Express Healthcare (Vol.9, No.2) February, 2015

VOL.9 NO.2 PAGES 64

www.expresshealthcare.in FEBRUARY 2015, `50

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CONTENTS Vol 9. No 2, FEBRUARY 2015

Chairman of the Board Viveck Goenka Editor Viveka Roychowdhury*

Enhancing oncology treatment through PPP

Chief of Product Harit Mohanty BUREAUS Mumbai Sachin Jagdale, Usha Sharma, Raelene Kambli, Lakshmipriya Nair, Sanjiv Das

MARKET

12

APOLLO HEALTH AND LIFESTYLE ACQUIRES NOVA SPECIALTY HOSPITALS

12

HEALTH MINISTRY LAUNCHES INDIA’S DRUG ADMINISTRATION CAMPAIGN AGAINST LF

12

JP NADDA: NEED TO DEVELOP FRAMEWORK FOR HOLISTIC HEALTHCARE

14

KEF HOLDINGS INKS PARTNERSHIP WITH TAHPI

14

OSU AND AIIMS LAUNCHES NATIONAL FACILITY FOR REGENERATIVE MEDICINE AT AIIMS

18

NATHEALTH UNVEILED WHITE PAPER ON INDIAN HEALTHCARE ROADMAP

20

TATA SOCIAL ENTERPRISE CHALLENGE 201415 RECOGNISES SOCIAL ENTERPRISES

Bangalore Assistant Editor Neelam M Kachhap Pune 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

PPPs can be instrumental in improving quality of diagnostic and treatment services to cancer patients, opines Dr Ashok Mehta, Medical Director, Brahma Kumaris’ Global Hospital & Research | P30

Photo Editor Sandeep Patil

STRATEGY

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

28

PWC REPORT IDENTIFIES NON-LINEAR SOLUTIONS TO SAVE $90 BN IN CAPITAL COSTS IN HEALTHCARE DELIVERY INFRA

P16:INTERVIEW: GURU PRASATH KR Director, Business Development & Marketing, Messe Dusseldorf India

LIFE

40

DR AZAD MOOPEN ELECTED TO BOARD OF DIRECTORS OF THE GLOBAL VIRUS NETWORK

40

ACCUTOME APPOINTS MANAGER FOR INDIA

KNOWLEDGE

29

CONQUERING CANCER

P32:INTERVIEW: DR VAISHALI ZAMRE Senior Consultant, Surgical Oncology, Action Cancer Hospital

P34:INTERVIEW: DR DEEPAK PATKAR Chairman, ICRI

P35: INTERVIEW: DR VASEEM ANJUM ANSARI Consultant Radiologist, Kohinoor Hospital

22

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

Crucial times for India’s health policy

B

by private services.

question is: how will he raise the

inherent challenges. And lastly, it deliberates the

funds to implement the new National Health Policy

legal framework for a health rights bill making

(NHP) and and the National Health Assurance

health, like education, a fundamental right. The

Mission (NHAM)?

architects of this draft policy hope (naively?) that

y the end of this month, Finance Minister Arun Jaitley will present

The draft does not mention any time frame

his first Union Budget. For

for implementation of these measures but

the healthcare sector, the big

acknowledges the enormity of the task and the

Open for comments till end February, the draft

such a policy push might give the right signal to

NHP tries to address the need to improve the

increase public health expenditure.

performance of health systems so that the

While these seem well intentioned goals, the

country achieves universal health coverage. While

document itself admits that ‘a policy is only as good

the goal is very laudable, is the path right?

as its implementation.’ This is but the first step in

The NHP proposes that public health expenditure should be raised to 2.5 per cent of GDP, with 40 per cent coming from the Centre. It proposes that the major source of financing would remain general taxation and suggests the creation of a health cess. This is ironical since the same government has already announced a 20 per cent cut in the health budget last year, even though our country's health spending is a measly 1.04 per cent of GDP, among the lowest among developing countries. Will the union budget announce such a cess this year?

While these seem well intentioned goals,the draft National Health Policy admits that ‘a policy is onlyas good as its implementation

the right direction and we hope that comments from industry will add a more realistic edge to these intentions.

One of the draft policy's intentions is to encourage private providers in the rural and remote areas or in under-served communities and we are happy to be profiling one such exemplary figure in the February issue of Express Healthcare: Dr NC Borah, Founder & Chairman, GNRC Hospitals, Guwahati.

His has been a pioneering endeavour of surmounting obstacles in his early life to become a

Secondly, there are signs that the NHP

doctor, then morphing into healthcare entrepreneur

envisages a greater engagement with the private

and finally, into a social entrepreneur. Today, his

sector and public health advocates see this as

medical facilities provide healthcare services to

further proof that the government is abdicating its

remote areas of Assam and adjourning areas of the

responsibility. The draft policy says that free

North East as well as across our borders to needy

primary care provided by the public sector would be

patients South Asian countries. His ultra low cost

supplemented by strategic purchase of secondary

model has been recognised by no less than the World

care hospitalisation and tertiary care services from

Bank Group and received a grant of $150,000

both the public and private sector. The care would

through its India Development Marketplace

be purchased on a reimbursement basis against

initiative, to scale up its operating model. It is indeed

cashless services, from empaneled private hospitals.

heartening that two of his children are already

The whole system would need the creation of

involved in this venture and the third one would

trusts or registered societies which would lay down

be joining him soon. (Read more in the story,

standards, empanel providers and process and make

'Torchbearers of GNRC'; pages 22-27)

payments. The policy sees this as a way to ‘orient the private sector to public health goals’ and enhance investments, rather than merely substitute public

8

EXPRESS HEALTHCARE

February 2015

VIVEKA ROYCHOWDHURY Editor viveka.r@expressindia.com

A spirit of

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QUOTE UNQUOTE

DR AMARTYA SEN

AMOL NAIKAWADI

Economist and Nobel Laureate

Joint MD,Indus Health Plus

Education and primary healthcare have been matters of great neglect in India. We need more inclusive health policies that focus particularly on primary healthcare HEAD OFFICE Express Healthcare MUMBAI: Kunal Gaurav The Indian Express Ltd Business Publication Division 2nd Floor, Express Tower, Nariman Point Mumbai- 400 021 Board line: 022- 67440000 Ext. 502 Mobile: +91 9821089213 Email Id: kunal.gaurav@expressindia.com Branch Offices NEW DELHI Ambuj Kumar The Indian Express Ltd Business Publication Division Express Building, 9&10, Bahadur Shah Zafar Marg, New Delhi- 110 002 Board line: 011-23702100 Ext. 668 Mobile: +91 9999070900 Fax: 011-23702141 Email id: ambuj.kumar@expressindia.com CHENNAI Yuvaraj Murali The Indian Express Ltd Business Publication Division

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EXPRESS HEALTHCARE

February 2015

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The 100 per cent FDI in a separate policy for medical devices is a positive move by the new government. The move will further boost the investment climate in India

KOLKATA Ajanta Sengupta The Indian Express Ltd Business Publication Division JL No. 29&30, NH-6, Mouza- Prasastha & Ankurhati, Vill & PO- Ankurhati P.S.- Domjur (Nr. Ankurhati Check Bus Stop) Dist. Howrah- 711 409 Mobile: +91 9831182580 Email id: ajanta.sengupta@expressindia.com KOCHI Yuvaraj Murali The Indian Express Ltd Ground Floor, Sankoorikal Building, Kaloor – Kadavanthra Road Kaloor, Kochi – 682 017 Mobile: +91 9710022999 Email id: yuvaraj.murali@expressindia.com COIMBATORE G.M. Khaja Ali The Indian Express Ltd No. 205-B, 2nd Floor, Vivekanand Road, Opp. Rajarathinam Hospital Ram Nagar Coimbatore- 641 009 Mobile: +91 9741100008 Email id: khaja.ali@expressindia.com

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Important: Whilst care is taken prior to acceptance of advertising copy, it is not possible to verify its contents. The Indian Express Ltd., cannot be held responsible for such contents, nor for any loss or damages incurred as a result of transactions with companies, associations or individuals advertising in its newspapers or publications. We therefore recommend that readers make necessary inquiries before sending any monies or entering into any agreements with advertisers or otherwise acting on an advertisement in any manner whatsoever.

MARKET NEWS

Apollo Health and Lifestyle acquires Nova Specialty Hospitals Nova Specialty Hospital’s existing centres will serve as new centres under the Apollo brand name M Neelam Kachhap APOLLO HEALTH and Lifestyle Limited (AHLL), a wholly owned subsidiary of the Apollo Hospitals Group, announced the successful acquisition of Nova Specialty Hospitals. This acquisition fits into the growth strategy of AHLL, providing a larger footprint, including in some markets where the company has no presence currently, while benefitting from Nova's existing infrastructure and manpower.

Commenting on this strategic move, Sangita Reddy, Joint MD – Apollo Hospital Enterprises said, “The acquisition will enable AHLL to significantly expand its footprint and will catapult it into a leadership position in this segment of healthcare. These short stay centres will provide patients with convenience, proximity, safety and quality healthcare.”

She indicated that the earlier dispute with the Nova leadership (Dr Mahesh Reddy)

has been resolved amicability and Dr Reddy will be a part of the new entity. However Suresh Soni, Chairman, Nova Medical Centers was conspicuous by his absence at the press meet called to announce the deal. In December 2014, Dr Reddy had approached the Company Law Board to stop Nova's majority shareholders from executing a deal to sell the surgical unit to Apollo Hospitals.

“Nova is a good asset and we are happy with this acquisition,” Sangita Reddy said.

She said AHLL was confident of turning around the company and break-even within 18 months. The deal is said to be valued in the range of Rs 135 145 crores, subject to final closure. The combined network will clock a turnover between Rs 115 - 125 crores for the year ending Mach’ 15.

Nova Specialty Hospital’s existing centres (11 short stay surgery centres) will serve as new centres under the Apollo

brand name. “This acquisition will also mark the entry of Apollo in new markets such as Mumbai, Jaipur and Kanpur.

In the coming months, Apollo will relaunch these centres with new branding, an expanded menu of services and quality systems built on Apollo’s deep expertise in the hospitals space,” said Sangita Reddy.

In addition, AHLL will strengthen the service offerings in these centres by introducing Apollo’s preventive health checks and also establishing Sugar Clinics. AHLL is aiming to create a business of Rs 500 crores in five years in the space of multi-specialty short stay/day surgery centres,” said Neeraj Garg, CEO, AHLL. Talking about the new entity Apollo Diagnostics, Garg said, “We are not going to acquire an existing diagnostic chain based in Mumbai. AHLL has been in diagnostics for more than 10 years and we will

use the organic pathway to grow the business.” At present AHLL operates four reference labs in Bangalore. Chennai, Hyderabad and Pune. Garg said AHLL will focus on South and East India to grow the diagnostics business.

AHLL, headquartered in Hyderabad, has established the nation's largest network of standardised day-to-day healthcare facilities branded 'Apollo Clinic' with close to 100 facilities operational across India and the Middle East.

AHLL has also expanded its primary care offering with the launch of Apollo Sugar Clinics, which are integrated diabetes disease management clinics. It will also be launching a national diagnostics chain in the next few months. AHLL also operates a network of women and children hospitals – Apollo Cradle. It also runs a chain of centres focused on day surgery/short stay for planned surgeries. mneelam.kachhap@expressindia.com

Health Ministry launches India’s drug administration campaign against LF The MOHFW launched Filaria Free India campaign through mass media before beginning mass drug administrations in 14 Indian states RECOGNISING THE need for a stronger creative campaign and promotional plan to eliminate lymphatic filariasis in India within the next two years, the country’s Ministry of Health &

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Family Welfare (MOHFW) has asked the Global Network for Neglected Tropical Diseases (Global Network), an initiative of the Sabin Vaccine Institute, to lead development of a

branded public service advertising campaign in close coordination with the MOHFW’s National Vector Borne Disease Control Program.

The brief was to develop a

brand identity and television, cinema, radio, print, mobile and online content that resonated with India’s lower income populations and provided this broad Continued on page 13

JP Nadda: Need to develop framework for holistic healthcare THE UNION Minister for Health & Family Welfare, JP Nadda emphasised on the need to develop a framework for holistic healthcare and well being, rather than merely sick-care. The Health Minister stated that while there is a challenge of manpower in the healthcare sector and there is a focus on quantity, quality is equally important and should not be lost sight of.

The Health Minister was addressing the All India Medical and Dental Students Conference, at Raipur Chattisgarh.

Speaking at the function, the Health Minister stressed on the need for developing clinical skills in the doctors.

Better clinical skills are a must for quality healthcare, the Minister pointed out. Due to the pressure of producing more doctors, the clinical skills tend to get ignored. The medical education framework should attend to this critical requirement, the Health Minister emphasised.

The Minister stressed on reviving the concept of the family physician in the quest to move from sick-care to holistic well being. Nadda appreciated the various innovative initiatives undertaken by the government of Chattisgarh in the health sector. These have provided a social security to the common masses, he stated. Congratulating the medical students for organising the conference, the Minister expressed confidence in the conference providing a platform for discussing and deliberating critical health issues and furnishing useful solutions.

Source: PTI

Continued from page 12 demographic with a simple call to action: Help India eliminate lymphatic filariasis by taking your safe, free dose of pills when health workers visit your home.

“The Government of India has a strong history of implementing health programmes at a massive scale and is within reach of achieving elimination of lymphatic filariasis, but the Ministry of Health and Family Welfare faces a significant hurdle in encouraging people to participate in mass drug administrations,” said Richard Hatzfeld, Communications Director for the Sabin Vaccine Institute and Global Network. “Drawing on our experience running END7, a global public advocacy campaign focused on eliminating seven Neglected Tropical Diseases (NTDs), including lymphatic filariasis, we were honoured to assist the MOHFW with developing a campaign to promote awareness and prevention of this devastating disease.

Our creative partners – Ogilvy & Mather India and Little Lamb Films overcame some truly daunting challenges to get the job done right and in record time,” he added. The result of this intensive effort was “Hathipaon Mukt Bharat” – the Filaria Free India campaign.

“We were immediately drawn to the idea that eliminating filaria in India can be the country’s next big public health success story,” said Sumanto Chattopadhyay, Executive Creative Director of Ogilvy India.

“The theme of working together to wipe away this terrible disease became an early cornerstone of our creative direction and from there we built other important elements into our concepts, including intrigue and an uplifting, simple message that would stick with our target audience,” he added.

To add to the complexity of this project, all work needed to be completed in just over one month, with filming taking place during Diwali, one of India’s most important holidays. The three television videos that were produced in Hindi also needed to be dubbed in nine different regional languages to ensure widespread comprehension. To increase acceptance of the videos

EXPRESS HEALTHCARE

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February 2015

across India, the team selected a neutral language, Sanskit, for the musical score, with lyrics that translate as “There are signs along the way that lead us to the ultimate truth,” a great pairing to the visual treatment in the films.

“Given the diversity of our target audience, we wanted to

make sure there were a variety of cues throughout the videos that were distinctly Indian, but not necessarily representative of any one state or region. In keeping with the positive message reinforcing the simplicity of the solution, we also thought it was important that the man stricken with filaria in the videos serve as

a champion for treatment and action, rather than a helpless victim,” said Bauddhayan Mukherji, Founder and Director of Little Lamb Films.

The MOHFW launched the Filaria Free India campaign through mass media and community-based channels ahead of mass drug administrations that

began in mid-December in 14 Indian states; it is expected to continue promoting the campaign ahead of subsequent mass drug administrations through 2015.

Reliance Group also has lent its support to the campaign by agreeing to promote it through the company’s mobile, mass media and web-based channels.

MARKET

KEF Holdings inks partnership with TAHPI To launch ‘Catalogue Hospitals’ concept to revolutionise healthcare infrastructure KEF HOLDINGS has entered into a partnership with Australia-headquartered company Total Alliance Health Partners International (TAHPI) towards the launch of “Catalogue Hospitals” concept to revolutionise healthcare infrastructure.

Reportedly, endorsing an industrialised approach to healthcare infrastructure, the “Catalogue Hospitals” concept has been designed to reduce project costs and the timeframe of implementation by almost 50 per cent - achieved largely on the back of innovative technology and economies of scale.

Under the partnership between KEF Holdings and TAHPI, a ‘KEF-TAHPI Design Studio’ has been set up at the Dubai Healthcare City for designing the prefabricated hospital modules that KEF will manufacture at KEF Industrial Park in Krishnagiri, Bengaluru.

The KEF-TAHPI Design Studio aims to offer a smart approach to the planning and execution of healthcare infrastructure across the region.

Implementing a full industrialisation of processes for design, construction and delivery The KEF-TAHPI Design Studio aims to offer a smart approach to the planning and execution of healthcare infrastructure (hospitals) across the region. Implementing a full industrialisation of processes for design, construction and delivery, the Studio will offer clients the convenience of choosing design options from an exhaustive design catalogue. The company creations also include designs that have been preapproved by local health authorities.

Aladin Niazmand, MD,

TAHPI, said, “Access to good hospitals and healthcare facilities is a basic human right that countries are striving to provide for citizens. However, demand from increasing populations in India far outstrips supply of durable, quality infrastructure. KEF-TAHPI Design Studio’s cost and time-effective modular solutions cater to this supply gap for smart infrastructure offerings in the healthcare industry.”

Faizal E. Kottikollon, Chairman-Founder, KEF Holdings, said, “A World Health Organi-

zation (WHO) study has revealed that India has only one hospital bed for around 1,050 people, as opposed to the US which has one bed for every 350 patients while in Japan this ratio is one for 85. India will need to add at least 650,000 beds by 2017 to improve healthcare offerings to its citizens.

Taking into consideration the high capital expenditure and time involved in advancing this system, we believe the Studio brings excellent prospects for the public and private healthcare institutions in India.”

TAHPI is currently a strategic partner for KEF’s 500-bed tertiary hospital currently under construction in Calicut, India. When complete in Q1 of 2016, the ‘PMHP Hospital’ will be India’s first healthcare facility designed and developed entirely using offsite construction.

The catalogue of the KEFTAHPI Design Studio presents five classes of modular hospitals including numerous samples of individual departments and room types. The catalogue will be unveiled at the KEFTAHPI Design Studio showroom at ARAB HEALTH 2015 to be held at Dubai World Trade Center. The showroom incorporates three standard room types including a bedroom, bathroom and utility room, entirely designed and prefabricated by the Design Studio.

EH News Bureau

OSU and AIIMS launches national facility for regenerative medicine at AIIMS THE OHIO State University (OSU), public research university in the US, in association with All India Institute of Medical Sciences (AIIMS) announced commencement of first H3C Health Sciences Innovation Conference in India. The first day of the conference witnessed multistakeholder discussion around regenerative medicine, nanotechnology and wound care.

The conference is chaired by Prof Chandan K Sen, Director, Centre for Regenerative Medicine and Cell-Based Therapies, The Ohio State University.

The Ohio State University, pioneers in regenerative medicine, will provide strong inputs for the

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February 2015

The conference also looked at opportunities in vascular biology, neuroscience, material science, regenerative medicine and cord blood banking proposed centre in the AIIMS campus, Delhi. The Indian Council for Medical Research (ICMR) and the Department of Biotechnology (DBT) will be approached for funding. The conference explored opportunities for building international collaboration networks to jointly apply for these new international funding sources through many US/India funding opportunities.

Co chaired by Prof Amit K Dinda, Professor, Department of Pathology, AIIMS, the conference witnessed participation from dignitaries like Dr Maneesh Singhal, AIIMS; and Prof Mahesh C Misra, Director, AIIMS. The spotlight was on fostering industry relationships by inviting Indian industries for R&D partnership – from basic

sciences to clinical trials. The conference also looked at opportunities in vascular biology, neuroscience, material science, regenerative medicine and cord blood banking.

Commenting on the occasion, Dr Sen said, “We are delighted to collaborate with AIIMS (India) as it offers immense opportunities for co-operation.

We can learn so much from the

Indian experience, given the breadth and volume of cases and specific needs. At the same time, we offer several sets of scientific expertise to enrich the new programme at AIIMS.” “This conference will enable Ohio State faculty to meet colleagues with similar interests, discuss the latest technologies as well as share and exchange ideas for potential research collaborations, not only with academic institutions but also with biotech and pharma companies, as well as hospital and healthcare systems. It is an exciting opportunity for research engagement,” he said.

EH News Bureau

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MARKET I N T E R V I E W

‘Medical Fair will see participation of approx 450 companies from 20 countries’ With the Medical Fair 2015 just around the corner, Guru Prasath KR, Director, Business Development & Marketing, Messe Dusseldorf India speaks about the event's focus and his expectations from the event, with Express Healthcare

How will Medical Fair India boost the healthcare industry?

India has embarked on a journey of healthcare services transformation. The present Indian government has introduced structural reforms and has re-emphasised its vision to create access for improving healthcare services and to provide affordable healthcare for all. Medical Fair India brings together professionals in medical technology and medical services. The event provides a fertile ground to players across the healthcare value chain to exchange valuable ideas. Indian healthcare sector is witnessing strong growth year on year, and the focus from private players has been sharpening significantly over the past decade. There is strong demand for high quality services and the healthcare players are willing to deliver it by acquiring the best that technology has to offer. In addition, the efficiency aspect of Indian healthcare which allows keeping the costs low is always on a lookout to find ways to harness newer technology and further improve.

What is the main focus of the Medical Fair event?

Medical Fair India, India’s No 1 medical event, successfully into its 21st edition, will be held during March 21-23, 2015 at Pragati Maidan, New Delhi. With over 450 exhibitors, the event

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provides an unparalleled opportunity to visitors and professionals on latest emerging trends and products in the field of medical industry.

Why is it an important event for the industry leaders?

The private healthcare sector, in particular has witnessed unprecedented growth in the recent years and this hold immense business opportunities for companies interested to explore this huge potential. Medical Fair India will showcase latest innovations in the fields of medical device technology, rehabilitation, products ranging from clinical, laboratory and analytical equipment to pharmacy and dispensary equipment, hospital equipment, furniture and fittings to top decision makers from the medical sector.

This event allows the healthcare professionals to get first-hand experience on medical industry update. It is a promising avenue to network and learn about the emerging latest trends on the medical equipment and products. Another unique offering of Medical Fair India 2015 is that it will showcase devices, hospital infrastructure products under one roof, which no other event does.

How have you geared up for the Medical fair 2015?

The organisers have made elaborate arrangements for

This event allows the healthcare professionals to get first-hand experience on medical industry update making the exhibition a worldclass event with its diverse offering of latest technologies, trends, conferences which will be arranged at the event. The organisers expect more than 9000 visitors as they have roped in top associations, hospitals, distributors and exhibitors to make this event a huge success. There has been strong promotion in the media to garner greater visibility to make event a huge success.

What are the highlights for this year?

Medical Fair India 2015, for the first time in the country, will have two parallel conferences on hospital infrastructure and planning with the theme of 'Challenges and Solutions in Hospital Planning' and the second conference will be on medical device and technology with the theme of 'Connect, Engage and Explore'. Another special feature is the coinciding with the 5th edition of Medgate Today Healthcare Awards.

The coveted award platform evaluates hospitals, companies and healthcare professionals on their outstanding performance in healthcare and life sciences sector.

What will be the key topics covered under the conference programme?

The technical conference shall bring together some the eminent speakers from the medical fraternity who shall deliberate on vital issues being faced by healthcare industry professionals. The hospital infrastructure conference programme offers an extensive range of educational opportunities for those professionals responsible for healthcare design, planning, construction, quality, facilities management, operations, IT infrastructure, and investment, finance and management systems in the region. Local and international leaders at the forefront of healthcare design and management will offer

their updates and perspectives on current and future infrastructure projects and present real-life case studies examining the 'dos' and 'don'ts' of setting up and running a healthcare facility in India.

In addition to our conference programme at Medical Fair India 2015, we offer free in-depth workshops on specific thematic issues.

This will be a specially designed area and will have free technical workshops managed and run by participating companies offering solutions to specific issues as well as challenges faced by the medical professionals. This will be a unique opportunity to network and engage in learning new concepts and emerging trends.

These exclusive workshops are designed for doctors, healthcare professionals, distributors, traders and agents.

The conference will bring together healthcare professionals from across the country to participate, learn, share, debate and discuss various issues related to effective procurement practices, optimum utilisation of resources and efficient maintenance of equipment and medical devices in addition to technology and its impact in today's healthcare delivery. The conference would be held parallel to the exhibition, giving a opportunity for a huge number of aspiring healthcare

MARKET professionals to participate and enhance their knowledge on the theme designed.

Who are the speakers at the event?

Medical Fair India 2015 will have eminent speakers from countries like Malaysia, Germany, and Middle East along with experts in the field of hospital infrastructure planning and medical equipment and devices from India too. We have invited doctors from reputed hospitals and healthcare organisations.

What are the guidelines for these scientific presentations?

The agenda for the conference is designed to have a mixture of presentation and panel discussions where the speakers will share their

knowledge. The panel discussions will render a opportunity to interact with the industry experts.

Tell us about the exhibition?

Medical Fair will see participation of approximately 450 companies from 20 countries. It has become a very important medical event for the Indian market. Medical Fair India 2015 is the flagship brand of Medica- the world’s largest annual medical event held in Düsseldorf, Germany.

The event will have exhibitors from India and abroad showcasing their products and services which will help visitors to identify new providers, new agents and joint venture partners. It is aimed at sourcing out new products and technologies and to find new suppliers for stakeholders in the medical

The event will have exhibitors from India and abroad showcasing their products and services industry. There will be dedicated country pavilions from the US and the UK, Germany, Taiwan, Korea, Belgium, China, Italy, Malaysia and Singapore.

What new technologies would be displayed at the event?

The event will showcase medical technologies for hospitals, health centres, clinics along with its

equipment and products. It will also showcase laboratory and analytical equipment and products, pharmacy and dispensary equipment and furniture. For the first time, there will be technologies for the hospital infrastructure sector.

What are your expectations from this event?

Medical Fair India 2015 aims to highlight issues that are essential to hospitals, nursing homes, architects, builders, project managers, consultants and manufacturers to remain compliant, competitive and sustainable. Along with the exhibition, concurrent platforms have been thoughtfully engineered to reward demonstrate ad educate industry professionals on the latest

technological advancements.

With participation from international companies and other countries, building relations to gain access to India and the sub-continent will be facilitated. The introduction of ‘hospital infrastructure’ will be a special focus in the current edition of Medical Fair India.

What is your message for participants of the event?

I am confident that our exhibitors and trade visitors will make use of this industry platform to manage existing and develop new business opportunities. I wish all parties involved a successful time at Medical Fair India 2015 as well as a constructive exchange of ideas. India’s health challenges, though unique and complex, also offer remarkable opportunities.

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MARKET POST EVENTS

NATHEALTH unveils white paper on Indian healthcare roadmap It was launched in collaboration with Bain & Company at New Delhi

NATHEALTH RELEASED a white paper ‘AAROGYA BHARAT 2025’ in collaboration with Bain & Company at its second annual event held in New Delhi. Navreet Singh Kang, Additional Secretary and Dr Prathap C Reddy, DG, CGHS Department and Shivinder Mohan Singh, President, and Anjan Bose, Secretary General, NATHEALTH unveiled the white paper.

NATHEALTH also introduced an ‘Ethics Pledge’, a declaration by the industry leaders across diverse healthcare segments in partnership with IMA, to build a robust and transparent platform to promote ethical practices in the healthcare ecosystem.

Shivinder Singh said, “This white paper is an effort by NATHEALTH with collaboration of Bain & Company to drive thought leadership as we move towards a healthier, ‘Aarogya’ India over the next decade. Total spending on healthcare is anticipated to reach about six per cent of GDP by 2025. Private insurance is expected to grow at a compounded annual rate of about 25 per cent to cover the top 25 per cent of the population, by income level. Public insurance will provide essential care to 60 per cent of the population by 2025.

According to the paper, 70 per cent of India’s population has no health insurance and is short by two million beds compared with the global benchmark. India requires three trillion dollars in cumulative funding and has the poten-

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tial to generate 15 to 20 million jobs by 2025.

Bose said, “India can adopt universal access to essential healthcare driven by private sector-led provision with the government playing the role of primary payer and provider in remote and underserved areas.”

The white paper recommends the expansion of the supply of healthcare talent in critical roles, rejuvenation of, Ayurveda, Yoga and Naturopathy, Unani, Siddha and Homoepathy (AYUSH) and encouragement of private investment in education.

NATHEALTH’s ask from the government is to increase public spending on healthcare to 2.5 per cent - 3 per cent of GDP, apportion a greater share of public spending to prevention, including mass screenings and primary care coverage by 2025. Additionally, the government should focus on being a payer, not a provider and demand and support quality outcomes.

Bose said, “To facilitate ‘Make in India’ innovations, the government can look to further incentivise domestic innovation and manufacturing. This will also have a ripple effect in terms of increased FDI and will generate employment.

A key recommendation of the white paper is an appeal to the government to increase tax exemption on premiums of health insurance and incentivise private sector participation in medical education.

Karan Singh, Partner, Bain & Company informed that

L-R: Karan Singh, Partner, Bain & Company; Dr Prathap C Reddy, Chairman, Apollo Hospitals Group; Navreet Singh Kang- Additional Secretary, Health & Family Welfare; Shivinder Mohan Singh, Vice Chairman, Fortis Healthcare; Anjan Bose- SecretaryGeneral, NATHEALTH

Capex spending will grow from current levels of less than 10 per cent to 15 per cent of overall healthcare spending.

Expanding infrastructure will lead to 1.7 million additional functional beds thus improving the density of beds from 0.9 per thousand today to 2.0 per thousand in 2025.

Shivinder Singh further said, “Despite evolution on multiple fronts, India still struggles with substantial issues and gaps in its healthcare system.

At 1.3 per cent of GDP, public spending on healthcare in India is amongst the lowest across developing countries and affects the poor and inaccessible rural areas the most.”

In order to develop a holistic and sustainable healthcare system, our immediate priority is to ensure that the government assigns national priority to the healthcare agenda, commits to spending more on public health and define a framework for India’s health system. Additionally, the government should enable a paradigm shift to healthy living via greater public spending on prevention, Shivinder Singh added.

While addressing the member participants Dr Reddy said, “The sole responsibility does not lie with the Government. The private players in the healthcare industry have a

significant role to play to bridge the demand-supply gap and to build a healthier India. Members of NATHEALTH, with the right incentives, should aspire to invest in expanding the supply of affordable care, especially in rural areas and in tier II and tier III cities.

Further Bose, said, “The government could focus on the role of a payer while investing in public health and leading the provision of care in underserved areas. Additionally, it should drive policy consensus among the centre and the states to ensure that appropriate priority is given to delivering high quality healthcare.”

MARKET

PEDICON 2015 held in New Delhi The 52nd Annual National Conference of Indian Academy of Pediatrics explored the latest developments in the field of paediatrics THE 52nd Annual Conference of Indian Academy of Pediatrics (IAP), PEDICON 2015, was inaugurated in the presence of Lov Verma, Secretary, Health & Family Welfare, the Chief Guest. nd In its 52 edition, the conference was held from January 22 – 25 at the Samrat Ashok Hotel Complex in New Delhi.

The four-day conference saw major issues discussed, such as gaps that exist in healthcare implementation, lack of interface between public and private players, child survival strategy in a tribal set up etc.

Verma said, “Conferences like this contribute a lot in raising the bar of healthcare.”

Dr Ajay Gambhir, Organizing Chairperson, PEDICON 2015 said, “We are happy and proud to announce that over 8000 delegates are attending the conference, thus, making PEDICON the largest conference on paediatrics in India. We have over 800 free paper presentations, 150 free paper oral presentations, 650 poster presentations and this year we have introduced E posters too.”

Dr Anupam Sachdev,

Organizing Secretary, PEDICON 2015 said, “The conference is an excellent platform for knowledge sharing. A convention of such scale wherein doctors from all across the country have come together would surely help in bringing forward the latest technology and advancements happening in the arena of paediatrics.”

Dr SS Kamath, President, IAP said, “PEDICON provides a good opportunity to bring together the leading healthcare experts in the field of paediatrics who can brainstorm

about the future of healthcare and more specifically paediatric healthcare.”

Dr Krishan Chugh, Organizing Chairperson, IAP said, "Quality development of every child is only possible when quality medical care is provided at every point in their lives, both when they are unwell and when they are healthy. While to some extent the private sector has succeeded in achieving this, it is only possible to attain international standards of medical care when there is a

strong public private partnership. I really hope that we can in the coming future work towards building highly advanced children's hospitals based on this model."

On the inaugural day, seven parallel continuing medical education (CME) programmes were held wherein national and international experts discussed topics like immunology of vaccines, status of adolescent health in India, social media and internet addiction and congenital diaphragmatic hernia among many others.

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MARKET

Tata Social Enterprise Challenge 2014-15 recognises social enterprises Ultrasafe ultrasound from Kolkata emerged as the second runner-up at the Tata Social Enterprise Challenge

THE WINNERS of the Tata Social Enterprise Challenge 2014-15 (TSEC), a joint initiative of the Tata group and Indian Institute of Management Calcutta (IIMC), were announced during the grand finale held recently at the IIM Calcutta campus. The challenge endeavours to find India’s most promising early-stage social enterprises, and create an ecosystem for social entrepreneurship – encouraging sustainable, scalable and measurable social impact.

SAANS from Bangalore (Winner), Godavari Women Weaver’s Services Producer Company (GWWSPC) from Mandapeta, Andhra Pradesh (first runners-up) and Ultrasafe Ultrasound from Kolkata (second runners-up) emerged as the top three most promising social ventures, winning prize money of Rs 2 lakhs, Rs 1.5 lakhs and Rs 1.25 lakhs, respectively.

During the grand finale ceremony, the second runnersup team, Ultrasafe Ultrasound, received on-the-spot seed funding of Rs 500,000 plus technical support by Glocal Healthcare Systems, a West Bengal-based healthcare company.

Abhishek Biswas and Aditya Pangte have developed Ultrasafe Ultra Sound which uses a patented technology that automatically prevents the identification of genitalia in live images produced by ultrasound machines. Talking about their project, they said, “Tata Social Enterprise Challenge is the biggest platform for social entrepreneurs. Social entrepreneurship is ignored if we

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L to R: Atul Agrawal, VP - Corporate Affairs, Tata Services; Abhishek Biswas and Aditya Pangte, co-founders of Ultrasafe Ultrasound; M Ashok Banerjee, Dean (New Initiatives and External Relations), IIM Calcutta; and Dr NS Rajan, Member - Group Executive Council and Chief Group Human Resources Officer, Tata Sons

Ultrasafe Ultrasound, received on-the-spot seed funding of Rs 500,000 plus technical support

by Glocal Healthcare Systems, a West Bengalbased healthcare company compare it to the mainstream entrepreneurship. This is a great validation of our idea and further motivates us to do better. Thank you Tata and IIM Calcutta.”

The ceremony featured special talks by M Anshu Gupta, Founder Goonj, Dr SP Gon Chaudhuri, founder of India’s first renewable energy college - NB Institute for Rural Development (NBIRT), Dr Sabahat Azim, Founder Glocal

and Dr NS Rajan, Member Group Executive Council and Chief Group Human Resources Officer, Tata Sons.

Speaking on the occasion, Prof Ashok Banerjee, Dean (New Initiatives and External Relations), IIM Calcutta, said, “The third edition of Tata Social Enterprise Challenge has been important in terms of both the quality and the quantity of impact proposals received. We are extremely

happy to note that this national level contest is eagerly awaited by aspiring social entrepreneurs. The on-the-spot announcement of seed funding to one of the winners of the contest goes a long way to prove the potential of this platform.”

Felicitating the winners, Dr Rajan said, “In its third year, Tata Social Enterprise Challenge has grown into a single platform to catalyse new and promising sustainable

ventures, build an enabling ecosystem for these ventures to convert their ideas into sustainable impact, create awareness of the social entrepreneurship field, and educate and mentor future champions of change. We are delighted to have IIM – Calcutta as a partner. Their expertise and mentoring proves extremely valuable in making this initiative a success. In line with the Tata group’s ethos of giving back to the society, the group through this platform endeavours to encourage innovative ideas and talent that will help in bringing about a change for the larger good of society. It is heartening to see the passion that these entrepreneurs have to make a difference and we wish them the very best of luck.”

Tata Social Enterprise Challenge 2014-15 kicked-off on August 25, 2014 and invited social entrepreneurs who either had an early stage venture (not older than three years) or a promising idea with a plan that could create sustainable social impact in India. Impact proposals (detailed business plans) were invited in the areas of education, health, agriculture, technology, sanitation, and handicrafts, among others.

All the top 20 teams have been mentored by Ashoka Innovators for the Public and Villgro, and the IIM Calcutta faculty. The social VC partners of the initiative were Acumen, Ankur Capital, Yunus Social Business and Ennovent. The teams also had an opportunity to network with mentors, experts and fellow social entrepreneurs.

EVENT BRIEF FEB 2015 11

14th World Congress on Public Health in 2015

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

13

Hospicon 2015

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 people’s health.

Contact Indian Public Health Association (IPHA) 110, Chittranjan Avenue Kolkata – 700073 Phone: (033) 32913895

Email: secretarygen@iphaonline.org Website: www.14wcph.org

HOSPICON 2015 Date: Feburary 13-14, 2015 Venue: IMA house, Tilak Road, Pune Organiser: Sancheti Healthcare Academy, Pune Summary: This conference assures interactive forum with the experts in the field on future of the healthcare services and job opportuni-

ties through academic sessions and panel discussion.

The experts from the industry will throw light on areas like healthcare consultancy, patient advocacy, international business and future hospitals. This platform provides opportunity for the students of healthcare management institutes to portray their knowledge through paper/ poster presentation, debate and quiz. The conference

will be followed by a cultural event called 'Antarang' wherein students from various healthcare management institutes will showcase their talents.

Contact Conference Secretariat Ph: 8888893944/020-28999414 Student Co-ordinator Ph: 7709609701/8888388180 Website : www.sha.edu.com Email : hospicon2015@gmail.com

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TORCHBEAR OFGNRC Dr NC Borah's diligence, dedication, hard work and entrepreneurial abilities have made GNRC one of the leading healthcare providers in the North Eastern part of the country. His children – Priyanka, Satabdee and Madhurya Borah, are also gung ho about taking their father's legacy to greater heights in times to come

BY RAELENE KAMBLI

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D

r NC Borah's GNRC Hospital Group, which started off as a clinic in the 1980s, has taken great strides, battling the hostile environment, to emerge as a dependable centre of excellence. Its services extend to Assam and the North Eastern states as well as the neighbouring South East Asian countries of Nepal, Bhutan, Bangladesh and Myanmar, who lack super speciality, tertiary healthcare facilities.

But, how does he plan to keep up the growth momentum? What is the way forward for the GNRC Group? Do his three children, daughters Priyanka and Satabdee and son Madhurya, share his vision and passion for healthcare? If yes, how are they being groomed to take over from their illustrious father and take his venture to greater glory? We seek to find answers to these questions in our continuing series of next generation leaders.

However, before we delve into the future, a sneak peek into how it all began...

An illustrious journey Dr Borah's life story has seen three interesting metamorphoses — one that was an arduous journey of a marginal farmer’s son to become a doctor, second, when a gifted doctor becomes a successful healthcare entrepreneur and third, the transformation of a successful healthcare entrepreneur becomes a social entrepreneur.

In his career that spans for more than 40 years, he built a business empire that presently includes GNRC Hospital Dispur, Asian Institute of Nursing Education, Medishop Retail Chain, GNRC Sixmile and GNRC Institute of Medical Sciences, a 1200-bedded facility which commenced operations

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in early 2014 at North Guwahati.

Moreover, GNRC’s recent initiative was also recognised by the World Bank Group (WBG), through its India Development Marketplace (IDM) initiative, to receive a grant of $150,000 to help scale its operating model.

This campus, popularly known as GNRC Medical,

provides affordable access to quality healthcare services through an ultra-low-cost model. Interestingly, GNRC Medical is close to achieving operational break-even within just 18 months of commencing operations. Additionally, last year GNRC, signed a MoU with Mumbai-based Pawan Hans for

DR NC BORAH, AS THE FOUNDER AND CHARIMAN OF GNRC HOSPITALS, IS HERALDING A HEALTHCARE RENAISSANCE IN THE STATE OF ASSAM AND ADJOURNING AREAS WITH HIS PROFESSIONAL EXPERTISE, DEDICATION AND EXCELLENT BUSINESS SKILLS

an air ambulance and medical outreach programme using helicopters to remote areas of North-East India. The service is expected to facilitate at the doorstep to communities living in difficult-to-access locations across the region. Thus,Dr Borah, as the founder and Chariman of GNRC Hospitals, is heralding a healthcare renaissance in the state of Assam and adjourning areas with his professional expertise, dedication and excellent business skills. As a social entrepreneur, his every step is towards making a positive contribution to society. His vision is ‘Health for All, Smiles for All’

Building a legacy Thus, Dr Borah has built

a formidable legacy. His younger daughter Satabdee says, “My father’s legacy spans over almost four decades. It started with him entering into healthcare as a medical student, teaching healthcare, setting up his own clinic which expanded into a thriving organisation and now spanning over three hospitals. My father has brought about a radical change in the healthcare system. From his experience of 40 years in the healthcare industry, he has come up with revolutionary ideas and implemented them. We are now seeing them succeed.”

Elder daughter, Priyanka chips in, “His numerous projects have become success stories of their own and have created the pathway for others. Examples

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Dr NC Borah, Founder & Chairman, GNRC

MY ROLE HAS BEEN OFA FACILITATOR. I INTENDED TO HELP THEM (HIS CHILDREN) IN WHATEVER THEYWANTED TO DO IN THEIR LIFE SO THATTHEY BECOME SUCCESSFUL include the Medireach project, Medishop (the first chain of retail drug stores that was launched in North-East India stocking both medicines and FMCG products), executive health cards, etc. He has also been known to have the 'Midas touch' as a mentor. I say this because I have seen how clinicians, who were not given a second chance as a doctor, have been slowly and steadily groomed by him and reached to the position of head of their units in their respective fields. He has always believed more than IQ it is EQ that makes a successful person stand out from the crowd.”

Grooming GNRC’s future Joining the father’s business was an obvious choice for Priyanka and Satabdee. But how is Dr Borah grooming his children to live up to it? It is said that parents are supposed to provide their children with roots to hold them strong in values, and wings so that they can fly high and reach new heights. So, how has Dr Borah, as a father, made this possible for his children?

Dr Borah shares a very special relationship with his kids. He has not only set an example for them but also given them the freedom to choose their path. “I treat my children as individuals. I love them and respect their personal choices, their likes and dislikes. I do not interfere unless it is against the basic principles which I adore. I advise my children and they review their decisions accordingly,” he shares. He adds, “I tried to understand what interested my children the most without influencing them. My role has been of a facilitator. I intended to help them in whatever they wanted to do in their life so that they become successful.

All my children expressed

their interest to work in healthcare and pursue it as a profession as well. This is when I sent my eldest daughter Priyanka to Sheffield University to study a course in management. After coming back from the university, she joined GNRC Hospital and started working in various departments to get first-hand experience.

My second daughter, Satabdee, is a commerce graduate and was studying to be a chartered accountant. During her articleship in a hospital as a trainee chartered accountant, she told me that she would like to pursue healthcare instead.

However, she informed me that she was not keen on Biology. I guided her and provided her the platform to overlook housekeeping, pharmacy, finance, operation theaters and intensive care units. She has worked in various departments of the hospital for two years. She wanted to opt for a Healthcare Management course and is currently pursuing a Master’s course in International Healthcare Leadership from McGill University. At the same time, she is continuing her job at GNRC as well. My youngest son, Madhurya, wanted to become a neurologist. When he passed out his higher secondary examination, I asked him the reason he wanted to become a neurologist. He said it’s an honorable profession. I thought I must help him to become a successful neurologist. He is still pursuing his studies and giving his final examination. He is interested in the services that GNRC Hospital provides to the people. Whatever he pursues in the future, he will come back and work for GNRC Hospital and I will help him to do that.”

Seeing entrepreneurs in his kids So, what are the roles played by his children in the business?

Dr Borah informs, “All my three children are being groomed in three different ways. My eldest daughter’s focus is operational issues.

She loves to work on it. My second daughter, Satabdee, takes care of growth and expansion. She has the entrepreneurial ability, a strong focus and is well-connected with the concept of ‘Patient First’. At the same time, she is interested in creating awareness of the GNRC brand across the length and breadth of the country and beyond.

She is well connected with the international community.

According to me, she is the right person to do that job in the future. My son, although not very active, has a very strong entrepreneurial trait.

I think he will be a very formidable force in the growth and expansion of the GNRC Hospital. He shall reach the territories where I have not been able to establish the GNRC brand.”

Filling daddy's shoes Entering their father's business was a obvious choice yet was a difficult decision for Dr Borah’s children. Meeting their father's expectations and carving a niche for themselves is a huge challenge.

So, how do they tackle it?

Satabdee says, “The challenges have been on a macro and micro level. The one on a macro level has been the acceptability of stakeholders towards the unique healthcare model of GNRC. This includes not only the patients but also investors and other stakeholders who need to have a belief in the model.

This is a time-consuming process that has begun

Madhurya Borah

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cover ) recently and it takes a while to set up its foundation.

Alignment to the vision is also a challenge. Since this is a first generation entrepreneurial venture, the beliefs of the employees hinges on the personality and the life of the entrepreneur. This is a challenge on a micro-level.

We are the second generation of entrepreneurs. Hence, we face a challenge of bringing about a mechanical structure in the organisation wherein protocols are set up; systems are followed in a mechanical order and not just on the strength of the entrepreneur or the promoter,” reveals Satabdee.

Priyanka says, “Like any other child of a successful parentage, I too had a lot of challenges growing up.

Professionally, the most challenging ones were continuously living up to not just his, but beyond stakeholders’ expectations. Also, gaining respect and trust from his contemporaries, senior people in the organisation, doctors, as an individual rather than his daughter and proving my credibility.”

His kids have been strongly inspired by his business skills. Both Priyanka and Satabdee believe in their dad's principle of not having any short-cuts to success.

Talking about the lessons learnt from her dad, Priyanka says, “My father firmly believes that in order DR BORAH'S KIDS to achieve success in your endeavours, you HAVE BEEN need to be focussed STRONGLY INSPIRED and determined about your goals and objecBY HIS BUSINESS tives and always have SKILLS. BOTH clarity on the strategy to achieve them.

PRIYANKAAND Another important SATABDEE BELIEVE fact I learnt from my father is that he IN THEIR DAD'S becomes very restless with stagnation. Be PRINCIPLE OF it academics, medical NOT HAVING 'best-practice', facilities provided to the ANY SHORT-CUTS patients and their famTO SUCCESS ilies. He is a firm believer that continuous change is the only way to bring in growth and development in an organisation.” Satabdee adds, “I have learnt other crucial things in life such as how to run a business with principles and maintaining your integrity, regardless of the outside environment and other factors.

Well, families working as a team has its own challenges and benefits. “My children have been able to take up more significant roles in operational issues such as interacting with doctors, staff, patients and other stakeholders of the hospital. This has allowed me to focus on researching and finding solutions for crucial issues in healthcare. Most of the private hospitals are beyond the reach of the common man. Currently, there is no answer to the

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Priyanka Borah

Satabdee Borah

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Dr NC Borah with wife and children

GNRC’s initiative, GNRC Medical, was recognised by the World Bank Group (WBG), through India Development Marketplace (IDM) initiative, to get a grant of $150,000 to scale its ultra-low-cost model problem. It required in-depth interaction with communities on a large scale which I could do, as my children took care of routine work. My achievement has been the creation of a new healthcare model which is acknowledged by the international community, World Bank and philanthropists like Bill Gates. They feel this is the right kind of model that links primary, secondary and tertiary healthcare where quality healthcare can be made accessible and affordable to the people. It has also given me the time to think about ‘Health for All, Smiles for All’, for which we are all working together,” informs Dr Borah, speaking on how his children help him in the business.

But the success of any venture can only be judged by the progress of the brand in recent times. However,

for Priyanka, Satabdee and Madhurya it is a long journey.

But they need not worry because their guiding light is shining upon them. Nevertheless to prove their ability, Priyanka, Satabdee and Madhurya have set some goals.

Vision for tomorrow From here on, Priyanka aims to make GNRC the most preferred brand in the South East Asian countries. Satabdee, on the other hand, has set a goal for the next five years. She intends to develop the North Guwahati campus and starting new projects in different parts of the country and within the next two decades she wishes to see this model in Bangladesh, Myanmar, Africa and any other country where we get the opportunity. raelene.kambli@expressindia.com

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STRATEGY REPORT

PwC report identifies non-linear solutions to save $90 bn in capital costs in healthcare deliveryinfra The report, The Future of India: The Winning Leap’ reveals that India will need additional 3.5 million hospital beds, three million doctors and six million nurses by 2034. Excerpts:

P

ricewaterhouseCoopers’ (PwC) launched a report called ‘The Future of India: The Winning Leap’. It recommends that by adopting non-traditional solutions, infant mortality rate, could decrease from 44 to 31 in 2024 and to 12 in 2034. Similarly, the maternal mortality rate, could decrease to 124 in 2024 to 27 in 2034. It also identifies non-linear solutions which could save $90 billion in capital costs in India’s healthcare delivery infrastructure. These include: ◗ Build more with less Low-cost operational models combined with innovative financing models could help secure the needed resources.

Public-private partnerships (PPPs) present real possibilities.

Through this financing model, the government provides land and financial subsidies to private operators, which build hospitals and other healthcare infrastructure. Speciality operational models also offer promise. In India, pioneers include Aravind Eye Care System and Narayana Health Group. These two hospitals invested in resources for specialised treatment, which enabled them to streamline and standardise operations, making their services more affordable.

High asset utilisation as well as para-skilling of nurses have reduced doctor time, further helping to lower costs and enabling the staff to serve larger volumes of patients. ◗ Permanently lower costs Improving health outcomes without having to build costly new infrastructure can also boost life expectancy at birth.

Narayana Health Group has done this by investing in information and communication technology (ICT) to shift the point of care to patients’ homes.

Through this model, nurses,

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community health workers, and trained family members provide first-level primary care at home, with serious cases monitored remotely by doctors and nurses. ◗ Leverage digital technology High internet penetration can drive the adoption of telemedicine in India, improving resource efficiency and rapidly expanding access to health services. To these ends, India can replicate global best practices in telemedicine. These include using databases loaded with diagnosis protocols aggregated from the best hospitals, training field workers and on-call medics to reduce escalation of patients’ concerns to a doctor, and collaborating with hospitals, doctors, and diagnostic centres to provide services in remote areas.

India can also leverage its strength in vaccine manufacturing to sharpen its focus on preventive care. Moreover, to meet the desired outcomes in hard and soft infrastructure capability, the healthcare delivery system will need to add 3.6 million beds, three million doctors and six million nurses over the next 20 years. This would require an investment of around $245 billion through traditional means. Such an investment would not only put fiscal pressure, but would be difficult to implement considering the nature and scale of new additions. For e.g., in the last ten years roughly 100,000 hospital beds have been added annually.

If India continues to maintain this rate, it will fall short of the Winning Leap target by 1.6 million beds by 2034.

So, it is essential for India to leverage ‘Winning Leap’ solutions that are non-linear in nature. The country needs solutions that can help maximise reach and efficacy and are costeffective by a quantum margin.

KNOWLEDGE INSIGHT

Conquering cancer

DR MEENU WALIA, Director, Oncology, Max Super Speciality Hospital, Patparganj

Dr Meenu Walia, Director, Oncology, Max Super Speciality Hospital, Patparganj gives an insight on the growing incidence of cancer in India and recommends measures to curb the menace

I

n order to defeat cancer, the most dreaded disease in the world, it requires a country like India to aggressively work on awareness and identify those at risk. The latest figures published in the British medical journal The Lancet show that around one million new cancer cases are being diagnosed in India each year, projected to nearly double to 1.7 million new cases by 2035. Around 7,00,000 people are dying from cancer in India annually, projected to rise to around 1.2 million deaths in 2035. Approximately four years back, the breadbasket of India – Punjab was reported as the cancer belt of India giving rise to hair raising headlines like ‘18 people succumb to the disease every day in Punjab’ or ‘90 cancer patients per 1,00,000 people’. A common thought resounded across the nation – We know the problem but how are we resolving it?

Today, we yet again have a new cancer belt identified in India. Shockingly, less than an hour's drive from the heart of the capital – Delhi, is Greater Noida with five villages and already 57 residents have succumbed to death due to cancer. And many continue to battle the disease every day.

Most of the cancers in these afflicted villages are related to the organs in the gut, including the liver, blood cancer and an extraordinarily high number of cases of hepatitis, liver ailments, stomach problems and skin diseases. Majority of gut-related cancers got experts suspecting to carcinogens in water. The industrial area (over 100 factories) in Greater

Key reason for excessive cancer mortality in India is the big void between the demand and supply for cancer care. 95 per cent of the medical colleges in India do not have comprehensive cancer care services comprising surgical, medical and radiation oncology departments in the same campus Noida leads in manufacturing adhesives, cosmetics, pesticides, TV tubes and also the parboiling and dehusking of large quantities of rice.

Allegedly, the industrial effluents are being dumped into the ground through wells, oblivious to its repercussions, residents have been consuming the same water for different purposes including drinking and cooking.

In India, less than 30 per

cent of cancer patients survive for more than five years after their diagnosis and with the recent development of cancer belt in Greater Noida, urgent actions are the need of the hour.

Max Super Speciality Hospital, Patparganj has been over the years working to spread awareness and educate people about the fast-spreading disease – dire need for

aggressive awareness and affordable and accessible medical care. While it is well known that there has been a steep increase in the number of cancer cases in India, awareness and screening campaigns continue to remain few and far between and are conducted intermittently by a minority of institutions and healthcare players. To challenge the dreaded ‘C’ word in India, we

have to first revisit the problem at the grassroot level. It is time to change the mindset. Nobody wants to know that they have cancer. It is a common mindset to choose to live in denial than hear the bad news early. While this may be a natural reaction, it has the potential to kill and must be overcome through well informed and sustained campaigns.

The extent to which cancer will actually increase in the next two decades will depend a lot on measures of healthcare delivery systems cancer research, clinical trials, and extent of public awareness. A key reason that factors for the excessive cancer mortality in the country is the big void between the demand and supply for cancer care. 95 per cent of the medical colleges in India do not have comprehensive cancer care services comprising surgical, medical and radiation oncology departments in the same campus. In almost all remote or rural areas even the most basic cancer treatment facilities are non-existent. As a result, healthcare institutions in urban areas are overcrowded and under-resourced, thus, resulting in long waiting queues, delayed diagnoses and further delayed treatment.

While it is a challenge for India, but delivering affordable and rightful care for cancer is a challenge we must rise to if we are to defeat the disease before it engulfs the nation.

40 per cent of cancer in India is directly attributed to tobacco. While much has been spoken about it, yet oral canContinued on Page 31

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KNOWLEDGE INSIGHT

Enhancing oncology treatment through PPP

DR ASHOK MEHTA, Medical Director & Consultant Cancer Surgeon Brahma Kumaris’ Global Hospital

PPPs can be instrumental in improving quality of diagnostic and treatment services to cancer patients, opines Dr Ashok Mehta, Medical Director, Brahma Kumaris’Global Hospital & Research

C

ancer is an important public health problem due to a sharp rise in the incidence of cancer in India. At any point of time, there are nearly 25 lakh patients in the country, with over 10 lakh new cases every year being added.

Six lakhs die each year due to cancer. It is projected that 16 lakh new patients of cancer will be seen in 2020. Currently, there are only a limited number of formal screening programmes and regular examinations to identify individuals with the disease before visible symptoms. Early diagnosis is also hindered by lack of local specialised education of medical personnel and by the non availability of stateof-art medical equipment.

80-90 per cent of lung and prostate cancer and more than half of breast cancer patients report to the hospitals in advanced stage1. Treatment of advanced cancer results in poor cure rates and tremendous suffering to the patient and the family, besides financial calamity.

The sharp rise in the incidence of cancer can be attributed to urbanisation, industrialisation, changes in life style, population growth and an increased longevity.

Due to the increasing volumes of cancer patients the number of deaths attributed to this disease will grow exponentially over the next decade.

The supply of cancer diagnostic and treatment facilities has not been able to keep pace with the demand largely on account of high initial investment required; low pay-

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It is estimated that currently there are about 25 regional cancer centres, 210 radiation therapy installations, 160 government hospitals and 350 private hospitals providing specialised oncology treatment in our country ing power of the general population, shortage of cancer specialists and skilled manpower, and limited awareness.

It is estimated that currently there are about 25 regional cancer centres, 210 radiation therapy installations, 160 government hospitals and 350 private hospitals providing specialised oncology treatment in our country. Major cancer centres, mainly located in metro cities, are overcrowded and have long waiting

lists. Only a very small percentage amongst the other hospitals provide comprehensive cancer treatment using a combination of surgical, medical and radiation oncology facilities under one roof.

Despite some laudable accomplishments in the health sector, the picture is generally bleak in oncology though India has some state-of-the-art, globally comparable tertiary care facilities. Economic Survey (2013) reported that

India spends around 4.1 per cent of GDP (government spends one per cent approximately) on health making India the worst performer among the Brazil, Russia, India, China, South Africa (BRICS) group.

The problem of cancer treatment gets compounded with rising costs, uneven quality, increasing demand, etc.

This calls for an urgent re-thinking on the part of the Government and private

healthcare providers if they want to seriously address the impending calamity that would occur in the absence of some concerted, meaningful and effective measures.

Public Private Partnership (PPP) initiatives in healthcare is the much talked about `mantra’ since over a decade.

Unable to meet the growing demands for healthcare, the Government is actively looking at the PPP model, due to public sector insufficiencies to provide efficient, effective good healthcare for cancer, compounded by lack of resources and management issues.

PPPs can serve as an instrument to improve quality of diagnostic and treatment services to cancer patients and enhance public benefits in the form of an increase in capacity.

Improved access to diagnostics and radiation therapy capabilities are needed. We have less than 0.08 PET-CT per million population. 620 more linear accelerators (Linac) are needed by 2020 to reach the global average of 5.4 Linacs/mn population. Limited facilities of radiation therapy machines coupled with limited availability of specialists is restricting access to cancer care for majority of the patients.

Government of Bihar through Bihar Medical Services & Infrastructure Corporation Ltd (BMSICL) has one of the largest plans for providing cancer diagnostic and treatment services with private participation and has taken initiative to set up a ‘cancer cluster’ in Bihar.

Cancer treatment centres is being planned through the

KNOWLEDGE ‘build and operate’ concept.

The model envisages government involvement in providing space, building and other infrastructural facilities whereas the private partner would be responsible for providing equipment and manpower as well as running and maintaining the facilities. Supervision and monitoring would be done by government through authority/agency/committee.

Cancer needs to be diagnosed and treated across all strata of society and both in the rural as well as urban settings.

The model could assume a ‘hub-and-spoke’ format. Cancer-screening centres could be set up at strategic locations.

Patients requiring advanced diagnostics and treatment could be directed to the hub which would be a tertiary care comprehensive cancer centre.

The hub would offer all forms of cancer care, surgery, radiation therapy, chemotherapy, rehabilitation, etc.

Expansion of oncology care in Maharashtra is being planned as PPP projects at various community health centres (CHCs) and district hospitals. The comprehensive cancer centres could be established in major cities of the state again as PPP projects. This entire programme could be unfolded in a phased manner. This would ensure testing the model in phase one

and replicating it in subsequent, yet rapid phases.

The PPP model of healthcare delivery needs to be fundamentally designed in such a way that the functions are carried out by professionally managed, proficient organisations.

The challenge is to convince and partner with non-public sector (NGOs, trusts, private providers) to develop cancer care facilities through innovative public-private partnerships that adopt equitable, quality service delivery, ethical practice and community partnership.

Private partners can assist in realising the government’s development goals and in devising comprehensive cancer care projects. They can also help in identifying and garnering appropriate and sufficient investments.

Healthcare delivery being a state matter, the government needs to create a conducive PPP environment for attracting private participation by way of initiatives such as support in infrastructure set up like land acquisition or providing space, offer inability gap funding, budgetary provisions for capital and operating expenses of PPP formulate specific guidelines and capacity building within government for managing PPP projects, etc.

There would be a certain component of indigent (free)

25,00,000 cancer patients in the country,with over 10 lakh new cases every year being added and subsidised patient care that the government would refer to these hospitals through a ‘gate-keeper mechanism’. Such a method would help filter out the truly needy and economically challenged patients that could get free/subsidised treatments.

Government formulated health insurance schemes for this category of patients would further help in allowing the needy patients affordable care as well as cover some of their treatment costs.

At the national level, in 2009, the Health Minister's Cancer Patient Fund (HMCPF) was created within the Rashtriya Arogya Nidhi scheme (RAN). It established a revolving fund in the regional cancer centres (RCC) to speed up financial assistance as treatment subsidies for poor

patients. A sum of up to Rs one lakh was proposed as assistance to cancer patients in the BPL category.

As the private partner/ NGO would infuse substantial funds into the venture, it is but imperative that it be allowed to treat ‘full- fee paying patients’ thus cross-subsidising the weaker sections. Private partner would look for a reasonable return on its large investments for supporting the government in providing quality cancer care. There could be a welldefined profit-sharing arrangement between the government and the private player. The government could re-employ their share of the profit into similar hub-and-spoke models across the state.

PPPs will help increase the facilities for skilled human resources training of medical, para-medical and nursing staff to enhance good cancer care delivery standards. Community participation would instill a sense of social responsibility and empowerment for the members of the society who would act as informed and involved partners.

It is absolutely essential, nay mandatory that good and prompt healthcare reaches the common man in all spheres and geographies in India. It is obvious that resources are available but the will to spend it correctly and in a timely and

honest manner is imperative.

Time is apt to promote PPP for improving cancer care as the answer to get to the bottom of the problem and the pyramid.

Yet this effort should be done with a great degree of honesty and conviction and a readiness to deliver to the masses what otherwise appears as only an unfulfilled agenda.

Cancer is the top priority area in view of increasing incidence and large number of patients who would need to be diagnosed early and treated properly to protect from extreme suffering and eventual painful death. New treatments being introduced in advanced countries are so expensive that they are beyond reach of an average citizen even in those countries. Expenditure on cancer is expected to grow by over 20 per cent over the decade. PPP should play a vital role to increase the facilities for cancer treatment manifolds and reduce the cost of treatment.

It is a challenge to increase access to quality cancer care.

PPP appears to be a viable alternative. Working with NGOs having good track record will provide community participation.

the Western world to first rule out ovarian cancer for any woman who fits the ‘three Fs' is female, 40 and fat-when she comes to a clinic with symptoms. The same is true for longterm smokers and men over 50 years of age with prostate problems; cancers of the lung and prostate must be eliminated first ◗Extensive campaigns and advertorials to teach young women and men on how to examine their breasts and testicles so as to detect abnormalities early. With breast cancer on the rise, discovering a lump early leads to better survival as does visiting a

doctor for a smelly vaginal discharge which could be a precursor to cancer of the cervix ◗Nationwide screening programmes for the most prevalent cancers It is important for as a nation to realise that cancer does not discriminate. It affects all of us whether a daughter, mother, father, friend, sister brother, movie star, beggar or a doctor. It is on us to let go of our prejudices and help each other in defeating the disease before it can defeat us. There is a famous saying and I completely believe it ‘There is a ‘can’ in cancer because we CAN beat it’.

References 1. Tumours more than five cm in size or spread beyond the breast to other parts of the body

Continued from Page 29

Conquering cancer cers and cancers of the lung and oesophagus continue to take lives. The average Indian teen continues to puff away smoke rings while nonchalantly glancing at the cancerous lung on his cigarette pack. We need to move away from just printing ‘Smoking Kills’ to driving it home that ‘Smoking Does Kill’.

Tobacco also continues to influence cancer of the uterine cervix which is a major killer of women in rural India. The irony is that while tobacco, ingested or smoked, continues to enjoy social sanction, the human papilloma virus vaccine, which prevents cancer of the uterine

cervix, continues to remain under scrutiny because of certain reservations. It is important to act and act fast at changing this mindset as improving cancer outcomes in India not only depends on addressing shortfalls in the medicines and treatment facilities available to patients, but will also need far more concerted efforts towards preventing people from getting cancer in the first place.

Key steps to increase awareness amongst Indians: ◗ Most cancers do not have specific symptoms, but a clinical examination and a thorough

7,00,000

people are dying from cancer in India annually

medical history which covers habits, lifestyles and diseases in the family can give pointers. For example, it is now mandatory in

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KNOWLEDGE I N T E R V I E W

‘About 20 to 25 centres in India practice sentinel lymph node biopsy’ Sentinel lymph node biopsy is an alternate approach to complete axillary node dissection for breast cancer patients. Dr Vaishali Zamre, Senior Consultant, Surgical Oncology, Action Cancer Hospital explains the benefits of this procedure to Raelene Kambli

What is sentinel lymph node biopsy and how is it conducted?

Sentinel lymph node biopsy is a surgical approach used for identification of specific lymph nodes that are called as sentinel nodes. The world sentinel means 'sentry' or 'guard'. In cancer, a sentinel lymph node is referred to as a lymph node that receives lymph from the cancer in a patient and thus acts as a first site for spread of cancer to lymph nodes.

In the normal course of cancer management, removal of lymph nodes is a routine part of cancer surgery for a variety of cancers. As an example, lymph nodes in the armpit are removed for breast cancer surgery (axillary lymph node dissection). Removal of all the axillary lymph nodes is the standard procedure that has been in use for more than a century. This process however leads to some problems that include edema of the arm (lymphedema), weakness of shoulder and stiffness of shoulder (impaired shoulder function).

It has been noticed in large studies that lymph nodes in axilla may not contain cancer in a one third to two third of patients (35 to 65 per cent). In such cases, removal of axillary lymph nodes does not provide benefit to the patient while the side effects of axillary dissection still occur.

To reduce the problems related to removal of axillary lymph nodes, we need to be able to identify patients whose nodes in the axilla do not

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contain cancer. Sentinel lymph node biopsy is an approach that can identify presence of cancer in axillary nodes (in breast cancer cases) and allow us to do complete removal of axillary nodes only in patient who have cancer. With this approach, axillary dissection can be avoided in patients who do not actually need it and thus avoid side effects of axillary dissection that is edema of the arm and shoulder stiffness.

Sentinel lymph node biopsy is conducted using a combination of two techniques.

We use blue dye and radioisotope. A special blue dye is injected in the breast at the time of surgery and lymph nodes in the axilla are identified by those that have taken up the blue dye. Such stained nodes are part of the sentinel lymph node group. Also, radioisotope labeled colloid is injected in the breast a few hours before surgery. Then, scanning of the patient is done using a gamma camera to look for uptake of radioisotope in the sentinel nodes. At the time of surgery, a special equipment called handheld gamma probe is used to identify such nodes in the axilla. Thus, both dye method and radioisotope method are combined to get the highest accuracy rates for sentinel node identification. The sentinel nodes that have been identified are sent to the pathologist for immediate assessment using 'frozen section' testing. If there is cancer in these nodes, remaining nodes are removed.

Otherwise, remaining nodes are not removed and patient

Sentinel lymph node biopsy is an approach that can identify presence of cancer in axillary nodes does not have the risk of side effects of node removal.

What are the advantages and disadvantages of this procedure?

The advantages have been mentioned above. Main advantage is avoidance of unnecessary axillary dissection and its side effects.

Disadvantage can be described in terms of the need for specialised infrastructure and expertise. Such infrastructure and expertise is available at limited centres in the metropolitan cities and

not at all outside the metropolitan cities.

Are there any specific guidelines associated with the use of this technique?

It needs to be highlighted that there are no Indian guidelines pertaining to sentinel lymph node biopsy. This, however, is in line with the general lack of Indian guidelines about all other issues that affect cancer care, including screening, prevention, treatment etc.

Sentinel lymph node biopsy is recommended for patients in whom lymph nodes in the axilla are not enlarged and felt on clinical examination.

Internationally, it is recommended that a combination of dye method and radioisotope method should be used for best results. Further, each centre that is doing the procedure should do internal audit and keep monitoring its success rate. Proper training of persons practising this procedure is also important.

Such training is acquired through conferences, workshops and visits to centres that are practising this procedure.

How long have you been practising this technique?

In Action Cancer Hospital, this procedure has been started about six months ago when the hospital acquired hand held gamma probe, allowing us to practice the combined approach.

How commonly is this procedure practised in India?

There is no validated

information about this.

However, as mentioned above such facility is available in only major metropolitan cities.

There may be about 20 to 25 centres in India that are practising this procedure.

What is your message to the industry on the occasion of world cancer day?

On the occasion of world cancer day, some messages need to be reiterated: ◗ Cancer is curable and fear of cancer is today a bigger enemy than the disease. ◗ Many of the cancers can be prevented by avoided risk factors such as tobacco, adopting a healthy diet and lifestyle, having vaccination for HPV, Hepatitis B etc. ◗ Awareness and information are very important weapons in the fight against cancer. Media (print/electronic and digital) need to constantly work in this direction. ◗ Regular health check-ups can lead to early diagnosis and very high cure rates for most cancers. ◗ Cancer treatment is still a costly proposition for majority of Indians. The government and industry need to work together for reducing the cost of treatment. Specific attention is required for reducing the cost of anti-cancer medicines, making cancer care facilities available widely in the country and government support for establishment of cancer care facilities outside the metropolitan cities. raelene.kambli@expressindia.com

BEST OF ONCO CARE IN EAST INDIA

MRI and PET CT- An introduction Dr MA Hashmi, MRI- Incharge and Dr Somanath Pandey, Nuclear Medicine Consultant, Saroj Gupta Cancer Centre & Research Institute, talk on MRI and PET CT’s role in improving patient care

M

agnetic resonance imaging (MRI) is used in radiology to investigate the anatomy and physiology of the body in both health and disease by help of magnetic fields and radio waves to form images of the body. It is widely used for medical diagnosis, staging of disease and for follow-up without exposure to ionising radiation. Since MRI does not use any ionising radiation its use is recommended in preference to CT. MRI is, in general, a safe technique. Contraindications to MRI include most cochlear

implants and cardiac pacemakers, shrapnel and metallic foreign bodies in the orbits. MRI is the tool of choice for neurological cancers as it is more sensitive than CT for small tumours and offers better visualisation of the posterior fossa. The contrast provided between grey and white matter makes it the optimal choice for many conditions of the central nervous system like demyelinating diseases, dementia, cerebrovascular disease, infectious diseases and epilepsy. It is also used in radio surgery to treat intracranial tumours, arteriovenous malfor-

mations and other surgically treatable conditions.

Hepatobiliary MR is used to detect and characterise lesions of the liver, pancreas and bile ducts. Focal or diffuse disorders of the liver may be evaluated.

Anatomical imaging of the bile ducts is achieved by using a heavily T2-weighted cholangiopancreatography (MRCP).

It is also used in the pre-operative staging of rectal and prostate cancer. Applications in the musculoskeletal system are spinal imaging, assessment of joint disease and soft tissue tumours.

PET-CT scan PET, fused with CT scan, is a new modality that combines functional and anatomic imaging. PET-CT scan using 18F-Fluorodeoxyglucose (18F-FDG) is an integral part of cancer management due to its importance in staging, treatment planning (surgery as well as radiation therapy), evaluation of treatment response, detection of recurrence and long term follow up. FDG PET-CT scan is more sensitive in tumour detection than conventional imaging modalities. For e.g. tumours are not detected by CT scan alone

until they reach a size of 10 – 100 gm; whereas PET-CT can detect tumours having a size as low as 0.1 gm. Moreover, PET-CT is a whole body scan, therefore it can detect tumours/ lesions in unexpected/unusual locations. Apart from the field of oncology, FDG PET-CT has important role in infection; neurology, cardiology etc.

Saroj Gupta Cancer Centre & Research Institute, Thakurpukur, Kolkata has recently installed MRI, multi-slice CT and PET. They will help in better investigation, treatment and follow–up of the patients.

Comprehensive Cancer Hospital with 40 years of experience, affordable to all classes of people Recent Additions & Highlights :

All modern Diagnostic & treatment facilities Surgery - LASER, Radio Frequency Ablation, CUSA & Harmonic Scalpel for advanced Liver surgeries Radiotherapy - LINAC machines (with3DCRT), Interstitial & Intraluminal Brachytherapy with Oncentra Treatment Planning system Bone Marrow Transplant Unit Paediatric Medical ICU, AC Wards, Toy Train & Toy Centre for the children 4 storied Palliative Care (for terminal care) with Suites, AC Cubicles, General wards, Music therapy PET-CT scan & MRI Unit Excellent natural ambiance with Super Deluxe cottages

Saroj Gupta Cancer Centre & Research Institute (Formerly known as Cancer Centre Welfare Home & Research Institute), Mahatma Gandhi Road, Thakurpukur, Kolkata- 700063 Tel: (033) 2467-8001/2/3, 2453-2781/2/3 Fax: (033) 2467 8002, 2453-4765 / 6711 Email: cancercentre6@gmail.com, cancerwelfare@yahoo.co.in, Web-site: www.cancercentrecalcutta.org

24 Hrs. Help Line No. : 9007087270

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RADIOLOGY I N T E R V I E W

‘ICRI would work towards uplifting the quality of radiology training’ Dr Deepak Patkar, Chairman, ICRI, talks about his vision for ICRI, state of radiology education in India, challenges to be tackled and more, in an interaction with Lakshmipriya Nair

Dr Patkar, congratulations on taking charge as ICRI’s Chairman. What is your vision for ICRI? Thanks. Taking charge as the Chairman of ICRI would be a great responsibility. Ever since its establishment in 1976, ICRI has always been involved in encouraging and uplifting academic activities in the field of radiology. With advancements in technology, radiology has now evolved as a prime branch of medicine and plays a key role in diagnosis.

In fact, it has now moved from mere diagnostics to molecular imaging and therapeutics. Still, today there is a major lag in rural India when compared to the advances available in big cities and tertiary care institutes.

ICRI would work towards uplifting the quality of radiology training, bringing uniformity throughout the nation in terms of radiology education and bring it at par with the international standards. I believe that being up-to-date is essential for each and every radiologist as this is a branch which is changing at a very rapid pace. ICRI can be a platform which could provide easy, authentic and quality access to these recent updates in the field of radiology.

What is the state of radiology education in India?

Yes, we do have machineries as well as technology almost at par with the international standards but if we see, at the national level, these are available only in less than 25 per cent of the nation and are

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within reach of even a lesser percentage of the population.

As far as radiology education is concerned, there are mainly two-year diploma and threeyear master courses in our country. There is a major requirement of short term fellowship programmes which could provide training in a specialised branch and periodically acquaint the fellows with advances in that specific branch. Though there has been an increase in the number of CMEs and seminars in recent years, these are mainly held in the major cities and the periphery still remains untouched. Being a national organisation, ICRI has to speak in terms of the entire country where we see that still a lot has to be done to uplift the standard of radiology training.

What are the major challenges in radiology education today?

A challenge specific to the field of radiology is its fast pace of advancement which necessitates that every radiologist to keep him/her self up-to-date. A person trained, say 20 years back, might have not been trained in many of the techniques in use today.

In this scenario, we specifically need an organisation which can provide a platform to bring these updates to the reach of each and every practising radiologist. Another problem is that the latest technology is available only to a small strata of students who are getting trained in big corporate hospitals or tertiary level

With advancements in technology, radiology has now evolved as a prime branch of medicine and plays a key role in diagnosis medical colleges in major cities.

Lack of good teachers to impart quality education in radiology is a major concern.

How can it be mitigated?

It is a fact that the best students from various medical colleges opt for radiology as their super-speciality for post graduation. It is our responsibility to use the cream of the society to shape the future of the Indian healthcare system. I agree there is a lack of good teachers when we take the entire country in perspective, but at the same time we have to

agree that we have a good number of highly competent and qualified senior radiologists in our country.

Thanks to the advances in information technology; we can make these teachers reach out to nationwide radiology trainees. ICRI, with help of other funding organisations, will specifically work to bridge this distance between the experts and the students. We need to increase the number of CMEs and try to organise these even in smaller towns and cities. The best resource to be exploited will be online CMEs. Soft copies, online lectures and training could be made available to the members through the ICRI site.

A huge gap exists between the requirement and availability of radiologists in India, especially in rural areas. How can ICRI reduce this gap?

This is a major issue, not just in radiology but the entire healthcare system. We, as radiologists, have the benefit of teleradiology wherein an expert from say Mumbai or Delhi can report for hundreds of villages and townships from across the country. ICRI will support and encourage such teleradiology networks and organisations. At the same time, it will take efforts to set a benchmark for their basic standards. The final goal would be that each and every town in this country have their own qualified and competent radiologist. I believe it will surely be possible with continued efforts of government organisations,

ICRI and the private sector.

What would be your focus areas as ICRI’s Chairman?

My major focus would be first to ensure that Indian radiologists can keep pace with this rapidly advancing field of medicine. At the same time, there should be a uniform basic standard for radiology at a national level. We see other colleges of radiology across the globe play a major role in guiding and shaping the radiology education and standards. ICRI can be a unique body to ensure this in our country as well.

Three immediate steps to improve the radiology sector?

It's difficult to summarise them into three, but: Firstly, an effort to increase the number of CMEs and seminars to see that we cover as many cities as possible and make use of our IT resources to make these available online for almost every radiologist 24 x7.

Secondly, to actively participate in shaping the radiology training programmes and to work with authorities for bringing in more and more short term fellowships and training programmes to benefit upcoming as well as practising radiologists.

Thirdly, to support and encourage teleradiology services in our country as this can prove to be a fast and effective way to raise radiology standards throughout the country. lakshmipriya.nair@expressindia.com

RADIOLOGY I N T E R V I E W

‘Implementation of the various laws should be transparent’ The implementation of the PNDT Act continues to be debated among policymakers and the industry. Has the PC-PNDT Act become a source of harassment for doctors? Or is it the right tool to curb malpractices in radiology? Dr Vaseem Anjum Ansari, Consultant Radiologist, Kohinoor Hospital shares his views on the controversial Act and on the Supreme Court’s ruling on curbing malpractices, in conversation with Raelene Kambli

What are the requirements as per the PC-PNDT Act? The Pre-conception and Pre-natal Diagnostic Techniques (Prohibition of Sex Selection) Act, 1994 generally referred to as the PNDT Act, is intended for regulation of genetic counselling centres, genetic laboratories and genetic clinics which include institutes, hospitals and nursing homes. As per the Act, it is mandatory to register genetic counselling centres, genetic laboratories and genetic clinics. The minimal requirements include qualifications of employees, requirement of equipment, etc.

It also mandates maintenance and preservation of records in relation to genetic counselling, pre-natal diagnostic procedures or pre-natal diagnostic tests such as Chorionic Villus sampling and ultrasonography etc.

What is your opinion on the impact and implications of the Act? The Act is a step towards the right direction. In view of the skewed female to male sex ratio in our country , this Act is an initiative for protection of the unborn girl child. Strict interpretation and implementation of the

Act is helping create a positive trend with respect to the female child sex ratio in several districts of the country, but it is also putting radiologists under constant pressure. The issue is a social one wherein the age-old prejudices and traditions are the main culprits which promote the practice of female infanticide (killing of new-born female child). With availability of ultrasonography (USG) a shift has occurred from infanticide to female foeticide (killing of the female foetus). This is a gross oversimplification of a much deep-seated social problem.

The scope to misuse the technology is very real.

However, over zealous use of this PNDT Act has pressurised radiologists.

Radiologists are held even for incomplete forms filled by the patients. Recently, an effort was made to restrict radiologists from performing ultrasonography at more than two centres/hospitals which directly affects livelihood of the doctors.

Are you convinced that a Supreme Court order will help in curbing sex determination?

The individual interpretation and implementation of the Act lacked uniformity, making

experienced radiologists and gynaecologists preventing quacks and paramedics of questionable training are few of the steps that need to be implemented.

The individual interpretation and implementation of the Act lacked uniformity, making the process non-transparent.

The Supreme Court ruling hence tries to bring uniformity to it and also provides uniform guidelines the process non-transparent.

The Supreme Court ruling hence tries to bring uniformity to it and also provides uniform guidelines for genetic counselling centres, genetic laboratories and genetic clinics as well as the appropriate authority for monitoring the process.

Are there any other ways that can curb malpractices

in radiology?

The PNDT Act is one of the tools for preventing malpractice. However, there is a need for a more complete legislation with wider scope.

Identification of centres carrying out such malpractices by the responsible radiologist community themselves, restricting ultrasound practice to qualified and

What is your message to the industry and policy makers?

We radiologists form a select group within the community and should identify our responsibilities as ‘men from a noble profession'. Apart from our medical duties we have to do our bit to help in combating this social issue.

Also, the policy maker ought to realise the roots of the issue and rather than putting the onus solely on doctors, the government should try to educate and create awareness among the masses regarding sexual discrimination which is widely prevalent in our society. This is a long process but continuous and concerted effort is needed.

The implementation of the various laws should be transparent otherwise valuable diagnostic modalities like ultrasonography will fall in gradual disuse and ultimately it will be the patients who will suffer the most. raelene.kambli@expressindia.com

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IT @ HEALTHCARE INSIGHT

Crowdsourcing for advanced EMR systems Rakesh R Shinde, Harish Bharti and Sanjib Choudhury recommend a model for enhancing the emergency medical response system through IT IT WAS a Friday morning when a colleague got a call informing his brother had met with a near fatal road accident.

We rushed to the spot of incident to find that he had been taken to a nearby hospital.

We reached the hospital only to realise that he had been transferred to a different hospital as there was lack of expertise and infrastructure to do the treatment where he was admitted first.

Trouble followed us to the second hospital as his situation aggravated for want of matching blood samples.

Time was short and we were running around endlessly. We were finally fortunate to be able to arrange blood and the patient survived an urgent operation.

The reason why we recounted this experience is because we were analysing this situation later - a very common problem with emergency services in developing countries.

In this article, we present a completely distributed method, leveraging crowd sourcing for availing medical emergency services, resulting in best committed response time for individual services (which includes and not limited to: ambulance, first aid, medical practitioners, hospitals, blood bank service, pathology services, medicines etc.) wherein: ■ Each medical service provider can calculate their own ‘committed response time’ based on: ◗ ‘Current location’ vs target ‘emergency location’ and

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A smart emergency response system can offer an effective solution which is fairly quick and is efficient economically as well as in terms of response time additional parameters (weather, traffic, availability of logistics) ■ Choosing the right medical service provider for each individual medical service by scoring the following: ◗ Best ‘committed response time’ offered by providers ◗ ‘Committed response time’ compliance history of providers

◗ Quality of service of the providers In developing countries, personal emergency response has an immense scope for improvement in terms of efficiency and effectiveness.

Budgetary constraints, lack of political will and inadequate infrastructure pose further problems in providing better

emergency care.

On the other hand, mobile (smart phones) and mobile coverage are reasonably good, at least in densely populated cities.

A smart emergency response system leveraging mobile, location-based services and abundantly available skilled medical practitioners

RAKESH R SHINDE Executive IT Architect, IBM India

HARISH BHARTI IBM Certified Executive IT Architect, IBM India

SANJIB CHOUDHURY Advisory IT Architect IBM India

can offer an effective solution which is fairly quick and is efficient economically as well as in terms of response time.

Here is a method and model which is unique in addressing medical emergency situations in developing and impoverished countries where infrastructure is often inadequate.

The ecosystem The adjacent system context diagram showcases the fundamental components which are into play for this method and model. As the model shows green lines are the preferred source of aid whereas red dotted lines are non-preferred ones. Likewise a 'single' star rating for a medical practitioner is of low preference compared to the medical practitioner who is with high stars. All these preferential parameters will be auto computed and managed by the method.

The way we can implement this idea The interaction diagram showcases varied distributed sources; connected on a cloud hosted centralised repository, allowing the cloud hosted analytics engine to provide high grade lifesaving information related to medical emergency.

IT@HEALTHCARE Participating hospitals, and critical services third party providers will upload their offering and capability details in a centralised repository which will in turn get uploaded in a separate cloud hosted centralised system of records.

The model will allow all medical service providers to participate in an eco-system where they can register for services they would prefer to offer. Zonal police departments will also be engaged in the process of jurisdiction details, logistical facilities available which the method can leverage to engage appropriate police stations.

In a highlight, the model will allow volunteering medical practitioners to come forward and register for this social cause and upload skill details and volunteering history.

The method, based on the system of records, will auto initiate an authenticity check for the involved actors. For instance; valid operating license check for participating hospitals and critical service providers such as ambulance services, blood banks operators, medical store operators, medical practitioners and so forth – to ensure better quality of service and compliance.

The method, being an advanced medical emergency response system, will allow civilians, medical practitioners and medical service providers to collaborate on this highly intelligent platform and benefit from its cloud-based analytics offerings and capabilities.

The method, is to adopt and offer benefits of cloud computing – ensuring that the adopting government is benefitting from a) Optimised server utilisation b) Lower cost c) Dynamic scalability d) Shortened development life cycle e) Reduced time for implementation The adjacent flow diagram showcases an overview of the overall interaction flow of the method.

During the decision making journey, the method will offer a reliable solution which is equipped with cutting-edge solutions such as cloud infrastructure, smart mobile apps,

global positioning system (GPS) enabled – yet secure, cost effective and easy to implement and adopt. In addition, this method will also offer solutions for scenarios where smart mobile phones, GPS are unaffordable or unavailable – the solution will offer a reliable, secure, cost effective, easy to implement and adaptive model.

This method will also offer solutions for scenarios where smart mobile phones, GPS are unaffordable or unavailable

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IT@HEALTHCARE INSIGHT

Reforming healthcare in India through technology

RAVI GOPAL Vice President and Global Head of Healthcare, Xchanging

Ravi Gopal, VP and Global Head of Healthcare, Xchanging opines that technological innovation in healthcare is the need of the hour as they will pave the way for improved patient care

CHANGE IS in the air. With the advent of a new government in India, there is a high emphasis on the use of technology in the healthcare sector to improve the quality of services. The healthcare sector in India is slated to grow at a CAGR of 15 per cent to touch $158.2 billion in 2017 from $78.6 billion in 2012, according to a report by Equentis Capital. We are a country currently undergoing a dynamic shift in demographics and per capita incomes. There is a rising awareness of healthcare facilities. In the next few years, increasing consumer awareness and provision of better facilities will put India’s healthcare sector on the global map.

Are we ready to ride this tide? As per the vision of the new government, India is now looking forward to an all-inclusive healthcare policy that will support empowerment, equity and efficiency. Technology will play a major part in leading this to fruition. By the use of technology, quality healthcare services can reach the most rural parts of India, which accounts for more than 70 percent of the population.

With investments surging in the private sector, the healthcare services delivery is picking pace by the second. India’s vast population, particularly in the rural stretch, is a potential demand source. The Indian medical tourism industry is estimated at $1 billion per annum, growing at around 18 per cent, and is expected to touch $2 billion by 2015. There is a huge scope for enhancing

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Healthcare in modern-day India provides existing and new players with huge opportunity to achieve innovation, differentiation and profits healthcare services as the healthcare spending as a percentage of GDP is rising.

Thus, healthcare in modern-day India provides existing and new players with a huge opportunity to achieve innovation, differentiation and profits.

Technology - Just what the doctor ordered Technological innovation in healthcare is the need of the hour. Service providers need to constantly explore latest technologies while remaining cost effective and providing affordable patient care. Governments need to leverage information as a tool to make effective decisions regarding the healthcare needs of the public.

Telemedicine is the bridge between the rural-urban gap.

The Indian government is working on national level telemedicine projects to provide healthcare facilities to the rural parts

of the country. With internet penetration increasing in India, hospitals have started looking at online tools as a viable option.

For eg., the All India Institute of Medical Sciences (AIIMS) has recently launched its pre-registration portal for patient’s appointment and admission.

They will also be able to check test reports online. Theranos, a US-based consumer healthcare technology company has come up with a latest technology which reduces the amount of blood drawn for performing lab tests. A tiny drop of blood can help conduct 30 tests. The use of innovative technology not only brings down the cost for patients drastically, but also greatly eases their stress and pain of going through multiple lab tests.

The advantages of technology in the healthcare sector should not be restricted to patient care. It is equally relevant for administration and back office services. Technology has changed the way BPS companies are positioning themselves as providers of integrated services. Mobile diagnostic kits, particularly in developing countries, can help in preventive healthcare. Access to advanced diagnostic technologies can help reveal diabetes, cancer or even cardiovascular diseases. However, success in medical technological innovation is mainly dependent on factors such as powerful financial incentives, a supportive regulatory system, and fostering an environment for quality research.

Make it Indi(a)genous Medical technological innovation in India can happen with a strong support from the government for local manufacturing and furthering the development of low cost products. Local manufacturing will not only help in the production of low cost devices, but also increase the volume of products. In a country like India, the volume of these products needs to be scaled to keep pace with the demand.

Analytics – The secret weapon While IT continues to build, maintain and refine processes, data scientists are needed to figure out ways to mine information from clinical and operational data; follow best practices and create information-driven plans for patient care. Medical organisations need to differentiate their services by applying data analytics with proper reporting methodologies.

Data mining systems can create a global warehouse in a cloud-based infrastructure and can serve as a Business Process as a Service (BPaaS) to the healthcare sector. BPaaS is now expanding and reaching to Software as a Service (SaaS) by not just focusing on basic back office or transactional business processes. BPaaSis expanding into services such as healthcare claims processing, trade settlements, and clinical data management.

The future is here The healthcare business model in India is evolving to deliver

better services to the patients while ensuring that there is minimum legal complexity involved.

Best practices from the US and other developed countries could be a point of reference for the Indian healthcare sector.

As per the new government’s manifesto, India would need a holistic care system that is universally accessible, affordable and cost effective. As outlined in the manifesto, the government plans, “to utilise the ubiquitous platform of mobile phones for healthcare delivery and set up the 'National eHEALTH Authority' to leverage telemedicine and mobile healthcare for expanding reach and coverage and to define the standards and legal framework for technology driven care”.

With a simple motive to ensure that patients and their kin face no stress beyond the medical circumstance, it is highly critical that a team of dynamic entrepreneurs take up this challenge. Entrepreneurs must come up with a niche, unified and centralised solution to ease the management processes at hospitals, improving the overall experience of not just patients, but the doctors and other staff.

Technology-enabled healthcare solutions and disruptive technologies will show the way to improve patient care.

Companies that focus keenly on delivering the best services available by leveraging technology, data analytics, automation, and commercial models such as BPaaS, will not only thrive, but bring about a much-awaited positive change to the healthcare sector.

HOSPITAL INFRA

ASK A QUESTION

I am planning to set-up a 80-bedded multi-speciality hospital. I want to know the required structural elements in a safe (hazard preventive) building for a radiology department.

DR SANJAY Jaipur

For a radiology department, the design should be as per the radiation safety norms and approval of BARC. Structural elements’ requirements also include: ◗ Flooring should be nonconductive. ◗ Equipment size room for X-ray: 5 sq m x4 sq m , CT scan -110 to 120 sq m, mammography : 15-20 sq m, nuclear image -110-120 sq m approximately ◗ Thickness of wall : 2 mm lead thickness ◗ Window : 2 m above the ground and 1.5 m above floor inside ,the partition between X ray room and control panel room should be of see through lead glass of at least 2 mm thickness ◗ Positioning of equipment: thickness of wall between X-ray and dark room should be at least 10 cm of brick /concrete ◗ Door should be radiation proof ◗ Beam should not be pointed towards entry door While designing the interiors of a dialysis room, are there any particular shade restrictions in its colouring?

VIJI, Admin Department, Chennai

Try to avoid yellow-coloured interiors or yellow light in a dialysis room, as it may make the skin appear yellow and jaundiced to the patients. This might aggravate their stress and worry, hence it is not advisable .

Opting for lighter shades that will maintain the perception of light and makes the room look more spacious is actually preferable.

What is the authorisation for 200-bed hospital’s ICU? VIVEK Pune

Authorisation: Hospitals having 200 or more beds are authorised an ICU on the following scale: ◗ It should not exceed two per cent of the total authorised beds. ◗ Beds in ICU should not be less than eight to justify its existence. ◗ Hospitals with a bed strength of 200-399 will draw excess of two per cent beds from acute medical and acute surgical wards.

How important is it to facilitate comfort for the patient’s family members?

Nowdays, it is more important to provide comfort to the patients’ relatives than just to the patient, because generally the relatives have more complaints than

FAQs ON HOSPITAL PLANNING AND DESIGN | MEDICAL EQUIPMENT PLANNING | MARKETING | HR | FINANCE | QUALITY CONTROL | BEST PRACTICE

patients. As per my observation the main reason behind this is that hospitals are charging high for their facilities and people are paying. So they want and expect everything to be perfect. Hence they become more demanding and complain when their expectations are not met. As a result, hospitals are also designing and giving more importance to valueadded facilities for relatives of the patients.

What are the facilities or conveniences that a person accompanying a patient can avail while waiting at the hospital?

As per my experience and observation, apart from basic infrastructure, need and value added facilities; we can provide facilities to the patients like: ◗ In-room registration facility ◗ Provide meal from the hospital ◗ Specialised attention ◗ Barber from the hospital ◗ Availability of medical staff, especially at the time of emergency

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

Facilities to the patients’ relatives include: ◗ A-la-carte menu ◗ Laundry facility ◗ Kids playing area (day-care types) ◗ Canteen ◗ Internet facility ◗ TV in the waiting area ◗ Library for relatives and visitors

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LIFE PEOPLE

Dr Azad Moopen elected to Board of Directors of the Global Virus Network Organisation also names physician Dr MV Pillai as senior advisor THE GLOBAL Virus Network (GVN), a coalition of the world’s leading virus researchers announced the election of Indian physician and entrepreneur, Dr Azad Moopen, to its Board of Directors. The announcement was made by N Scott Fine, Chairman of the GVN Board of Directors, joined by Robert C Gallo, MD, GVN Co-Founder and Director of the GVN Center of Excellence at the Institute of Human Virology at the University of Maryland School of Medicine; William Hall, GVN Co-Founder and

Director of the GVN Center of Excellence at the University College Dublin; and Sharon Hrynkow, President, GVN. “Dr Moopen is an innovator in expanding access to healthcare. His insights will help GVN expand its global reach, particularly in India, and help us achieve our goal of establishing a worldwide safety net against viral disease—including those that are known and those that are yet-to-be-discovered,” said Dr Gallo. Fine added, “I am thrilled on behalf of the Board to welcome Dr. Moopen to the Board and to critical work

Dr Azad Moopen

ahead of us for GVN.” “It is an honour and privilege to join the GVN Board of

Siddhartha Bhattacharya to lead ACCESS Health India

Directors at this pivotal point in time,” said Dr Moopen. “Collaboration among the public and private sectors is essential as we work as a global community to stem the spread of deadly diseases. I look forward to working with the Board and the GVN Centers of Excellence to stop viral diseases in their tracks,” he added.

Dr Moopen is the Chairman and MD of Aster DM Healthcare, a healthcare conglomerate in the Middle East and India.

Joining GVN as a Senior Advisor is Dr MV Pillai, a Pro-

fessor of Medicine at Thomas Jefferson University and Chairman of Oncology at Aster MedCity, among his other leadership roles. “I look forward to working closely with GVN to strengthen ties in research and training of virologists in Kerala, India and later across the country,” said Dr Pillai. Hrynkow said, “Dr Pillai brings exceptional insights into virology in both the United States and India, and we look forward to working with him as well as Dr Moopen to galvanise collaborations in order to improve virology globally.”

Accutome hires Manager for India

He will oversee and manage programmatic investments to strengthen health systems

R Ramamoorthy takes charge as Market Development and Product Support Manager

ACCESS HEALTH International announced the appointment of Siddhartha Bhattacharya to head ACCESS Health India. Bhattacharya will be responsible for the overall development, management, and leadership of ACCESS Health International activities in India. He will manage local health financing, quality and process improvement, maternal and child health, eye care and hearing, primary healthcare, healthcare technology, and drug distribution and procurement teams. He will work with the ACCESS Health India teams to establish and manage partnerships with key decision makers in government, the public and private sectors,

R RAMAMOORTHY has joined Accutome, as Market Development and Product Support Manager for India.

Ramamoorthy’s appointment is a significant investment by Accutome in the strategically important India market and will drive our efforts to make Accutome a respected brand of choice among ophthalmic doctors in India.

Ramamoorthy comes to Accutome with a background of education in Computer Engineering and a strong background in promoting advanced technology diagnostic instruments to the ophthalmic industry.

While the India market offers many opportunities for Accutome’s unique products, Ramamoorthy’s initial efforts will

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and global health funding organisations. He will also build and oversee strategic collaborations with local and international research and development organisations, including the Max Institute of Healthcare Management and the Indian School of Business.

“Siddhartha Bhattacharya is one of the most seasoned and dedicated healthcare leaders in India. His decades of experience launching successful partnerships with state governments and the public and private healthcare sectors and extensive background in technology will be a tremendous asset to ACCESS Health. We are thrilled to have him on board,” said Sofi Bergkvist, Executive Director,

ACCESS Health International.

The three largest projects in Bhattacharya’s ACCESS Health India portfolio are the Public Private Partnerships Project, the Health Financing Support Program, and a quality improvement initiative called Safe Care, Saving Lives.

"The cutting edge approach of ACCESS Health – combining global research and proven practices to improve global public health systems – has always interested me," said Bhattacharya.

"I am excited to be part of this transformation and look forward to making an impact on health system reforms in India,” he added.

reportedly be focused on creating awareness about Accutome as a premium manufacturer of ophthalmic diagnostic devices like A-Scan, B-Scan, UBM, Pachymeters, Accupen Tonometer, Accutome’s surgical product line; diamond knives, cannulas and cystotomes, forceps, I/A systems, markers, Phaco manipulators, scissors, speculums, and other instruments for surgeries.

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Because contamination can ruin our hospital’s reputation... we use

Arcania Automatic Bedpan Washers... guaranteed 100% disinfection!

Pharmalab, your trusted sterilisation partner, now introduces Bedpan Washers manufactured by

MASTERY OF HYGIENE PROTOCOLS

OPTIMIZATION OF HYGIENE SPACE

No handling , no risk or overflow

Real traditional Sluice with integrated flush

The only bedpan washer with no manual contact and with sporicide program

Multibottles holder

Multifunction holder

Baby pot holder

5 kidney trays holder

Pharmalab India Private Ltd. Kasturi, 3rd Floor, Sanghvi Estate, Govandi Station Road, Govandi, (East), Mumbai - 400 088.  

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Tel no: 91-22-66 22 9900  Fax: 91-22-66 22 9800  E-mail: pharmalab@pharmalab.com  www.pharmalab.com

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Capturing physical assessment and vital signs data is routine.

Accessing them should be too.

Connect your patient vitals with Welch Allyn Connex®.

Give clinicians immediate access to accurate patient vital signs with the Welch Allyn Connex Electronic Vitals Documentation System. With Connex EVD, you can capture vital signs with the wall-mounted Connex Integrated Wall System or Connex Vital Signs Monitor and wirelessly transmit patient vitals to your EMR in seconds—all without the paper, mistakes, or delay that come with manual transcription.

Visit www.welchallyn.com/connex to learn more today.

Wirelessly transmit patient vitals to your EMR right from the bedside with Connex® vital signs devices

Connex® Integrated Wall System

Connex® Vital Signs Monitor

Ask about our full solutions: Blood Pressure Management | Cardiopulmonary | Vital Signs Monitoring | Women’s Health | Endoscopy Eye, Ear, Nose & Throat | Thermometry | Lighting | Services Welch Allyn International Ventures Inc. India Liason Office #15, Royapetah High Road, 3rd Street , Mylapore, Chennai - 600 004 INDIA Tele : +91-9560800119 / +91-9899062673 Email: IndiaSC@welchallyn.com ©2014 Welch Allyn MC11237

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TRADE & TRENDS

ATA's offerings for healthcare ATA has myriad solutions for the medical sector including air treatment solutions and LED lights

ADVANCED Technological Applications (ATA) is a dynamic human-sized French company created in 1987.

ATA started its activities with air treatment units for medical and industrial use (electronics, food processing, pharma/laboratories, and aerospace).

Through the years, ATA has become the hygienic air quality expert and has extended its product range with various solutions for the medical sector.

Today, ATA’s product range consist of two categories:

ATA Medical ATA Medical offers air treatment solutions for hospitals, clinics (operating rooms, ICUs, recovery rooms, etc.) and laboratories to fight against nosocomial infections They include: ◗ Air decontamination mobile units ❖ Room Dopair: The new generation of mobile air decontamination unit. It is a plug & play solution that decontaminates the air with an air flow from 300 to 1200 m3/h. Thanks to an intuitive touch screen, Room Dopair indicates the air quality in the room (VOCs, particles, temperature, humidity) at any point of time and enables a complete traceability on all maintenance information. ❖ Dopair: It is a plug & play solution that decontaminates the air with an air flow from 600 to 2000 m3/h. ❖ Multizone Dopair: It is a plug & play solution that decontaminates the air at 360° with an air flow up to 800 m3/h, appropriate for smaller spaces. ◗ Laminar air flow ceilings ◗ Hygienic air handling units

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◗ Isolation transport chamber: A mobile and easily movable chamber to transport patient and avoid cross contamination.

ATA Surgical ATA Surgical brings solutions for technical platform in operating theatres. ATA Surgical uses its expertise and competence, coupled with the latest LED technology to offer the best of surgical lights: ATA LED. Keeping in mind the hygienic requirements and the final users’ convenience, ATA Surgical brings to the operating theatres an operating light giving optimum illumination.

ATA LED is a versatile solution available in 130000 lux and 160000 lux to ensure perfect lighting condition for any operation.

The unique design of the surgical lights enables the user to cover the operating area by combining multiple ATA LED lights into a single light source that retains its position, is easy to move and hygienic.

Today, ATA has numerous references in France and around the world, in hospitals, clinics, laboratories, as well as in the area of clean room technology. ATA has already equipped 17 operating theatres in India and seduced the best hospitals.

All the company's products are CEcertified, developed and manufactured in France.

As the result of working in partnership with the clients, the product range is developed taking into account remarks from hospital staff - both users and hygienist medical teams.

For more information about ATA, contact www.ata-medical.com

A RAPID, RELIABLE TESTING PLATFORM WITH A UNIQUE ASSAY DISPLAY

Procalcitonin (PCT) Homocysteine [510(k) Cleared] HbA1c [510(k) Cleared] Cystatin C [510(k) Cleared] hsCRP [510(k) Cleared] TEST PROCEDURE:

Insert the RFID card

Collect a sample

Insert the cartridge

Press ‘Start’ – done!

TEST MENU:

Parameter

Method

Sample Material

Assay Time

Sample Volume

HbA1c

Enzymatic

Whole Blood

7 min

20 μl

Cystatin C

Immunoturbidimetric

Whole Blood

10 min

20 μl

Homocysteine

Enzymatic

Serum/Plasma

13 min

20 μl

hsCRP

Immunoturbidimetric

Whole Blood

4 min

20 μl

GSP

Enzymatic

Serum/Plasma

10 min

40 μl

PCT

Immunoturbidimetric

Serum/Plasma

10 min

50 μl

IRIS HEALTHCARE TECHNOLOGIES PRIVATE LIMITED LABORATORIES, USA

C-103/104, Sagar Garden, LBS Marg, Mulund (W), Mumbai - 400 080, India Tel. : +91 22 6606 6000, 2592 1625 | Fax : +91 22 6606 6004 Email : info@iris-healthcare.com | Website : www.iris-healthcare.com

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.