planning and implementation phases, clinics greatly benefit from MAQUET's many years of experience: from room classification, the room concept and configuration to the viewing concept. With more than ten years of experience, MAQUET is a global leader in the planning and designing of interdisciplinary Hybrid ORs. MAQUET has carried out over 150 projects around the world, working in close collaboration with imaging equipment providers like Philips, Siemens and Toshiba in the healthcare sector.

Visualising ideas MAQUET supports clinics, architects and planners with its extensive knowledge and useful tools throughout all planning stages. MAQUET provides a 3D simulation of the desired Hybrid OR during the very early planning stages using its OR3D visualisation software. This contributes greatly to the transparency of the project. Using the 3D presentation of the OR, the customer can check the positioning of various devices and check and modify the work-flow. The 3D presentation can also serve as the basis for a cost estimate.

Optimal workflow “Our most important concern is to ensure optimal work processes in the new Hybrid OR for all user groups. This is

surgery, neuro-surgery and orthopaedics.

An attractive workplace

why we place such importance on workflow consulting during the planning phase,” says Bhavesh Y Bhatt, General Manager – MSW Business at MAQUET. Getting everyone involved at an early stage makes all the difference. The operat-ing room can only be equipped to opti-mally cater to everyone's needs if it is clear from the onset which departments will ultimately make use of the Hybrid OR. MAQUET offers customtailored Hybrid OR products for a perfectly configured operating room - from a single source: from Modular OR VARIOP, OR lights and ceiling elements with integrated X-ray

protection to operating tables, systems for OR integration (for image and equipment control), anaesthesia workstations and heart-lung machines to name just a few. In this way, MAQUET sets up its fully integrated Hybrid OR in collaboration with manufacturers of imaging equipment. Efficient room utilisation The heart of the Hybrid OR is the oper-ating table and the angiographic X-ray system. The 360° radiolucent and extremely flexible operating table by MAQUET turns the hybrid OR into an interdisciplinary OR: the MAGNUS operating table system can be adapted to meet the requirements of cardiology, heart surgery, vascular

Besides optimal workflows and the technical interaction of all devices, MAQUET also focuses on creating an attractive workplace and an appealing atmosphere. This involves the use of products that support ergonomic working methods for The MAGNUS OR table system with a radiolucent table top.surgeons and surgical staff. In addition, colours, lights and wall images are used to create a pleasant and positive working atmosphere.

The future-proof solution In the design of its Hybrid OR, MAQUET pays particular attention to the integration of sustainable products and future-proof solutions. This is why the company has opted for the use of flexible wall and ceiling elements to enable quick retrofitting at all times. In addition to the provision of VARIOP wall elements for the occasional ‘overnight conversion’, all products - including the OR table and the OR integration system - are modular so that they can also be retrofitted whenever necessary. Contact MAQUET Medical India Pvt Ltd Mehta Trade Centre, Sir M V Rd, Andheri East , Mumbai - 400099 Email : b.bhatt@maquet.com Website: www.maquet.com www.maquet-hybridoperatingroom.com

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TRADE & TRENDS

CELEBRATING

ANNIVERSARY

Medicare solutions from Magnatek Enterprises Magnatek is a total solution provider with a wide range of OT tables, lights and pendants MAGNATEK ENTERPRISES and its group companies have been manufacturing and marketing sophisticated medical and imaging equipment for the last two decades. The close association with the medical fraternity inspired the company to manufacture and market imaging and operation theatre (OT) equipment which best suits the needs and requirements of doctors and surgeons across India. Magnatek Enterprises specialises in OT equipment like fully automatic remote controlled multi-procedure C-Arm compatible operation theatre tables (Indian and imported), operation theatre lights â&#x20AC;&#x201C; latest

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January 2015

technology LED OT lights and shadowless halogen lights, OT pendants and specialised bariatric patient handling packages. Magnatek is a total solution provider with emphasis on care, perfection and innovation to achieve better medicare. Magnatek already has the widest range of OT tables, lights and pendants in India. Tailor-made solutions has always been the core concept at Magnatek. The normal market trend is that standard fixed equipment are supplied to customers, and surgeons have to adjust themselves to the equipment specifications, leading to a lot of compromise. Magnatek understands that the requirements of a neurosurgeon and cardiac surgeon are quite different from a paediatric or urology surgeon when they are looking at operating room solutions, and offering generalised products to different types of surgeons is not desirable. Before closing an order, the company believes in understanding the

SANJAY AGARWAL, Managing Director, Magnatek Enterprises

An OEM to major MNCs for OT tables, Magnatek has now forayed into the global market, with an increased distributor network in various parts of the world

users' requirements, and offers customised tailor-made solutions, to make surgeries more precise, comfortable and time-saving. Magnatek is committed to providing international standard OT solutions at competitive prices to spearhead the current growth of medical industry in India. Quality is a way of life at Magnatek Enterprises. All the products and services from Magnatek Enterprises go through stringent quality tests. Magnatek products conform to the international quality standards of CE and ISO 13485. An OEM to some major multinationals for OT tables, with its international quality accreditation, Magnatek has now forayed into the global market, with an increased distributor network in various parts of the world. It regularly participates in major world exhibitions like FIME (US), IFSO (Brazil), Medica (Germany) and Arab Health (Dubai).

CELEBRATING

TRADE & TRENDS

ANNIVERSARY

Kovai Medical Center & Hospital: An ideal destination for quality healthcare services Under the aegis of Dr Nalla G Palaniswami, within a span of 25 years, it has become a 1000-bed multidisciplinary super-speciality hospital

KOVAI MEDICAL Center & Hospital (KMCH) was started in the year the US, the UK, Australia, the Middle East and people from India under the leadership of Dr Nalla G Palaniswami. Within a span of 25 years, it has emerged from a 150-bed to 1000-bed multidisciplinary super-speciality hospital. KMCH is located on a 20-acre plot in a serene, clean and hygienic atmosphere. KMCH, Coimbatore is not only a highly reputed multidisciplinary super specialty hospital in the corporate sector but also a well known land mark in the textile city. It has the state-of-the-art and ultra modern sophisticated medical equipment and other gadgets to provide world class healthcare services at affordable cost to people belonging to all segments of the society at large. The hospital has many firsts to its credit. Several challenging, complex and complicated surgeries like heart transplants and liver transplants have been successfully performed in recent times. With the successful performance of these complicated transplant surgeries, KMCH has joined the elite club of hospitals where these surgeries are being performed. The availability of these facilities at KMCH to perform complicated surgical procedures has come as a boon to the people of

Coimbatore and in western Tamil Nadu. The hospital has emerged as a centre of excellence. The credit of bringing Coimbatore, a tier-II city, on par with the

metro cities, goes to KMCH which has won many accolades. The standard of treatment provided at KMCH is comparable to the best of hospitals anywhere in the world.

It has been accredited by NABH in 2012. KMCH has established a Comprehensive Cancer Center at a cost of Rs 100 crores. The hospital offers 24-hour end-to-

DR NALLA G PALANISWAMI CHAIRMAN, KMCH D

r Nalla G Palaniswami is a doctor, educationist and philanthropist. He did his MBBS and MD from Stanley Medical College, Madras (Chennai today) and served as Lecturer and Assistant Professor of Medicine at Coimbatore Medical College from 1973 – 1975. He went to the US in 1975 for his higher studies and completed his higher training in Internal Medicine at Cincinnati, Ohio and Wayne State University at Detroit, Michigan from 1975 – 1978. He did his fellowship in Endocrinology and Metabolism at Wayne State University, Detroit, Michigan from 1983 – 1985. Between 1978 and 1983, he worked as an internist at St Joseph Hospital, and at Mt Clements, Michigan, US from 1985 – 1990.

end services in cancer care ranging from prevention to early detection, comprehensive treatment to palliative care — all under one roof. KMCH has pioneered several techniques like steroid free kidney transplantation, ABO-incompatible kidney transplantation, GDC coiling and clipping for brain aneurysms which save lives, improve patient comfort and minimise side effects. Super-speciality procedures like open heart surgeries, valve replacements, hip and knee replacements, complex brain surgeries and advanced spine surgeries are done regularly at the hospital. The hospital has a wide range of modern equipment including the state-of-the-art Varian Trilogy Linear Accelerator, the world's most advanced PET-CT Scan, 3T MRI, 500 slice Volume CT Scanner, Endo Bronchial Ultra sound (EBUS) etc. The hospital has over 150 internationally renowned full time specialists and over 250 post graduate medical professionals assisting them. With more than 1500 medical, paramedical, patient relations and administrative staff, the hospital offers total healthcare for patients. Comprehensive infrastructure, cutting-edge technology, latest hi-tech medical equipment in all specialised

EXPRESS HEALTHCARE

January 2015

TRADE & TRENDS branches of healthcare and the committed team of medical experts make KMCH a trusted brand. The proximity of Kovai Medical Center & Hospital to the Coimbatore international airport makes it the most favoured destination of patients coming from different countries around the globe and also from east and north east frontier states like Meghalaya, Assam, Nagaland and Arunachal Pradesh besides Sikkim. To mark the silver jubilee celebrations, the management has drawn up ambitious plans to further expand a green field hospital project in Chennai and a medical college in Coimbatore. It has been awarded the Best Hospital Award – Non Metro South India category by ICICI Lombard Health Insurance and CNBC-TV18.

KMCRET – Dr NGP Group of educational institutions The Kovai Medical Center Research and Educational Trust (KMCRET) was established in 1990. The Trust was envisioned by the trustees with the singleminded objective of imparting education that is truly a class apart. Today, that vision has culminated into a worldclass organisation of repute, rendering education to students from diverse crosscultural backgrounds. Having grown from strength to strength, the Trust now has the following educational institutions within its fold: ◗ KMCH College of Nursing ◗ KMCH College of Physiotherapy ◗ KMCH College of Pharmacy ◗ KMCH College of Occupational Therapy ◗ KMCH Institute of Health & Hospital Administration ◗ Dr NGP Arts and Science College ◗ Dr NGP Institute of Technology ◗ Dr NGP College of Education ◗ Dr NGP Teacher Training Institute ◗ The NGP School (CBSE Curriculum)

EXPRESS HEALTHCARE

January 2015

First heart transplant at KMCH

First liver transplant at KMCH

CELEBRATING

ANNIVERSARY

REGD. WITH RNI NO.MAHENG/2007/22045. REGD.NO.MH/MR/SOUTH-252/2013-15, PUBLISHED ON 8th EVERY MONTH & POSTED ON 9, 10 & 11 EVERY MONTH, POSTED AT MUMBAI PATRIKA CHANNEL SORTING OFFICE.