Express Healthcare (Vol.11, No.10) October, 2017

CONTENTS Vol 11. No 10, October, 2017

Chairman of the Board Viveck Goenka

INAUGURALCEREMONY

Sr Vice President-BPD Neil Viegas Editor Viveka Roychowdhury*

Pg-14

Chief of Product Harit Mohanty BUREAUS Mumbai Usha Sharma, Raelene Kambli, Lakshmipriya Nair, Sanjiv Das, Mansha Gagneja Swati Rana Delhi Prathiba Raju Design National Design Editor Bivash Barua Asst. Art Director Pravin Temble Chief Designer Prasad Tate Senior Designer Rekha Bisht Graphics Designer Gauri Deorukhkar

KNOWLEDGE

MARKET

Artists Rakesh Sharma

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Photo Editor Sandeep Patil MARKETING Regional Heads Prabhas Jha - North Harit Mohanty - West Kailash Purohit – South Debnarayan Dutta - East

TRADE AND TRENDS

Marketing Team Ajanta Sengupta, Ambuj Kumar, Douglas Menezes, E.Mujahid, Nirav Mistry, Rajesh Bhatkal, Sunil Kumar PRODUCTION General Manager BR Tipnis Manager Bhadresh Valia Scheduling & Coordination Santosh Lokare

THE ROLE OF A GOOD ADMINISTRATOR

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HEALTHCARE CONCLAVE 2017 AIMS TO DECODE NHP 2017

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‘OUR AIM IS TO BRING IN HIGH QUALITY GENETIC TESTING IN A PHASED MANNER’

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QUALITY AND INNOVATION: THE WAY FORWARD!!

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APOLLO HOSPITALS, NAVI MUMBAI LAUNCHES LATEST RADIATION TECHNOLOGY

Express Healthcare® Regd. With RNI No.MAHENG/2007/22045. Postal Regd.No.MCS/162/2016-18. Printed and Published by Vaidehi Thakar on behalf of The Indian Express (P) Limited and Printed at The Indian Express Press, Plot No.EL-208, TTC Industrial Area, Mahape, Navi Mumbai-400710 and Published at 2nd floor, Express Towers, Nariman

CIRCULATION Circulation Team Mohan Varadkar

Point, Mumbai 400021. Editor: Viveka Roychowdhury.* (Editorial & Administrative Offices: Express Towers, 1st floor, Nariman Point, Mumbai 400021) * Responsible for selection of news under the PRB Act. Copyright © 2017. The Indian Express (P) 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.

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EDITOR’S NOTE

Eman Ahmed, RIP

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he sad news of the demise of Egyptian national Eman Ahmed took me back to my editorial column of June 2017. (Hope vs hype: http://www.expressbpd.com/healthcare/editorial/hope-vs-hype/386201/) Once referred to as the world’s heaviest woman, Eman has now finally passed away into medical archives. And, might I say, into the annals of medical ethics. The last few months of her life were both painful and controversial.

She was and will be the subject of debate, and hopefully, introspection in the medical fraternity in India as well as globally. Bariatric surgeons in particular will tend to measure each future similar case against her case, the treatment given and the outcomes.

More than anything, it revives the debate on outcomes versus available resources. While each individual deserves the right to live as healthy a life as possible, in a resource-scarce situation, how can we justify the spend on one patient? Maybe Eman's doctors, both here at Mumbai's Saifee Hospital as well as at her final stop, Abu Dhabi's Burjeel Hospital, were driven by both humanitarian concern to heal a patient as well as the urge to set a precedent which could serve more patients in the future.

Either way, let's us hope that Eman will not have died in vain and the practice of bariatric surgery will be more circumspect and humane.

Let us also hope that there is more self-monitoring among the medical fraternity and at the healthcare facility management level, to curb the impulse to make medical history or worse, news headlines, by pushing the envelope, even when it may not have long term benefits for the patient.

The controversy over Eman's departure from Mumbai made the government take steps to prevent such incidents. It was reported that on May 22, the Ministry of Tourism asked the National Medical & Wellness Tourism Promotion Board to draft the Medical & Wellness Tourism Policy for India. The board was due to submit the draft policy to the government in three months, after discussing the framework with various stakeholders and industry associations. However, we are yet to see any sign of this going forward. It would indeed be sad that

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Eman will be the subject of debate,and hopefully,introspection in the medical fraternity in India as well as globally.Bariatric surgeons,in particular, will tend to measure each future similar case against her case,the treatment given and the outcomes

we fail to learn from past missteps.

The Eman case was merely one of many instances where the healthcare sector failed to protect its reputation. The case damaged the image of the sector (doctors and hospital administration alike) and the public came to see them, once again, as profiteering, publicity seeking entities working not for, but against the patient. Be it pricing of medical devices, surgeon fees, or the Gorakhpur tragedy, the profession and sector have taken and will continue to take hits unless there is introspection and a will to change. The ability to manage risk perception was in fact one of the key points of debate during a panel discussion at Healthcare Senate, held over September 7-9.

Now in its second edition, Healthcare Senate touched on many issues which are impacting our sector. With panel discussions on the urgent need to curb antimicrobial resistance (AMR), ensuring cost efficiency in capital intensive departments like imaging and radiology labs, the need to put people first, and the finer nuances of revenue cycle transformation in healthcare organisations, the conclave once again became a meeting place for the finest minds in India’s healthcare sector.

Picking up some of the key takeaways from the sessions, I think it is interesting that the medical fraternity is now actively looking for support from outside their circles. For instance, the panelists felt that increasing public awareness on AMR, through media and harnessing CSR spends, was crucial to tackle the menace of drug resistance.

On the talent front, there is a realisation that unless there is long term investment in skill updation, creating credibility and making sure that there are clear career paths, we will lose our best human resources. And on the need to plug the revenue leaks, many hospitals would do well to look to a new age tool, fintech, which could be the game changer on this front. Do read our October issue for a detailed report on Healthcare Senate.

VIVEKA ROYCHOWDHURY Editor viveka.r@expressindia.com

LETTERS

SEPTEMBER 2017

FEEDBACK FROM HEALTHCARE SENATE 2017 I

t was great knowledge sharing experience all-together. A big thanks to all the participants and to those who came out with the concept of Healthcare Senate

Deepak Venkatesh Agarkhed, General Manager – Engineering, Facilities & Quality, Sakra World Hospital

Paritosh Joshi, CEO, Kasturba Hospital (KVRM), Valsad

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hank you Express Healthcare for providing me a platform to discuss the NITI Aayog’s three-year action agenda. It was a great debate and I liked the involvement in the discussion by delegates Alok Kumar, Advisor, NITI Aayog, GoI

Check out the online version of our magazine at

www.expresshealthcare.in

HEAD OFFICE Express Healthcare® MUMBAI Douglas Menezes The Indian Express (P) Ltd. Business Publication Division 2nd Floor, Express Tower, Nariman Point, Mumbai- 400 021 Board line: 022- 67440000 Ext. 502 Mobile: +91 9821580403 Email Id: douglas.menezes@expressindia.com Branch Offices NEW DELHI Gaurav Sobti The Indian Express (P) Ltd. Business Publication Division Express Building, B-1/B Sector 10 Noida 201 301 Dist.Gautam Budh nagar (U.P.) India.

Board line: 0120-6651500.

Mobile: 91-9810843239

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ot of hard work from Express Healthcare to make the event successfull. We have recieved the right

Fax: 0120-4367933 Email id: gaurav.sobti@expressindia.com CHENNAI Kailash Purohit The Indian Express (P) Ltd. Business Publication Division 8th Floor, East Wing, Sreyas Chamiers Towers New No 37/26 (Old No.23 & 24/26) Chamiers Road, Teynampet Chennai - 600 018 Mobile: +91 9552537922 Email id: kailash.purohit@expressindia.com BENGALURU Kailash Purohit The Indian Express (P) Ltd. Business Publication Division 502, 5th Floor, Devatha Plaza,

Dr Abhijit Sinha Roy, Medical Director, Westminster Healthcare

advice from the panel discussions at Healthcare Senate.

I

think we had one of the best sessions, kudos to all concerned as well as organisers.

I

would like to appreciate the efforts put in by your team for making Express Healthcare Summit a success.

Dr Pravin K Nair, Consultant Microbiologist & Chairperson, Infection Control, Holy Spirit Hospital

I

t was a wonderful experience.

All the sessions were well selected and the speakers were excellent. This is one of its kind summit in India.

Residency road, Bangalore- 560025 Board line: 080- 49681100 Fax: 080- 22231925 Mobile: +91 9552537922 Email id: kailash.purohit@expressindia.com HYDERABAD E Mujahid The Indian Express (P) Ltd. Business Publication Division 6-3-885/7/B, Ground Floor, VV Mansion, Somaji Guda, Hyderabad – 500 082 Board line- 040- 66631457/ 23418673 Mobile: +91 9849039936 Fax: 040 23418675 Email Id: e.mujahid@expressindia.com KOLKATA Ajanta Sengupta The Indian Express (P) Ltd.

Dr Sandeep Chatrath, Regional CEO, Andhra Pradesh & Telengana, Apollo Hospitals

I

must congratulate Express Healthcare team for the success of this event. I would like you to showcase the good work we are doing and how it has changed the face of healthcare

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

Dr Gaurav Thukral, EVP and COO, Health Care at Home

AHMEDABAD Nirav Mistry The Indian Express (P) Ltd. 3rd Floor, Sambhav House, Near Judges Bunglows, Bodakdev, Ahmedabad - 380 015 Mobile: +91 9586424033 Email Id: nirav.mistry@expressindia.com

Important: Whilst care is taken prior to acceptance of advertising copy, it is not possible to verify its contents. The Indian Express (P) 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 POST EVENT

Healthcare Conclave 2017 aims to decode NHP2017 An MoU was exchanged between Healthcare Skill Council and CII and a Report on 'Digital Health: Transforming Healthcare' was released during the conclave Mansha Gagneja Mumbai

H

ealthcare Conclave 2017, organised by CII for western region was recently held in Mumbai. The theme of the conclave was 'National Health Policy – A New Era in Healthcare'. The conference aimed to decode the National Health Policy 2017, presenting key features of the policy and highlight emerging imperatives for different stakeholders in the times to come.

The day kick started with a welcome address by Rishi Bagla, Chairman, CII Maharashtra State Council & Director, OMR Bagla Automative Systems India followed by Joy Chakraborty, Chairman, CII WR Healthcare Conclave 2017 & Chairman, CII WR Core Group on Healthcare sharing the vision and mission of the summit. Dr Deepak Sawant, Minister, Public Health and Family Welfare, Government of Maharashtra gave the Chief Guest address. During his address Dr Sawant went on to explain the purpose of the National health Policy and informed about the upcoming initiatives in this regard.

An MoU was exchanged between Healthcare Skill Council and CII and a Report on 'Digital Health: Transforming Healthcare' was released during the conclave. Amit Mookim, MD, South Asia, QuintilesIMS gave an overview of the report. The inaugural session saw a special address by Colin Wells, British Deputy High Commissioner, British Deputy High Commission who deliberated the UK perspective. The keynote address was given by Kewal Handa, Former MD, Pfizer India & Non-Executive Chairman, Union Bank of India, wherein he expounded on how public and private sector should demarcate their role, with government

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MARKET focussing on being the provider leaving the delivery to the private sector. Dr Vivek Desai, Member, CII WR Core Group on Healthcare gave the concluding remarks for the session, that along with quantity, there should be a significant increase in quality of healthcare provided, and highlighted the increase in volumes will subsequently bring down the cost of healthcare.

The day constituted of some interesting panel discussions.

The first discussion revolved around public private partnership (PPP). The panel comprised Pradeep Vyas, Principal Secretary, Department of Health and Family Welfare, Government of Maharashtra; Parijat Ghosh, Partner, Bain & Company India; Dr Ashok R Mehta, MD, Brahma Kumaris Global Hospital managing BSES MG Hospital; Dr PN Bhujung, President, Association of Hospitals, Mumbai and MD, HN Reliance Hospital; Pranay Kumar, Business Head- PMC & Cost Management, Mott Macdonald; Raju Venkataraman, MD and COO, Medall; Vivek Kamath, COO and MD, Dr Samita Sharma, President AMC, Mumbai. The panelists focussed on the role PPPs will play in eradicating NCDs yet how they are failing to ramp up to the scale they are needed.

They also talked about how to create concrete actions that are required to conceptualise, curate and make operational meaningful and scalable PPP projects so they impact as envisaged under NHP 2017.

The next panel discussion was on Digital Healthcare and the keynote address was given

by Manzoor Ameen, CEO, Tata Digital health.The eminent panel comprised Charu Sehgal, Partner - Leader - Strategy & Operations Consulting, Deloitte Touche Tohmatsu India; Dr Santosh Shetty, Executive Director, COO, Kokilaben Dhirubhai Ambani Hospital; Dr Ramakanth Deshpande, Executive Chairman, Asian Institute of Oncology; Milan Rao, President and CEO, GE; Kailash Yagnik, Vice President- Strategy, Marketing, Sales Operations, Siemens Healthcare; Shashank ND, Founder and CEO, Practo; Dr Sandeep Arora, MD, Terumo; Parth Dey, Healthcare Leader and SME, IBM

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Sudhir S Mungantiwar, Minister, Department of Finance, Planning & Forest, Government of Maharashtra

(L-R) Dr Deepak Sawant, Minister, Public Health and Family Welfare, Government of Maharashtra with Joy Chakraborty, Chairman, CII WR Healthcare Conclave 2017 & Chairman, CII WR Core Group on Healthcare

The session on ‘Ease of doing business in Maharashtra’ gave insights on the need for collaborations from various sectors to build a better healthcare ecosystem

India/South Asia; Dr Rajendra Patankar, COO, Nanavati Super Speciality Hospital; Dr Sanjiv Agarwal, Founder and MD, Diabetacare, Ahimanikya Satpathy, Founder, DocEngage; Dr Subhashish Sircar, Founder and CEO, Health Vectors. They discussed about how technology is all pervasive and the ways healthcare can leverage technology to bridge the gap. The session deliberated on the various challenges and devised action plan for all stakeholders.

The panel discussions were followed by a special session by Sudhir S Mungantiwar, Minister, Department of Finance, Planning & Forest, Government of Maharashtra and was chaired

by Chakraborty. The session on

ran, CEO- Digital Health, Vidal healthcare Services; Dr Sameer Paltewar, Senior Neurological Surgeon and CMD, Meditrinia Institute; Rishi Raj, DirectorStrategy and Corporate Development, Max India. The panel threw light on opportunities lying in the sector and how different stakeholders can come together to improve adoption of insurance. They also indentified how digitisation can help in this process.

Post the panel on insurance, the next panel discussion was regarding Primary Healthcare and Wellness which was chaired

by Dr Rajeev Boudhankar, CEO, Bhatia Hospital. The panel for this session comprised Rahul Guha, Partner & MD, The

'Ease of doing business in Maharashtra' gave insights on the need for collaborations from various sectors to build a better healthcare ecosystem.

A panel discussion on Insurance - Last Mile was next in line.

The keynote for the discussion was delivered by Dr Boshoff Steenekamp, National healthcare strategic forums in SA, MMI. The panel consisted of Rana Mehta, Partner, PwC; Satish Pawar, Director Health Services, Government of Maharashtra; Dr Suhas Gangurde, CEO, Godrej Memorial Hospital; Mayank Bathwal, CEO, Aditya Birla Health Insurance; Dr A Velumani, Chairman,Thyrocare; Dr A Raghuvanshi, Group CEO, Narayana Health; Vidya Hariha-

Boston Consulting Group; Rekha Dube, CEO, Aditya Birla; Sanjay Deshmukh, Secretary, Department of Medical Education, Government of Maharashtra; Vishwanath Swarup, Commercial Director (Sales & Marketing); Hospitals Business, Abbott; Gautam Sen, Chairman, HealthSpring; Dr Nilesh Shah, Chairman and MD, NM Medical; Manasije Mishra, MD, IHO; Dr Kamal Cheema, Director, AAA Healthacre; Ashish Jain, CEO, Healthcare Sector Skill Council; Shreyas Gandhi, Director, Yolo Health. The session aimed to discuss about the need to change the primary care and identified opportunies for primary care in context of the goals of NHP 2017. The panelists further discussed how government should focus on primary healthcare and seek support from the private sector.

The last panel discussion focussed on Imperatives for Hospitals in Changing Operating Context. The discussion revolved around the imperatives like affordability, innovation, creating consumer-centric model and increasing transparency. The keynote address was delivered

by Dr Vivek Desai, MD, HOSMAC and the panel had experts Sumit Goel, Partner- Healthcare (Strategy and Operations), KPMG; Gautam Khanna, CEO, PD Hinduja Hospital, Dr Manoj Gandhi, Secretary, BNHA, Dr Avinash Supe, Dean, KEM; Anupan Verma, President, Wockhardt Hospitals; Dr R Parasar, CEO, Bombay Hospitals, Indore; Dr Sajjan Nair, CEO, Zydus; Dr Vijay Agarwal, Secratary General, Consortium of Accredited Healthcare.

The conclave concluded with a valedictory session and prominent speakers — Ninad Karpe, Chairman, CII Western Region and Director, Aptech; Annaswami Vaidheesh, CEO and MD, GSK; Vishwanath P Mahadeshwar, Mayor, Mumbai; Girish D Mahajan, MinisterMedical Education, Water Resources and Command Area Development, Government of Maharashtra; Dr Sangeeta Pikale, Director- Pikale Hospital, Member- State Supervisory, PCPNDT Committee, Member, CII WR Core Group on Healthcare and Joy Chakraborty. mansha.gagneja@expressindia.com

MARKET I N T E R V I E W

‘Our aim is to bring in high quality genetic testing in a phased manner’ PerkinElmer Genetics, Inc., which provides a global genomic lab testing platform, will accelerate its high quality and affordable genomic services in India. This platform will complement newborn screening tests for genetic disorders and help address complex and rare inherited diseases.

Dr. Madhuri Hegde, VP and Chief Scientific Officer for laboratory services of PerkinElmer's Diagnostics business group, reveals more in an interaction with Prathiba Raju EXPRESS HEALTHCARE

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MARKET How is genome testing evolving in India?

Genome testing has evolved significantly in the last two decades. Since early 1990s many of the hospitals in India had only cytogenetic labs. Even five years ago, labs in India only focused on certain diseases like thalassemia and Down syndrome. Now with more advanced technology, we are able to look at the entire genome at a reduced cost.

There is a misconception that genetic diseases are less common in India compared to the western world. With practice of consanguinity, the genetic pool is not spread out and genetic disorders are highly prevalent in our communities. It is also known now that a single gene can cause more than one disease or a single disease can be caused by many genes. We can now test all of the genes in one shot in a few weeks.

Five years back, whole genome sequencing cost thousands of dollars and took several months. The cost and turnaround time are now much lower.

Why is genomic newborn screening important for India?

Various conditions that may be present at birth, such as congenital hyperthyroidism, Phenylketonuria (PKU), and Galactosemia, can affect the health of a newborn . Early detection can prevent onset of the clinical condition and therefore serious lifelong disabilities can be avoided or minimised to enhance the probability that the child will grow and live a life without encumbrance from these newborn diseases.

In Western countries, newborn screening and the heel-prick test is part of basic healthcare when a baby is born, and is done for nearly every baby. This screening helps to identify potentially treatable or manageable inherited disorders within days of birth. Life-threatening health problems, mental retardation, serious lifelong

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disabilities and even death can be avoided or minimised if a condition is quickly identified and treated. In the US, states regulate their newborn screening programmes, so the number of screening tests performed varies from state to state, with some states screening for as many as 50 disorders.

Sequencing complements newborn screening, and sequencing technology has made a big leap for the sector as a whole. Previously, we used the Sanger sequencing (sequencing is the process of reading the nucleotides present in DNA or RNA molecules) but the technology has advanced.

Now, a sample from the same tiny needle prick on a newborn’s heel used in newborn screening can also tell doctors most of what they need to know about a baby's genes, including whether the newborn has a more serious condition not detected by a traditional newborn screening panel.

Genomic testing also can target different diseases than the newborn screening panel. Together, newborn screening and genomic testing allow early intervention and help healthcare professionals and parents keep babies healthy.

With 26 million births per year, India can follow the same model for newborn screening together with sequencing. While sequencing services are still developing in India, many in the private sector are showing interest in performing these tests. It is absolutely necessary for India to implement these programmes cooperatively in the public and the private sectors to assure complete coverage.

Touching upon the test price for genetic testing for gene panels, exomes and genomes, it will be as per the market we operate, but the quality of the test will be never compromised.

What efforts have been taken by PerkinElmer to improve newborn

Through our Chennai facility, our aim is to bring in high quality testing in a phased manner

screening in India?

PerkinElmer is the worldwide leader in newborn screening, with a global footprint reaching 150 countries. PerkinElmer has a long history of newborn screening and early detection of inherited disorders.

Now PerkinElmer can also perform highthroughput, next generation sequencing for rare inherited diseases in low cost and high quality accurate testing. There are ~7,000 rare disorders associated with 5,300/22,000 genes in the human genome, of which about 3,500 are monogenic. Only ~1 per cent

of those disorders (~50) are being screened even in advanced newborn screening programmes. This leaves 99 per cent of monogenic disorders unscreened.

Many babies with these unscreened disorders will present in the NICU as preterm birth babies or in the PICU for any number of symptoms, including “failure to thrive.”

PerkinElmer can screen for these monogenic disorders (among other things) using dry blood spot cards, whole blood or saliva to perform these highlysensitive assays. Utmost care needs to be given for data interpretation and quality of the clinical report, as many physicians do not have formal training in genetics and have busy practices. The report needs to be succinctly written in a way that the physician can understand and upon which the physician may give advice on the next steps to the family.

We carry out broad spectrum genetic testing for all specialities in medicine at our clinical laboratory in Chennai. The tests are conducted for various disorders, be it kidney, eye, skin, or cardiomyopathy. We have already done 300 tests since our pilot launch in April and the initial disorder we dealt with is Duchenne Muscular Dystrophy (DMD).

We are using a range of Illumina® sequencers including the latest NovaseqTM highthroughput sequencer. We participated in the newborn screening PPP programs in three states in India. We also spend a lot of time educating physicians on how genetic testing should be used and implemented, which test to conduct and when to order it.

We hope to support the central government’s formal genetic training as part of the MBBS curriculum. The next generation of physicians should be trained in genetic testing, which will make a huge difference.

You have acquired Tulip Diagnostics. What is the reason behind this?

While PerkinElmer has extensive experience in, is deeply committed to newborn screening and sequencing services, we have a broader set of products and services.

PerkinElmer recently acquired Tulip Diagnostics to enhance that broader portfolio. Tulip provides invitro diagnostic reagents, kits and instruments to diagnostic labs and government and private healthcare facilities. Tulip also manufactures products for prevention, screening and diagnosis of infectious diseases such as malaria, HIV and hepatitis.

With this acquisition, PerkinElmer aims to be a leader in diagnostics in India.

What would be the next five- year plan of PerkinElmer for India?

Right now, we are concentrating on newborn screening, genetic testing including gene panels, clinical and whole exome and whole genome sequencing – covering all specialities.

Beyond that, genetic testing and genome sequencing are evolving. As newer technology comes in we will continue to develop, assimilate and align our Chennai facility with emerging technologies.

Through our Chennai facility, our aim is to bring in high quality testing in a phased manner. Sequencing tests to assist specialised treatments of conditions like cancer will be launched in India, probably by next year.

Another key area is antimicrobial resistance (AMR).

The data on AMR is evolving, and understanding clinical utility and how it will be implemented in patient care is important. We will evaluate AMR across the board and determine how to develop and implement testing to provide meaningful guidance to healthcare providers and parents. prathiba.raju@expressindia.com

EVENT BRIEF NOVEMBER 2017 - JANUARY 2018 30

HEALTHSCAPE SUMMIT SERIES 2017

HEALTHSCAPE SUMMIT SERIES 2017 Date: 30, Nov 2017 - 01, Dec 2017 Venue: The Lalit Ashok, Bangalore Summary Healthscape Summit facilitates Face-toFace meetings, strategically modelled networking activities and information exchange amongst the most elite assemblage of Hospital Owners, Healthcare Architects, Design Consultants, industry experts and service providers making it the most sought after business summit by the healthcare fraternity of India.

Contact Deatils: IDE Consulting Services Phone: +91 76249-80866 E-Mail: marketing@ide-global.com Website: www.healthscapeseries.com/india/2017/

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Mumbai Indian Radiology and Imaging Association will organise the biannual conference AOCR, the 17th Asia- Ocieanic

INDIA HOSPITAL DESIGN & BUILD SUMMIT 2017 Congress of Indian Radiology and the 71st annual conference of IRIA. The conference is open to IRIA members and the members of AOCR

25 ASIA-OCEANIAN

CONGRESS (AOCR) 2018

Contact Deatils: 808, Crescent Business Square, Kherani ROad, Opposite Gundecha Onclave Near Saki Naka Metro Station,

Saki Naka Andheri (E), Mumbai 400072 Tel: 022-65088822 Email: info@aocr2018.org Website: www.aocr2018.org

INDIA HOSPITAL DESIGN & BUILD SUMMIT 2017 Date: 07, Dec 2017 - 08, Dec 2017 Venue: Hotel Vivanta by Taj, New DelhiSummary The theme for the summit is 'Transforming Hospitals'. The event is being organised in association with AHPI and HIMSS India. The aim of the summit is to Leveraging the latest innovations and best practices in Hospital Build in India to deliver cost-effective projects with effective Project management for timely completion of your hospitals.

Contact Deatils: Quest Conferences, Quest ontheFRONTIER Phone: +91-22-67715342 / +919769807753 E-Mail: soumya@questconferences.com Website: http://www.hospitaldesignbuildsummit.com/

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HEALTHCARE SENATE 2017

PATH TO FUTURE READYHEALTHCARE Healthcare leaders and experts congregate to drive reforms and accelerate progress at Healthcare Senate 2017. Exclusive coverage...

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October 2017

HEALTHCARE SENATE 2017 ■ DAY 1

SEPTEMBER 7, 2017

INAUGURALCEREMONY H

L-R: Dr Nandakumar Jairam, Rajan Bir Singh, Thumbay Moideen, Biplab Chatterjee and Viveka Roychowdhury

HEALTHCARE SENATE 2017 03:00 pm-03.30 pm: Welcome Adress 03.30 pm - 04.00 pm Keynote Address: Creation of an innovative, sustainable & selffinanced private academic health system Dr Thumbay Moideen, Founder & President,Thumbay Group 04.00 pm - 04.20 pm Building distinct healthcare technologies: Rajan Bir Singh, CIO, Sify Technologies 04.20pm - 05.00 pm Panel discussion: Fighting the antibiotic apocalypse 05.15 pm - 06.00 pm Panel discussion: Evolving role of hospital pharmacies

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ealthcare Senate 2017, the national private healthcare business summit

by Express Healthcare and The Indian Express Group, was held at Novotel Airport in Hyderabad, between 7-9, September, 2017. After the success of its first edition in 2016, the three-day event’s focus this year was on ‘Building a future-ready healthcare sector in India’. An impressive gathering of healthcare leaders, game changers and innovators focussed on the roadmap to steer the industry towards transforming itself into an entity which is competent to handle both, opportunities and challenges of the future, which are likely to be unprecedented.

To begin the event on an auspicious note, a lamp lighting ceremony was organised, followed bt the welcome address. The dignitaries included Biplab Chatterjee, CEO, BPPI, Department of Pharmaceuticals, Government of India; Thumbay Moideen, Thumbay Group; Dr Nandakumar Jairam,Chairman, CEO and GMD Columbia Asia Hospitals, Rajan Bir Singh, CIO, Sify Technologies and Viveka Roychowdhury, Editor, Express Healthcare; who inaugurated the event.

Welcome Note T

he event began with a Welcome Address by Viveka Roychowdhury, Editor, Express Healthcare. She said, “Healthcare Senate was launched last year in Hyderabad with the vision to create a platform for thought leaders in the private healthcare sector. This is our initiative to build a community of opinion leaders coming together to share innovative ideas, to turn these ideas into reality and guide future leaders to replicate successive models of healthcare delivery.” Taking the senate to its second edition, she shares, "As the sector has reported a very strong year on year growth, with a CAGR of 16 per cent, however, the road ahead is not without challenges". She raised curtain on the key sessions focussing on matters affecting the healthcare sector such as infection control, operational bottlenecks, cost efficiencies, building talent and

capabilitites along with revenue cycle transformation which were spread across judiciously over three days of the Senate. She further unveiled the much awaited awards night withholding two

different segments- Best Hospital Pharmacy Citations and Express Healthcare Excellence Awards which was held on the second day of the conference.

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HEALTHCARE SENATE 2017

KEYNOTE ADDRESS

Creation of an innovative and sustainable private academic health system

A

s the healthcare landscape continues to evolve and transform, significant reforms have been seen in both practice redesign and medical education.

Educators will have to lead from the classrooms to create next generation leaders and accelerate progress. In this backdrop, the first keynote speaker of Healthcare Senate 2017, Thumbay Moideen, Founder and President, Thumbay Group, spoke about the need to create an innovative, sustainable and self-financed private academic health system and the roadmap for it.

Leading the UAE-based Thumbay Group, he deliberated on the vast opportunities that lie within the healthcare sector by narrating his own journey in the field. He shared his experience on the many difficulties he faced while setting up his business.

He went on to inform that the group faced to set up their first medical institute and how it was all worth the effort. Highlighting a strong education system being the key factor in improving a better health system, he informed about various steps taken

by The Thumbay Group after identifying its importance. He shared the

vision of the group which is to create a corporate business entity while expanding the healthcare education globally. He further gave a rundown of accomplishments and expansions in the UAE. Sharing the prerequisites, Moideen pointed out, “Ethics, hard work and talent are the cornerstones of any sustainable system�.

Present in various sectors of healthcare, education, diagnostics, retail pharmacy nutrition, medical tourism and research, to name a few, he shared the future plans of the group. Being acknowledged by the UAE, they are now beginning to spread their business via hospitals across borders and will soon have their presence in Qatar, Dubai, Bangladesh, Oman and Ghana. They plan on expanding healthcare education as well and aim for a global presence. He also elaborated plans to expand healthcare education in India along with hospitals of around 1500 beds. These plans would definitely aid in transforming the healthcare sector of the nation. He summed up the session by saying that he will be very interested in partnering with healthcare providers in India.

BUILDING DISTINCTHEALTHCARE TECHNOLOGIES T

he digital wave is here and has taken over almost every sector, and the healthcare sector is no exception. The convergence of healthcare and IT has opened up growth avenues for both sectors and is likely to bring in significant results in terms of improved patient outcomes.

Rajan Bir Singh, CIO, Sify Technologies, the next speaker at Health-

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care Senate 2017, expounded on their solutions that are aiding this transformation. Taking the audience through their journey, he said that Sify planned to get into the healthcare segment two years ago and since then they have built distinct solutions for many healthcare systems, particularly for radiation oncology, in collaboration with Varian Medical Systems.

He went on to say that ineffective

IT deployment caused suffering to patients in two major causesa) disintegrated systems b) repeated breakdowns.

Due to this, there were discrepancies in the patient data and crashing of systems caused inconvenience to both patients and the providers. After analysing these challenges, Sify and Varian came to a common consensus that building a central consolidated

system would definitely put an end to patient suffering and they decided to devise a fully patient-centric environment through their solutions.

Singh, in his presentation informed the audience about the grave status of the current healthcare sector in India.

With less than 1.3 per cent of the GDP allotted to healthcare, it is among the lowest in both developed and developing countries, He also pointed out that

around 75 per cent of the population has no health insurance and the country has 0.9 beds per 1000 patients, which is alarming. He highlighted that these dimensions need to be urgently worked upon to raise the level of healthcare and adoption of global trends like big data, AI and robotics.

He threw light on the various trends that will better the healthcare sector which includes engaging patients, empowering care teams, optimising clinical and operational effectiveness, transforming the care continuum and initiating training. He elaborated how an end-to-end digitised patient flow will transform healthcare delivery and make it more patient-centric.

He further explained how Sify as a service provider is helping in ushering digital innovation and bringing it to the healthcare market. He pointed out that Sify is bringing technologies, cloud environment, internet of things and analytics and other global trends to the Indian market. He also threw

Less than 1.3 per cent of GDP is allotted to healthcare spending which is the lowest among both developed as well as developing countries

light on the various solutions which the company provides to bring about a digital transformation in the healthcare sector.

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FIGHTING THE ANTIBIOTIC APOCALYPSE A

ntimicrobial resistance (AMR) is not a country specific issue but a global concern. Yet, in a developing country like India, the burden of infectious diseases is high and healthcare spending is low, and AMR has huge adverse implications. Therefore, Healthcare Senate 2017 had a panel discussion on 'Fighting the antibiotic apocalypse' which witnessed experts discussing and deliberating on various measures to contain AMR and arrive at a comprehensive action plan to tackle it. The panel comprised Dr Selwyn Colaco, COO, Cytecare Cancer Hospitals; Dr Nandakumar Jairam, Chairman, CEO and GMD, Columbia Asia Hospitals; Dr Subramanian Swaminathan, Infection Control Expert, Global Hospitals and Sumit Marwah, CEO and Director, Dispoline India.

The session was moderated by Dr Clive Fernandes, Group Clinical Director, Wockhardt Hospitals & JCI Consultant, Joint Commission International.

Fernandes set the context for the discussion by highlighting the enromity of the issue. Quoting from the CDC report on Antibiotic Resistance Threats in the US, 2013, he revealed that more than two million people get infected every year and around 23,000 people lose their lives to AMR. The additional cost of treating AMR is $20-35 billion.

However, he also said that if something can be measured, it can be managed and asked each panelist to share their views on the subject.

The panel raised an alarm on the overuse of these antibiotics and highlighted that lack of governance and injudicious prescription leads to antibiotic resistance.

Initiating the panel, Dr Jairam gave a brief history about the antibiotics. He informed that though researchers and innovators had the knowledge that antibiotics could gain resistance, the ability to formulate newer, better and stronger antibiotics existed till 70s.

He apprised that lack of governance till the 60s is one of the factors which caused an uncontrolled rise of AMR. Many horrific surgical infections are a result of indiscriminate use of antibiotics and moving towards using single dose peri-operative antibiotics will work in favour of containing it.

The panelists also gave the call

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L-R Clive Fernandes, Sumit Marwah, Dr Selwyn Colaco,Dr Subramanian Swaminathan and Dr Nandakumar Jairam

to link current practices to proven, evidence-based practices. Dr Swaminathan asserted that the paradigm of switching antibiotics does not hold true as resistance to one drug will often induce multi-drug resistance to all classes. He also threw light on the measures that can help compliance such as managing administrative support and manpower. He also recommended PPPs to streamline process with help tackle AMR. He further mentioned that improving clinical experience and reducing costs will strengthen the processes.

As an administrator, Colaco suggested measures like creating a collaborative venture, confidence building among management and doctors, as

well as streamlining antimicrobial stewardship programme in hospitals followed by an audit process would help tackle the issue. he also stated that a holistic approach needs to be adopted to tackle this menace.

The panelists also pointed out that AMR is shooting up due to causes like poor practices in animal husbandry, lack of effective infection control systems, lack of standardisation of labs and patient unawareness. Marwah raised a question on the methods to educate the common public about AMR. Replying to this, Dr Jairam responded that awareness programmes in association with the media and wellplanned CSR initiatives will surely yield results. Dr Swaminathan added

KEY TAKEAWAYS ❖ Poor AMR in India is rising due to poor practices in animal husbandry, lack of effective infection control systems, lack of standardisation of labs and patient unawareness ❖ A multi-pronged approach including basic training of practitioners and increasing awareness of the common public, is a must to tackle the problem ❖ India needs to contain AMR on a priority basis with evidence-based, proven practices to improve its health index

that better standardisation of labs and adherance with guidelines will also be beneficial.

The panelists were unanimous in their view that we need a multi-disciplinary approach to vanquish this growing problem. All of them recommended increasing awareness, meaningful collaborations, learning from global experience etc. as measures to be implemented as part of a comprehensive blueprint to curb AMR. The audience also posed several pertinent queries to the panelists. A delegate enquired about the learnings from different countries like Australia and New Zealand, which have a record of curtailing AMR. The session also revealed that the Scandinavian countries have the best health indices as 40 per cent of the patients are treated with vaccinations and are provided with sound and timely health advices, instead of resorting to antibiotics. To promote better health index, the nation needs to contain AMR by curtailing the use of antibiotics.

The session was concluded on the note that the war against AMR needs to fought on multiple levels with a multipronged approach.

EVOLVING ROLE OFHOSPITALPHARMACIES H

ospital pharmacies are often one of the highest cost centres within a hospital set-up.

However, what is often overlooked is the fact that the hospital pharmacy division can significantly impact a hospital’s revenue cycle. If leveraged effectively, they can be integral components in optimising several hospital processes, improving data management and creating innovative patient programmes. A panel discussion at Healthcare Senate 2017 examined the evolving role of hospital pharmacies in major functions such as revenue generation, improving patient outcomes and enhancing supply-chain management.

Dr Suresh Saravdekar, Chairman Hospital Division, IPA, Maharashtra who has hands on experience with respect to procurement of hospital supplies and equipment, moderated the panel. The panelists in this session were Biplab Chatterjee, CEO, BPPI,

Department of Pharmaceuticals, Government of India; Prafulla Naigaonkar, Former Pharmacy in Charge, Tata Memorial Hospital; Dr Meena Shriniwas Shelgaonkar, Senior Research Consultant, CIIMS and Sojwal Vora, VP & Group Head – Supply Chain, Chief Procurement Officer, Manipal Hospitals.

Dr Saravdekar shared the journey of pharmacies in India, and pointed

out that with changing times, the role of pharmacies too have changed considerably. Hospital pharmacies are now being recognised as a potential revenue generator and a way to enhance patient care. Similarly, pharmacists are now being trained to be acknowledged as clinical pharmacists.

That being said, the journey is not without challenges. He expounded on the steps involved in setting up these

KEY TAKEAWAYS ❖ Hospital pharmacists can add value by analysing patient history, administering, investing in continious review and revising treatment to yield better outcomes ❖ Training courses should be initiated to guide pharmacists to become clinical pharmacists ❖ Devise an all inclusive programme to provide healthcare which involves adopting generic drugs and setting limits to innovator brands ❖ Hospital pharmacies should move from maximising margins to optimising them

L-R: Sojwal Vora, Dr Meena Shriniwas Shelgaonkar, Dr Suresh Saravdekar, Biplab Chatterjee, and Prafulla Naigaonkar

pharmacies which included selection, procurement, distribution of clinical work and patient care. Beginning the discussion, Saravdekar urged Naigaonkar to share his experiences and learnings in the initial stage of a hospital pharmacy. Naigaonkar highlighted that selection of a hospital pharmacy is a tedious task as healthcare providers have different preferences. To cater to the needs of healthcare providers, as well as patients, a committee needs to be set up which identifies their preferences, segregate into various categories and then make the most preferred ones available in the pharmacy.

Vora, an expert in procurement, elaborated on the second step in the process. He informed about the importance of devising an effective business strategy even before beginning the formulary process. He advocated that they also need to move from maximising margins to optimising it.

He also emphasised on the need for pharmacists to be more patient-centric.

Dr Shelgaonkar further explained how clinicial pharmacists can aid patients through guidance rather than solely being the provider of drugs.

Pharmacists, through analysing patient history, administering, investing in continous review and revising treatment accordingly would yield much better outcomes. Dr Saravdekar opined that to fulfill all these activities, pharmacists should be provided training and there is still a lack of skilling courses. Patient care can only be accomplished if pharmacists are trained to do so.

Chatterjee pointed out that one hand 60-65 per cent of India’s population cannot afford medicines. On the other hand, India is exporting quality medicines to 184 countries of the world and Indian generic medicines hold 40 per cent of the US market. He also spoke on the need to devise an all inclusive programme to provide healthcare for the nation which involves adopting generic drugs and setting limits to innovator brands.

Thus, the session on hospital pharmacies and their evolving role in healthcare saw an interesting excahange of knowledge and ideas.

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HEALTHCARE SENATE 2017 ■ DAY 2

HEALTHCARE SENATE 2017 09.30 am - 10.00 am: Keynote Address: Future of healthcare: Challenges and opportunities, Dr Nupur Kohli, Healthcare Advisor,TedXSpeaker,Researcher,Author,

SEPTEMBER 8, 2017

DEFINING THE FUTURE OFHEALTHCARE

Netherlands 10.00 am - 10.30 am: Digital banking solutions for hospitals: Ashish Kohli,Regional Business Planning Manager - India &South Asia; Murali Krishnan,Director,Transaction Banking; and Aditi Sardesai,Standard Chartered Bank 10.30 am - 10.45 am: ON THE CONTRARY....Rethinking solutions to prevent infections & tackle AMR: Sumit Marwah, CEO & Director, Dispoline Inprev 11.00 am - 11.40 am Panel Discussion: Ensuring cost efficiencies within capital intensive departments 12.00 pm - 12.40 pm Panel Discussion: People first

AWARDS NITE 06.00 pm - 06.10 pm Welcome Address: Viveka Roychowdhury,Editor,Express Healthcare & Express Pharma 06.10 pm - 06.30 pm Address by Guest of Honour: How hospitals hold the key to managing healthcare costs, Rajendra Pratap Gupta,Advisor,MoH&FW 06.30 pm-06.45 pm Special Address:Way forward for the healthcare system in India 06.45 pm - 07.00pm: Alok Kumar,Advisor, NITIAayog, GoI 07.00 pm - 07.15 pm BESTHOSPITALPHARMACIES CITATIONS 07. 15 pm - 07.35 pm Special Address: First adopter experience of cloud-based solution for oncology, Dr Krishna Komanduri,Adjunct Professor of Medical Physics, University of Pittsburgh & Director,CTSI

EXPRESS HEALTHCARE EXCELLENCE AWARDS 07:35 pm- 07.45 pm Jury Address: Bejon Misra, Chairman of Jury,Express Healthcare Excellence Awards 07.45 pm - 08:45 pm Presentation of awards

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Dr Kohli highlighted that worldwide the population in the age group of 65 and above is expected to reach nearly 1.5 billion by 2050

D

r Nupur Kohli,Healthcare Advisor,TedXSpeaker, Researcher, Author, Netherlands started off by saying, “Healthcare is not only about curing, but it also about caring and preventing.

This in my opinion, will become more and more important for the future of healthcare.”

In her session, she drew comparisons between nations, majorly Netherlands. She highlighted the current challenges in India’s healthcare delivery system and shared learnings from global experiences which can be incorporated in the current healthcare system.

As patients and consumers get more demanding healthcare service providers will need to keep pace with this demand, she pointed out.

Dr Kohli, also drew attention towards a growing number of aging population globally. She highlighted that worldwide the population in the age group of 65 and above was estimated to be 524 million in 2010 which is expected to reach nearly 1.5 billion by 2050. Most of the increase in the aging population will be in the developing countries. Laying emphasis on the rise in aging popula-

tion in India, she said that the country's aging population will triple in the next three decades. That will draw focus towards diseases such as infectious diseases, NCDs and chronic conditions such as hypertension, diabetes, heart disease, cancer, dementia and more. She also mentioned about a WHO which warns that a rise in the life expectancy will lead to decrease in the progress on disability. Dr Kohli further elaborated that the rising health burdens worldover is increasing pressure on healthcare workers. All this and more only indicates that healthcare will be changing faster and the only way for healthcare systems to survive is by adapting to this change. “Healthcare systems will need to have a multi-disciplinary approach towards providing care”, she maintained.

She then spoke of how Netherlands’ healthcare sector, which is known to be one of the well functioning healthcare system of the world, has been able to achieve its goal while ensuring best quality care to its people. The health system is based on private insurers, tight reg-

ulations for quality, provision for basic healthcare services and risk equalisation system. She further went on to share some interesting examples of how the healthcare sector in Netherlands- both private and government have ensured a systematic functioning of the health system. She spoke about how prescription medicines are only available with registered pharmacies. This ensures that patients get the right medicine at the right price. They also provide personalised and tailored care to suit the needs of all patients. All of this is done by way of health collaborations between the private and public sector. She also pointed out that their health system has a very good data integration process which is well- utilised and will be be very crucial to define the future of healthcare.

Dr Kohli finally, indicated that these examples can be lessons for countries like India, wherein both the private and public sector has a crucial role to play to shape the future of healthcare delivery. “Preventive and predictive medicine will certainly be the way to go in future”, she summed up.

ENSURING COSTEFFICIENCIES IN CAPITAL INTENSIVE DEPARTMENTS M

aintaining cost efficiencies within capital intensive department is a must for any hospital to achieve economies of scale. The panel discussion on 'Ensuring cost efficiencies within capital intensive units' brought to light strategies that facilitate hospitals to to make capital intensive departments such as radiology, OTs, ICUs, pathologies etc., highly productive while maintaining highest quality standards.

The panel comprised, Dr Bhavin Jankharia, Partner and Consultant at Picture (moderator), Dr Vidur Mahajan, Executive Director, Mahajan Imaging; Dr Biren Chauhan, Group Centre Head, Sunshine Global Hospitals and Dr Sandeep Chatrath, Regional CEO, Andhra Pradesh and Telengana, Apollo Hospitals.

Dr Jankharia fabricated this discussion into a highly interactive session, wherein both panelists and audience shared their experiences, challenges and solutions that can bring in economies of scaleto hospitals while doing ethical business and ensuring the best of healthcare services to their patients .

He began the discussion by talking about a Bob Dylan song, For the times, they are a changin.. and said that in times where the healthcare sector is changing with a major role of technology to drive diagnostics, it is important for the administrator, radiologists and other professional associated with clinical diagnostics be ready to adapt to this change. On that note, he presented a slide that highlighted tall points for the session that revolved around capex, deferring costs at purchase, Jugaad, commoditisation value, profitability, high capex and healthcare outcomes.

Dr Jankharia first asked Dr Mahajan to name few radiology equipment that consume the highest capex margins. Dr Mahajan replied, “MRI and PetCT are one of the highest capex consuming equipment. Apollo Delhi has an MRI worth Rs 35 crores. CT and X-rays are of a diverse nature. One can get a CT for less than a crore and you can get a CT for million and a half dollar. Then comes X-ray machine, mammography, ultrasound etc.”

Dr Bhavin Jankharia fabricated this discussion into a highly interactive session

L-R: Dr Biren Chauhan, Dr Sandeep Chatrath and Dr Vidur Mahajan

Dr Chatrath then spoke on the nonradiology equipment that is capital intensive. He said that oncology equipment is one of the highest capital intensive segment, especially when it comes to linear accelerator. He also informed that Apollo is installing its first Proton in Asia which is worth around Rs 750 crore beating the Tata Group as well.

Clinical laboratories within hospitals are another capital intensive segment, as it has high-end automated analysers which are again of very high cost. Dr Chatrath urged the audience to plan the

capex before making a purchase decision. He shared his perspective on capex planning and technology and equipment deployment at a hospital. He said planning of high capex items play a crucial role in capex management and maintaining economies of scale. It is also important to take decisions on high capex items at the right time.

Dr Jankharia then asked Dr Mahajan to talk about the highest capex consuming equipment that he fears to invest in. Dr Mahajan at once replied saying mammography. This led the panel to discuss

on the subject of being competitive in the market which costs hospitals to invest in extremely high-end state-of-the-art equipment that they may not be required.

“A state-of-the-art mammography may cost around Rs 1.5 to 2 crores and on an average the best centre in the country would not do more than 10-15 scans per day. So even if you charge an approximate price of Rs 4500 for a scan, there is no way that you will ever go break even on that investment,” maintained Dr Jankharia.

Dr Biren talked about the investment made on EP study machines and radio frequency (RF) ablators and how these capital intensive equipment impact their capex. “So, the bottom line is that healthcare providers invest in some unviable equipment thinking that this might add value to their business or it may perhaps provide a future payoff”, added Dr Jankharia.

This also led to the audience sharing their pain points in terms of investment in high-end equipment. Sameer Mehta, Director, Mehta’s Hospitals shared, “The bigger concern is the cost per unit procedure for a lot of equipment, be it an imaging equipment or a robotic cyber knife or the new da Vinci. This cost seems to be going up in the future and not coming down.”

Vijay Agarwal from Sakra Hospital pointed out saying, “The most worrisome part is when your purchased decisions on high-end equipment is based on the recommendations of your star consultant without understanding the output of the equipment. Moreover, it's saddening to know that these consultants use it for marketing purpose.” This point attracted a lot of applause from the congregation as it brought out an important aspect that hospital administrator usually ignores.

The discussion then led to the understanding of challenges in deferring costs at purchase. Adoption of digital technologies and how they impact the capex were also discussed. Dr Jankharia in this conversation cited the example of IBM Watson. He informed that AI is supposed to reduce cost and bring down the number

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of people involved in the process. However, in IBM's case, it requires more and more number of people to operate and learn. So that brings us to the realisation that currently, everything that is supposed to be helping us bring the cost down is actually not helping the healthcare sector in the way it has to be.

One of the delegates attending the conference suggested that planning on capex and equipment investment should be ideally done in sync with the procurement department, the finance department and clinicians, which is ignored most of the time.

Dr Mahajan then shared his thought on how hospitals can save money at the time of purchase. “Before we make a purchase decision, it is important to jot down when do we expect the ROI”. He said, “Try to atleast get a cash flow breakeven or build a deferral.”

Dr Biren added that earlier hospitals off setted the cost incurred in procuring high-end equipment by way of increasing price of service provided. However, these

KEY TAKEAWAYS ❖ Planning of high capex items plays a crucial role ❖ Capitalise on the annual maintenance contract and comprehensive maintenance contract ❖ Asset efficiency, operational efficiency from the financial structure, the surplus or the profit approximation and financial profit per operating cost are significant components to look for ❖ Planning on equipment investment should be done in sync with the procurement department, the finance department and the clinicians

days, hospitals even in a tier II and III cities have around 60 per cent of the revenue coming from credit business which is governed by the insurance companies.

Moreover, the government is constantly looking for reducing healthcare cost to patients. Therefore, raising price for healthcare services is not an option any more and the only way is to efficiently manage the costs.

He further cited the example of how Sunshine Hospitals achieved cost efficiencies while doing preventive mainte-

nance and calibration of equipment. Earlier, the function used to be outsourced.

Nevertheless, last year they opted for a government notified laboratory. The laboratory prepared a calibrator for us based on which we calibrated our equipment and the impact our maintenance cost was reduced by 70 per cent,” he informed.

Well, this strategy really brought economies of scale to Sunshine Hospitals in Gujarat. Moving forward, some more examples and strategies were shared.

Other topics discussed during the session were related to how hospitals can capitalise on the annual maintenance contract and comprehensive maintenance contract, how to manoeuvre the impact of GST, rising import duty etc., to bring in cost efficiencies, can leasing and rental make any difference to profitability in the long run and more.

Dr Chatrath further said, “We have to look at asset efficiency, operational efficiency from the financial structure, the surplus or the profit approximation and financial profit per operating cost. All these components are very crucial for capex planning and management. This will help us to achieve cost efficiencies.

Moreover, volumes makes the difference.

It helps to become profitable and sustainable in the long run.”

At the end, Dr Jankharia summed up the discussion by saying, “It is necessary to strategise the way forward to achieve cost efficiencies to eventually gain profitability. Moreover, it is important to also go ethical in our dealings.”

RETHINKING SOLUTIONS TO PREVENT INFECTIONS AND TACKLE AMR S

umit Marwah, CEO and Director, Dispoline Inprev gave a contrarian view on the subject of infection control and AMR. His urged the audience to rethink on their infection control and AMR strategies.

He started off by talking about the need to build a strong infrastructure for the ageing population of India. He then talked about the WHO report and recommendations on infection control and AMR. Marwah also put forward the Former British Prime Minister's report on AMR that discloses that by 2050 around 10 million lives will be at stake world over. According to the report, India will have around two million deaths due to AMR. The report also said that AMR will cost around $ 100 trillion GDP lose, globally.

He went on to inform that the earth could contain one trillion microbial species but humans know only about .0001 per cent of them. 99.999 per cent

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of microbes are yet to be discovered.

“This is dangerous and we do not know what is coming. I think we take this subject very lightly,” he said.

Another report that he presented

by Stanford University showed that 99 per cent of the microbes in our bodies are still a total mystery to science. For every human cell, there are 1.3 microbes and many are unknown to humans.

Marwah anticipated that in the coming years, youngsters learning medical science would have a subject on bacterial communication which is crucial even in today's context. He further went on to say, “I think microbes are currently playing with us, trying to adapt and develop resistance. We think we are above them and then one Ebola comes in, and the entire world is taken aback; wondering how do we control it.”

He then presented another report

that disclosed the amount of antibiotics in meat. Netherlands tops this list where around 200 mg per kg of antibiotics are found in their meat, followed by France, the UK, Czech Republican, Switzerland, Germany and more. Marwah urged the audience to enquire for the meat which is antibiotic free. “It is an individual start that is required to curb this menace,” he urged.

“Research from an institute in Mengaluru revealed that a lot of microbes are being carried by a doctor's coat”, he added while mentioning about the need to use sterilised products. He finally talked about the importance of how sterilisation can help reduce AMR and control infection spread. He summed up by recommending that hospitals should continue to motivate the house-keeping staff in order to reduce the spread of microbes.

DIGITALBANKING SOLUTIONS FOR HOSPITALS D

igital technologies are set to transform healthcare in ways that are never thought before.

One such area that will witness immense disruption, is the way hospitals will operate their banking transactions and payment processess. Along similar lines, Standard Chartered Bank's transaction banking team delivered an interesting presentation on how the healthcare sector can leverage technology to enhance its banking operations in order to become more efficient as well as improve patient check out experience. The Standard Chartered team further described how the bank has interacted closely with various players in the healthcare ecosystem like Third Party Administrators (TPA’s), insurance companies, hospitals, clinics and 3rd party technology firms in order to understand the concerns of the

healthcare industry and has then created a value proposition that can help the healthcare fraternity.

The presentation began with information on how India as a country is leveraging digital technologies to optimise better outcomes in various industries. The team elaborated, “India is getting digitised. Internet penetration in India has grown multifold and there are around 30 crore smart phone users in India with access to internet.”

The team also mentioned that the present government is leading the way in promoting digitisation across industries through policy, incentives and investments.. With regards to the Banking sector, they mentioned,. “100 crore Aadhar cards have been issued in India which are now been linked to bank accounts. The BHIM UPI App was

recently launched by the government that lets users make payments using Unified Payment Interface. This shows that the government is lending its full support in its digital India campaign”.

While focussing on the healthcare sector, the team emphasised the need for hospitals to go down the digital route to become truly future ready.

“Today, patients are seeking quicker, cheaper and safer ways to pay, hence it is critical for this sector to adapt and align itself with the technology to be able to fulfil customer/patient needs, ” they said.

The team informed that Standard Chartered Bank is seeking partnership opportunities within the healthcare sector and is interested in exploring areas wherein the bank can be an active partner in the this ecosystem.

Further, they explained the

technical aspects of opting for digital banking solutions. They interpreted how these banking solutions function and how these can add value to patient experience as well as strengthen operational efficiencies.

The team also expounded on the significance of UPI payment system for the healthcare sector. They informed that this system simplifies the patient payment process and has the ability to reduce patient wait times and also reduce human errors in payments processing.

Moving forward, the Standard Chartered Bank team presented their comprehensive banking offerings to hospitals including a reconciliation solution for payments made to hospitals

by TPA’s and insurance companies, UPI solutions and cash deposit machines to name a few.

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Hospitals hold the keyto managing healthcare costs

M

anaging hospital costs is key to managing healthcare costs, said Rajendra Pratap Gupta, Advisor, MoH&FW, in his Special Address at Express Healthcare Excellence Awards held at Healthcare Senate 2017. He based his presentation on five important aspects, namely; global scenario, economies of scale, learnings, emerging models and future of hospitals and healthcare services.

Gupta initially emphasised on the global scenario and what works for different economies. Referring to a comprehensive study, he disclosed details of spending on healthcare by various countries and their efficiency rate including the US, UK, France, etc.

He also highlighted the inefficiencies within these systems. Citing the example of NHS he said that more healthcare does not ensure better care.

He extrapolated data from several healthcare systems and drew the conclusion that there is no healthcare system in the world that works perfectly.

He went on to explain why healthcare is becoming more and more expensive and how hospitals can influence each other and set examples by bringing in cost efficiencies within the sector. Gupta provided data related to cost break-up within a hospital setting and urged the audience to carefully

analyse their hospital's operational cost to reduce overall costs. He said that managing operational cost is key to obtain operational efficiencies and to reduce healthcare costs at large.

Additionally, he went on to say, “Higher capacity utilisation leads to better productivity per resource, higher

bargaining power, thus lowering the cost of inputs, multi-disciplinary working efficiency and larger bouquet of services – all make large hospital chains a compelling value proposition for investors, payers and the patients.”

He said this in context of projecting the hospital sector to be the forerunner in India’s growth story. “Hospitals have a huge opportunity if they maintain economies of scale while improving efficiencies and maintaining the highest quality standards”, he stated.

Finally, he shared information which revealed that value-based care models is the way the go in healthcare.

Digitalisation of healthcare services can be another enabler to reduce healthcare costs and provider better, faster and evidence-based care. Accountability of these services will soon become the hallmark for care. At last, he anticipated that consolidation of the hospital sector in India will open many avenues. The industry will therefore need to brace themselves for this opportunity.

demographics, conditions, health challenges etc.,” he stated.

He also pointed out that the government should allocate health budgets for each state based on an incentive model.

This will encourage them to work towards better health outcomes, rather

than pouring funds into states that do not perform well. Kumar also informed that the NITI Aayog is soon going to bring out an outcomes reports that will measure incremental past performance for various states. We have also requested the health ministry for budget allocations on some national health schemes based on this report.

Highlighting the human resource paucity in healthcare, Kumar said that this is more of a regulatory problem in India and the government needs to focus on improving the quality of medical education. He also talked about the criminal records of MCI chiefs, nursing council chief etc. Kumar felt that medical education needs a complete overhaul in India. “India needs to move from input-based regulation to a output based regulation,” he insisted. Additionally, Kumar spoke about ensuring access to quality healthcare and ethical use of drugs.

Action plan for healthcare in India

A

lok Kumar, Advisor, NITI Aayog, GoI spoke on the action plan for India's healthcare sector. He began by highlighting some key challenges within India and the goals of the NITIAayog to build a better healthcare system for India.

He said that there is an urgent need to step up government spending on health by 333 per cent in the next three year to improve healthcare delivery within the country. He also said that there is a need to look at the institutional architecture of the health system, both at the state and the centre.

He also stated, “If we want to achieve this by the year 2030, the government will need to take a stewardship role rather than that of a provider”. He informed that there is a difference of opinion between the health ministry and the NITI Aayog on the kind of freedom to be given to state governments to formulate health policies within their

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respective states. “If you look at NSSO data it gives a clear indication that every state has a different health challenge. Therefore, the NITI Aayog is of the opinion that the state should be given more flexibility to formulate policies that would be favourable to their

PANEL DISCUSSION

People First

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s healthcare organisations begin to grow, intellectual capital – its people play a strategic role in shaping its future. The panel discussion on People First highlighted the need for healthcare organisations to invest in building a competent as well as cohesive workforce, build a leadership culture and engage in talent management in order to be future ready. The panel comprising of Dr Alexander Thomas, Chairman, AHPI (Moderator); Zoya Brar, CMD & Founder, Core Diagnostics; Dr Abhijit Sinha Roy, Medical Director, Westminster Healthcare; Col Binu Sharma, VP, Nursing Columbia Asia Hospital & President, INS India and Dinesh Bhasin, Vice President- HR & Learning Solutions, Berkeley HealthEDU discussed ways and means to enhance productivity, increase collaboration among various teams, retain critical corporate and clinical knowledge that will eventually increase profitability.

The moderator of the session Dr Thomas began by saying, “We will all agree that people are the most important investment for any organisation. You can have the best infrastructure, the latest technology and equipment but if your workforce is not competent than all would be in vein. Therefore it is critical for organisations to invest in building a strong workforce.” With this he set the tone for the discussion. He spoke about the important aspects that the panel would based their discussion on- integrity, consistence, good communication, build courage and confidence as well as competency.The panel discussed the common challenges their healthcare organisations face. They also shared examples of best practices and innovation that they have come up with and how they went on to bring achievable and measurable results to their efforts.

Dr Roy, spoke about the challenge of talent acquisition and retention in healthcare. “To get the right people for your organisation it is important to have the right branding. Also, it is important to create the wow factor for your organisation. If we do not have something that will attract the best talent, it will be very difficult to build a competent and talented workforce for your organisation”, he said.

He also raised concerns on the need to check credentials of every healthcare

L- R: Dr Alexander Thomas, Zoya Brar, Dr Abhijit Sinha Roy, Col Binu Sharma and Dinesh Bhasin

professional. He went on to say that a background check is a must, especially while hiring senior doctors.

Col Sharma pondered further on this aspect of talent acquisition and retention.

She went on to inform that currently in India we have a large population, we have thousands of institutes for doctors, nurses, lab trainings etc., however, people are not job ready when they complete their education. “The percentage of employability on an average remains at less than 20 per cent. So that mean around 80 per cent of the freshers from healthcare education institutes when they get hired they are just not ready for the job, this makes the talent acquisition and retention a tall task. Also, when the percentage of skill manpower is so small, every hospital and healthcare organisation fights to acquire this talent. Organisations usually engage in poaching but sometimes this complicates the job market.”

Further, Col Sharma also pointed out the issue of talent exodus. Adding to this, Dr Thomas, shared an example of his mission hospital in Bangalore. He informed that despite the immense talent

poaching done by four corporate hospitals in the vicinity, their mission hospital had an extremely less attrition rate. He said that the reason behind this was the management ensured a conducive work environment for employees which made them feel involved and wanted.

Bhasin brought to the table an outside industry perspective. He explained how the automotive, power, infrastructure, telecom industries engage in talent management and upliftment. He pointed out that Microsoft invests around $180 millions to upscale its workforce. He then questioned the audience on the amount of investment that their respective healthcare organisations make to upscale the skill set of their employees so that they can move ahead with the vision of the company.

Further, he went on to say that healthcare organisations should not just focus on functional training but also on business training. “Hospitals in India are exploring opportunities in medical tourism, however, how many of the medical practitioners are capable of handling medical tourism patients in terms of their rule, regulations etc. Similarly,

KEY TAKEAWAYS ❖ Healthcare organisations need to invest more in upgrading their employees' skillset ❖ Build a culture based on trust, transparency and training ❖ Appropriate induction of people into the system is a must ❖ Credibility is a extremely critical while hiring talent ❖ Creating a learning culture within the organisation is critical

hospitals are also vying to explore opportunities in geriatric care and home health segment, but how many healthcare professional are capable of handling these patients and are skilled enough to provide such services?”, he questioned.

Bhasin also pointed out that a learning culture within the organisation is critical for the growth of any organisation.

It calls for a strong leadership that will influence a learning culture. Moreover, he disclosed that invariable within the industry, the weakest link is the appropriate induction of people into the system. “All of people from outside the healthcare domain are joining healthcare organisations. Are they really well inducted into the system?”, he asked.

“This is a challenges that alot of healthcare organisation face and is usually ignored”, he added.

Moving on, Brar brought in a completely new perspective. She spoke about her organisation which is outcome oriented and yet serves an cohesive environment. She spoke of how they thrive in a culture that is built on three important ingredients - trust, transparency and training.

While focussing on the hiring aspect, Brar informed that in an interview they do not ask many questions to the candidate. Infact they ask the candidate to ask the interviewer questions. By doing so, they believe that the questions asked by the candidate explains a lot about the person. Moreover, her organisation follows an open working environmentwhere people do not have personal cabins or offices and people address each other on their first name basis. That creates a feeling of equality to a certain extends. Plus, they also conduct a change leaders programme for their employee, wherein they induct ten employees every month. This induction involves casual chats on tier experiences, problems, ideas etc. This facilitates them to instill the values of transparency among employees, she informed.

This discussion lead to alot of questions from the audience. Questions about appropriate salaries, how much investment should be made in training people, how do organisations ensure that they maintain transparency, how can hospitals build leadership programmes for their employees and more.

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HEALTHCARE SENATE 2017

First adopter experience of cloud-based solution for oncology

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r Krishna Komanduri, Adjunct Professor of Medical Physics, University of Pittsburgh & Director, CTSI, addressed the audience and shared his experience of adopting a cloud-based solution for oncology. He explained how they have hosted a software on the cloud and gave a user perspective on its benefits in improving patient care and cost savings. He also spoke on the role of technology and innovation for quality cancer care. Speaking on the role of technology providers in healthcare he also cited examples of how meaningful partnerships with them can have significant benefits in terms of outcomes for hospital providers.

He said, “Varian Medical Systems is one of major providers of radiation therapy equipment. We tested the solution extensively and signed the deal with Varian and Sify, so that 11 of our hospi-

tals that we are going to bring in this country will have a single data base for all medical records.”

Explaining the importance and need of cloud-based solutions in radiation therapy, he said that currently about 50 to 60 per cent of cancer patients are treated with radiation. Therefore, there is a need to move large volumes of data frequently for daily treatment constantly without delays. Dr Komanduri explained that this was a major rationale for adopting cloud-based solutions, as with their aid, large amount of data can be sent to the machines for the radiation therapy.

Then, he spoke on the key differentiators offered by Varian's new radiation oncology solution - ARIA, Oncology Information System, EMR, Patient Portal, Tumor Board etc on SaaS model. The solution helps the hospital to focus more on patients and less on IT. Varian's so-

lution will have multiple versions of ARIA ready on private cloud for required upgrades by customers along with quick readiness of infrastructure.

Availability of patient data and images across different hospitals for better treatment of patients. Radiation planning sessions for all patients can be done by an expert remotely. It has a centralised data bank for knowledge-guided oncology and creates a platform for a virtual tumour board.

He also pointed out that the government too is adopting technology in a big way to revolutionise cancer care. It has come-up with a scheme in association with Tata Memorial hospital to link all the cancer centres. This, in turn, will help the centers to have a well-functioning, comprehensive database, to connect and consult with other centers and will be able to get comprehensive cancer registry.

POWER DISCUSSION

Awareness and practice of pharmacovigilance

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n the sidelines of Healthcare Senate 2017, Glenmark, a research–based global pharmaceutical company, hosted a power breakfast discussion focussing on 'Awareness on Pharmacovigilance'.

The session was moderated by Dr Suresh Saravdekar, Director, The Rural Health & Education Centre. Around 1520 hospital pharmacy heads of hospitals from across India assembled for the discussion.

According to World Health Organisation (WHO), Pharmacovigilance (PV) is defined as the science and activities relating to the detection, assessment, understanding and prevention of adverse effects or any other drug-related problem. The aim of pharmacovigilance is to enhance patient care and patient safety in relation to the use of medicines; and to support public health programmes by providing reliable, balanced information for the effective assessment of the risk-benefit profile of medicines.

Initiating the hour-long panel discussion and giving the opening re-

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15-20 hospital pharmacy heads of hospitals from across India assembled for the discussion

marks, Dr Saravdekar informed that the discussion was to explore the knowledge, perceptions, practices and role of hospital pharmacists towards

the practices of Pharmacovigilance.

“Quality is a concept which is ever evolving and the monitoring of medicines’ and measuring their safety and

efficacy norms is important for the healthcare sector. Pharmacovigilance is essential in order to avoid abuse and over use of a drug. Along with this, post

marketing surveillance is also important,” Dr Saravdekar informed.

Highlighting various incidents of Adverse Drug Reactions (ADRs) in hospital reported, Dr Sarvadekar added that understanding of pharmacovigilance is necessary and it needs high level of expertise to rapidly detect drug risks as well as to defend the product against an inappropriate removal.

Taking the discussion further, Akshay Mahapatra, Vice President -Sales and Marketing, Glenmark said, “Pharmcovigilance is crucial part of a clinical research. Measuring the safety aspects of each medicine is very important. Right from the development and formulation stage to pre-marketing, which includes drug design, clinical trials, and post-marketing surveillance; the safety aspect and detection, assessment, understanding and prevention of ADRs is of prime importance. Glenmark has a global PV system in place and we have put in strict quality control measures, as for us patient safety is of prime importance.”

The floor was then open to the pharmacy heads to share their outlooks on this subject.

In addition, the delegates deliberated on challenges faced by private hospitals to filter unscrupulous manufacturers and to provide quality medicines. Participating in the discussion, the delegates from the private healthcare listed out few areas that should be looked upon are monitoring drug utilisation pattern, control on illicit sale of medicines over the counter, awareness-on random use of drugs. The delegates participating also discussed about building the importance of pharmcovigilance in private hospital set up, the challenges they encountered, strategies to make the hospitals staffs aware of PV. In his concluding remarks, Dr Sarvadekar informed that regular discussion and awareness on pharmacovigilance and their impact on clinical practice is necessary.

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HEALTHCARE SENATE 2017 ■ DAY 3

SEPTEMBER 9, 2017

PANEL DISCUSSION

Overcoming obstacles in business expansion

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s healthcare organisations embark their growth paths, they are likely to come across various opportunities and challenges that will demand different solutions. What worked a year ago might now be not the best approach today.

Recognising and overcoming the common pitfalls associated with business expansion is essential in order to stay ahead. The panel discussion on overcoming obstacles in business expansion brought to light ways and means to maneuver healthcare organisations towards success despite roadblocks. The panel included Viren Shetty, Senior VP- Strategy and Planning, NH Hospitals; Dr Gaurav Thukral, EVP and COO; Health Care at Home, Sanjay Prasad, President & CEO, Mission of Mercy Hospital & Research Centre; Anant Kittur, Director of Projects, HCG Global; Dr Om Manchanda, CEO; Dr Lal PathLabs and Dr Harish Pillai, CEO, & Cluster Head – Kerala, Aster Medcity.

As moderator of the session, Shetty steered the discussion which focussed on four important aspects of expansion - financing strategies, dealing with government regulations, manpower management and perception management. The panel also addressed issues such as recruitment and retention of talent and opening up channels of communication to become a more transparent sector.

Wrong perceptions can become a fundamental barrier for business expansion, Shetty therefore asked Kittur to share his views on how hospitals can create a right perception. Kittur started off by talking about challenging economics in which the private healthcare sections functions in India. “Price has always been the topic of discussion when it comes to private healthcare but quality is seldom discussed. Cost comes with quality. What all of us have to do to is put our heads together to figure out how at a particular cost can we ensure quality and make the system more accountable.”

Citing an example, he pointed out how HCG has created a platform for their network hospitals to come together for a clinical audit followed by a conference where people present case studies and research papers. On similar lines, he urged the audience, the private

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L-R: Viren Shetty, Anant Kittur, Dr Om Manchanda, Dr Harish Pillai, Sanjay Prasad and Dr Gaurav Thukral

sector and government to come together to build a similar platform for clinical audit.

Dr Pillai chipped in, “One of the concerns in the quality of debate is that nobody talks about the cost of care, whether is private or public. If I were a nextgen politician, I would ask all government hospitals to do a costing and also provide invoices to patients on that mention the services they have availed from the hospital and the subsidy they have received. For instance, if their lab services cost `50,000 along with a subsidy of `50,000 from the tax payers, then that makes the cost zero.

In that case, my patient will feel happy about the fact that the government is offering them a subsidy of ` 50,000 and the next time they visit a private hospital they go with a knowledge that the hospital is not ripping them off. So, this is the real point of the debate, healthcare financing, which is often not talked about”.

The other challenge for expansion is raising finance. Dr Manchanda shared his strategy to effectively raise funds for

growth, expansion and liquidity. He spoke about the pros and cons of raising private equity and also suggested that before analysing the PE option, it is better to analyse debt options. “Equity is very expensive so you must think twice before you give it to someone. Secondly, always evaulate debt options better, and if you think that the risk-return ratio is more in PE or VC then you must go in for these options,” he recommended.

“Raising money for growth is always good, because sometimes a lot of good assets fail due to lack of financing,” he added. Additionally, he also shared the pros and cons of listing your company.

Amidst all the glory of being a public listed company, there are some compliance issues that at times become difficult to address.

Shetty then guided the discussion towards understanding the impact of policies on business expansion. He said, “A good healthcare policy can grow a sector.

It can create a thriving environment where competitive factors can help keep healthcare costs down. On the other

KEY TAKEAWAYS ❖ ❖ ❖ ❖

Cost v/s quality, an retrospection that the industry needs to do Create a Clinical audit forum for private and government Evaluate the pro and con of PE, VC and debt before fund raising Leadership, mentorship, managing relationships is extremely critical and key to success ❖ Ensure that your workforce gets a career path

hand, a bad healthcare policy tries to fix things in place. It tries to impose rules on what can be done and what cannot be done. It tries to fix things such as wages, salaries, prices, implants and so on.” He then spoke about a study conducted in Seattle, US on the impact of minimum wage policy. He informed that the govenment thought that they had done a good job by fixing a minmum wage policy, however, it wasn't the case.

Companies had reduced the number of manpower causing an adverse affect on the initiative. Likewise, he drew attention toward the recent minimum wage hike policy that the Kerala government has introduced and asked Dr Pillai to talk about the impact of this on the healthcare sector in his state.

Dr Pillai explained the minimum wage policy of the state and then spoke about how this issue is coupled with the nursing association’s strike that the state had witnessed. He also spoke on how cost inflation will impact the healthcare sector. He went on to say that earlier Kerala would offer a price which was much lesser than Tamil Nadu, however this will not be possible in future. Talking about the prerequisites for success in business expansion, Dr Prasad mentioned leadership, mentorship and managing relationships as crucial factors.

Dr Prasad went on to explain how the government and the private sector are working together to create a Continued on Page 34

Revenue cycle transformation – Amust for healthcare organisations

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reating a blueprint to build a future-ready healthcare sector, the theme of Healthcare Senate 2017, cannot be achieved without aspects of cost and revenue. The private hospitals have a tall task of ensuring equitable access to quality healthcare at affordable costs. This, in turn, necessitates a turnaround of the revenue cycles and streams by eliminating flaws, plugging loopholes and deploying efficient systems aided by technology. Therefore, the second panel discussion on the third day of the event centered around the topic, 'Revenue cycle transformation – A must for healthcare organisations'.

The eminent panel for this session comprised Joy Chakraborty, COO, Hinduja Hospital; Latesh Sen, GM, Costing and Business Analysis with Radiant Life Care; Johar Sabuwala, CFO, HN Reliance Hospital; Anurag Yadav, Group CFO, Gleneagles Global Hospital, and Krishnakumar Dharmaraj, MD & Head, Commercial Clients Sales, South Asia, Standard Chartered Bank.

Moderated by Anurag Yadav, Group CFO, Gleneagles Global Hospital, the experts discussed on improving crucial functions and operations like increasing net revenue, accelerating cash flow, and reducing costs by addressing people, process, and technology components throughout the revenue cycle. He informed the audience and the panelists that the discussion will revolve around the revenue considerations from the phase when the hospital begins operations. The pertinent questions and valid points raised by him helped gain valuable insights from the panelists and raised the level of the discussion.

Chakraborty pointed out that in order to improve revenue cycles, the first step would be putting better protocols in place as far as operations are concerned.

He recommended implementation of more standardised systems across the private healthcare sector with similar pricing structure for similar services and healthcare procedures across hospitals. He also advocated the need to be more transparent in terms of operations and data sharing between hospitals to disseminate learnings. He also highlighted that as regulations becoming more stringent and patients become more informed, these measures would prove to be very important to create trust and credibility for a hospital and

L-R: Anurag Yadav, Johar Sabuwala, Joy Chakraborty, Krishnakumar Dharmaraj and Latesh Sen

ensure a steady stream of revenue.

Sen, who represented Radiant Lifecare, an organisation which has received an award for enabling hospitals manage their costs efficiently, shared a lot of invaluable insights on how to achieve financial sustainability without compromising on quality. She highlighted that the government recommends cost audits of hospitals but as a sector we haven't learned to tackle this activity well. She urged the healthcare leaders to proactively engage in proper documentation of their activities to gain clarity on cost drivers and manage them in a more effective manner. She also suggested the adoption of measures such as an itemized bill for patients, so that they clearly know the cost of their treatment to the hospital. This would also help in negating the accusation of profiteering

that is often leveled at private healthcare providers and safeguard the faith of patients.

Sabuwala spoke on the three 'Ms' which are important cost drivers in hospitals _ manpower cost, machine cost, and material costs. He also elaborated on the importance of tabulating these costs properly and push for improved efficiency in acquiring and managing each of these factors to efficaciously manage the hospitals' revenue cycle. He spoke on the need to tighten and modify some of the current mechanisms in the hospitals such as billing and insurance. He pointed out that if the time on these claims are reduced then probably time and thereby cost can be reduced. He gave the call for well-defined and simplified processes with the help of partnerships with or-

KEY TAKEAWAYS ❖ Documentation and audits of hospital will bring down wastage of resources and thereby help reduce costs. ❖ It is important to control important cost drivers in hospitals _ manpower cost, machine cost, and material costs to manage the revenue cycle ❖ Fintech could be key to effective revenue cycle management

ganisations like Standard Chartered bank and IT players to gain savings and streamline the revenue cycle.

Krishnakumar gave a very fresh perspective and approached the topic from the position of a partner who can bring in significant benefits to the healthcare business. He explained how his organisation has studied the sector for a considerable time and found a lot of scope to add value to an important sector which plays a pivotal role in the country's progress. The study also identified pain points and are working on ways to mitigate them. He said that financial institutions, with the help of digital platforms, can help hospitals enable faster realisation of cash, reduce the cost of collection, and ensure better application of funds through faster reconciliation, thereby the flow and utilisation of revenue.

All the panelists urged hospitals to be completely informed about changing regulations and ensuring compliance to avoid legal hassles, take proactive measures to negate factors which adversely affect the efficiency of operations, ensure transparency in operations and regularly measuring performance outcomes to evolve into a future-ready healthcare organisation.

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AWARDS

Healthcare Senate 2017 celebrates excellence and leadership in healthcare Honours visionaries, game changers and champions with Best Hospital Pharmacy Citations and Express Healthcare Excellence Awards

T

he Awards Nite was one of the major highlights at Healthcare Senate 2017 – the national private healthcare business summit. Held on the second day of the event, the awards were an endeavour to recognise best practices and innovation in healthcare delivery through Best Hospital Pharmacy Citations and Express Healthcare Excellence Awards. The Welcome Address by Viveka Roychowdhury, Editor, Express Healthcare set the stage for the evening. She spoke on the vision of the awards and explained the methodology adopted to select the winners. She also thanked the jury members and the partners for their contributions in helping choose the most deserving winners.

The Guest of Honour, Rajendra Pratap Gupta, Advisor, MoH&FW, took the stage to deliver his address wherein he urged the private healthcare sector to devise ways and control costs without compromising quality. He opined that functional, asset-light and no frills hospitals are the need of the hour in Indian healthcare.

Alok Kumar, Advisor, NITI Aayog, in his Special Address, spoke on the government’s endeavours to make healthcare more accessible and affordable to the masses. He also shared his views on the way forward for the healthcare system in India and listed down investment in healthcare, building public health cadre, need for data-driven and decentralised approach, stewardship by government as priorities for the sector.

The audience was very appreciating

EXPRESS HEALTHCARE EXCELLENCE AWARDS ◗ Category: Innovative Marketing Practices (Multispecialty Hospital) Winner: Aster Medcity ◗ Category: Innovative Marketing Practices (Single Specialty Hospital) Winner: Healthcare Global Enterprises Ltd ◗ Category: Inspirational Workplace (Multispecialty) Winner: Apollo Health Enterprises Ltd ◗ Category: Corporate Social Responsibility (Multispecialty) Winner: Mission of Mercy Hospital & Research Centre ◗ Category: Patient Care (Multispecialty) Winner: Apollo Health Enterprises Ltd – Project WOW ◗ Category: Health Tourism (Multispecialty) Winner: Narayana Health ◗ Category: Special Jury Award for Corporate Social Responsibility Winner: Kasturba Hospital ◗ Category: Special Jury Award for Inspirational Workplace (Multispecialty) Winner: Six Sigma Star Healthcare (P) Ltd

BEST HOSPITAL PHARMACY CITATIONS ◗ ◗ ◗ ◗ ◗ ◗ ◗

HCG Ltd (Single Specialty Hospitals) Hiranandani Hospital, Mumbai (Standalone Multispecialty Hospitals) Holy Spirit Hospital, Mumbai (Standalone Multispecialty Hospitals) Jupiter Hospital, Mumbai (Standalone Multispecialty Hospitals) Apollo Hospitals Ltd (Corporate Chain Multispecialty Hospitals) Global Hospitals, Mumbai (Corporate Chain Multispecialty Hospitals) Sagar Hospitals (Corporate Chain Multispecialty Hospitals)

of these insightful sessions and were happy to see the government’s interest in plugging gaps in the country’s healthcare system. Next, Best Hospital Pharmacy Citations were given away to pharmacies of seven hospitals. The recognitions acknowledged the role and significance of hospital pharmacies within the healthcare system. They also provided encouragement to hospital pharmacies to take their rightful place in the health ecosystem by implementing best practices and through constant innovation. Glenmark was the presenting partner for Best Hospital Pharmacy Citations.

Subsequently, Dr Krishna Komanduri, Adjunct Professor of Medical Physics, University of Pittsburgh & Director, CTSI addressed the audience and shared his experience of adopting a cloud-based solution for oncology. An eminent healthcare expert, he is a strong proponent of technology adoption to improve healthcare delivery. Express Healthcare Excellence Awards ceremony followed his session. Bejon Misra, Chairman of the Jury took the stage to explain and inform the audience about the need for such endeavours to recognise the game changers and innovators in the healthcare. He also advised that the healthcare industry should have patients’ wellbeing at the core of all their initiatives and activities. Eight awards were given away to healthcare organisations who were doing a fabulous job across five key areas and were paving the way for a progressive transformation in the sector.

Overcoming obstacles...

Continued from Page 32 condusive environment within the state of West Bengal. “We are trying to find a meeting ground where the crisis situation can be turned into an opportunity. I think as a country as well, we need to define and bring forward our own solutions to create better business

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environment,” he added.

Getting the right manpower is another challenge for expansion. Dr Thukral addressed this issue. He elaborated on how he learnt from Ola's strategy to build partners who would solve their problem of hiring drivers. He said that his orgnisation used this strategy to get appropriate workforce to join

their organisation. Moreover, his organisation ensures that each healthcare worker gets a career path. “In our organisation we have ensured that our nursing staff get the opportunity to do premuim jobs. We have also tied-up with healthcare at home services abroad and we send our nursing staff there for training and work etc., so that

get also are explored to opportunities to work abroad”, he informed.

This session concluded with all the panelists unanimously agreeing that right perception, right funding, favourable policies and right strategies to build a future ready workforce are key for the healthcare business to grow and expand.

HITS 2017

Digitalisation can take lead in improving clinical outcomes

T

he second edition of the Hospital Information Technology Senate (HITS) in Hyderabad saw the presence of 100+ Hospital IT professionals. HITS was organised along with the Healthcare Senate 2017, which delved into discussing various aspect of digital technologies to leverage opportunities, address challenges and foster innovation in healthcare. HITS, this year emerged as a democratic platform, wherein many panel discussions and workshops gave an opportunity for the audience to raise issues of critical importance. Industry associations like CHIME, HIMSS and Hospital Tech Association were partners at this forum.

The conference kicked off with the keynote address from Arvind Sivaramakrishnan, CIO, Apollo Hospitals. He introduced the organisation CHIME. “The objective is to bring together the best minds in the hospital information technology space. There are healthcare professionals in the Industry who are not operating for the love of it but just happen to be doing their current jobs due to various reasons. So, it’s important that the professionals who love their jobs and have the passion for it and are talented come together. CHIME is a platform for them”.

“Healthcare has to be accessible at a reasonable cost. Digital makes it possible. There are various online courses also, which are now becoming available, for healthcare professionals in every stream of the different kind of treatments like Ayurveda, Yunani, homeopathy etc.”, he added.

“The concept of connected healthcare and health are empowering patients to access services in a simplified form, whenever they want and at an affordable cost using digital technologies.

Using data analytics, public health records (PHR) can be created to derive knowledge, which can then result in efficient diagnosis and treatment. Digital also allows efficient working of the internal processes in the hospital. The work processes can be better streamlined using IT and associated digital technologies”, he further said.

HITS had three insightful panel discussions including one unconference session. The first panel was on: ‘The roadmap to digisation: Step by step best

[L-R] Annie Mathew, President and Board Member, HIMSS Asia Pacific India Chapter; Arvind Sivaramakrishnan, CIO, Apollo Hospitals; Niranjan Ramakrishnan, CIO, Sir Ganga Ram Hospital; Ishaq Quadri, Group CIO, KIMS Hospitals

practices on the path to digitisation’.

Panelists for this session were Girish Kulkarni - Chairperson, CHIME India; Veneeth Purushothaman, CIO, Fortis Hospitals; K V Kumar, CIO, Narayana Hospitals, Board Member CHIME India; Inder Davalur - Group CIO, KIMS Hospitals, Hyderabad; Annie Mathew, President, HIMSS APAC India Chapter). Panelists in this session spoke on the importance of defining transformation and its routine, role of digital in delivering affordable healthcare, how providers need to adjust to the regulatory regime change, IT guiding principles and the significance of RoI from IT from a returns standpoint.

The second panel was in the form of an Unconference. The members from the hospital Tech association discussed the challenges and suggestions put forth by the audience. Niranjan K Ramakrishnan, CIO, Sir Ganga Ram Hospital; Ishaq Quadri, Group CIO, KIMS Hospital and Girish V Koppar, CIO, Lilavati Hospital & Research Center moderated the discussion.

During this event, the Hospital Tech association launched their app which is a knowledge base for hospital IT related topics. The HIMSS association also conducted a workshop on ‘EMRAM as an EMR adoption model’. HIMSS as an organisation, acts as a missing link be-

KEY TAKEAWAYS ❖ There are inconsistencies in the issues discussed at Industry forums and on the ground situation- In a recent survey done by Hospital tech association, 85% respondents said, IT adoption is a key problem in hospitals ❖ In a recent survey done by Hospital tech association, 85% respondents said, IT adoption is a key problem in hospitals ❖ Group purchase of software solutions ❖ Standards for selecting the best HIS solution ❖ RoI from IT is important not only from a returns standpoint but also how does it enables compliance, simplifying backend processes, ensuring clinical outcomes

tween the healthcare and IT. It’s a global not for profit association. It focusses on healthcare related education due to the Industry lacking in skilled resources.

EMRAM is an EMR adoption model that prescribes the benchmarks of various hospital related processes. It helps the hospitals to gauge where do they stand in terms of the various processes compared to their peers. EMRAM certification requires the hospitals to pass 8 different levels.Some of the other topics discussed at HITS are as follows: ◗ROI from digital healthcare, K V Kumar, CIO, Narayana Hospitals, Board Member, CHiME India ◗ Digitisation of Manual MRD Records: Ravishankar Sankeshwar, CIO, KLE Hospital ◗ Using machine learning to improve eyecare: K Annapurna Devi, Head-IT, LV Prasad Eye Institute ◗ Digital Healthcare & Medical Records: Dr P V Battalwar, Additional Medical Superintendent, Lilavati Hospital & Research Center The CXOs also participated in the power discussion hosted by Sify. Subsequently, various angles were shared by the panelists and Sify on how the cloud technology can solve the painpoints.

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HEALTHCARE SENATE 2017

BESTHOSPITALPHARMACYCITATIONS

HCG Ltd (Single Specialty Hospitals)

Hiranandani Hospital, Mumbai (Standalone Multi-specialty Hospitals)

Holy Spirit Hospital, Mumbai (Standalone Multi-specialty Hospitals)

Apollo Hospitals Ltd (Corporate Chain Multi-specialty Hospitals)

Global Hospitals, Mumbai (Corporate Chain Multi-specialty Hospitals)

Sagar Hospitals (Corporate Chain Multi-specialty Hospitals)

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EXPRESS HEALTHCARE EXCELLENCE AWARDS

Winner: Mission of Mercy Hospital & Research Centre

Winner: Apollo Health Enterprises Ltd

Winner: Apollo Health Enterprises Ltd

Winner: Narayana Health

Winner: Healthcare Global Enterprises Ltd

Winner: Kasturba Hospital

Winner: Aster Medcity

Winner: Six Sigma Star Healthcare (P) Ltd

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October 2017

STRATEGY

The role of a good administrator Dr Anurag Saxena, Fellow Programme in Management, IIM-Ahmedabad Assistant Professor, Indian Institute of Public Health Gandhinagar, gives an insight on what roles hospitals and its administrators are supposed to play

T

he recent unfortunate incidence at Baba Raghav Das Medical College in Gorakhpur, Uttar Pradesh highlight multiple aspects that are plaguing the hospital and public health management in India. Amongst the multi-dimensional problems highlighted by the incidence, it gets bit obscure to notice why a principle of such a large and over-crowded hospital should be acting as its administrator and have signing authority for a multitude of administrative document. Making the senior most practicing doctor of a hospital its administrator is a common practice across private and public hospitals in India. However, in light of the recent incidence, there is a need to understand the role of hospital administrator and the unique value that a professionally trained hospital administrator can add to the working of a hospital. There is also a need to ask questions related to the pitfalls of asking the senior practicing doctors to take on the additional role of managing a hospital. There are no easy answers to these issues, however, these issues need to be looked at in the context of what roles hospitals and its administrators are supposed to play.

Hospitals are a very important component of the healthcare system. They account for more than 60 – 70 per cent of the expenditure incurred in a healthcare system and are viewed by public as one of the most important manifestation of strength of a healthcare system. In general, for hospitals, it can be argued that doctors make key decisions about patient care, availability of capital determine the equipment that hospital has for providing care, and there is not much value that good management practices in hospital can offer. However, a study published in 2011 by McK-

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insey & Company, London School of Economics, Harvard University, and Stanford University covering 1,200 hospitals across multiple countries found that better managed hospitals in France had shorter case-mix adjusted length of stay. In the US, higher score in hospital management practices correlated with the likelihood of patient recommending the hospital to others, and in UK, better managed hospitals had better financial performance. Similar other research- based evidence also suggest that better managed hospitals generally have superior clinical outcomes, higher degree of patient satisfaction, higher likelihood of patients recommending the hospital to others, and better financial performance.

Administrator-The key person In a hospital, hospital administrator is the key person who is responsible for its day-to-day working. The administrator ensures that all the departments in a hospital are working in coordination with each other, systems and processes adhere to the envisaged quality of healthcare service provision, appropriate policies to recruit and train workforce are in place, plan budget and set rates for services, develop and implement a blueprint for advancing research and community outreach activities. The administrator is also expected to undertake strategic planning for the hospital, analyse and improve systems and processes for efficient and effective delivery of services, review financial reports, and establish policies to ensure that all departments are following the best management practices. Hence, the presence of an appropriately trained administrator can help a hospital in achieving superior clinical

outcomes, higher degree of patient satisfaction, higher likelihood of patients recommending the hospital to others, and better financial performance.

In India, there is still a high prevalence of communicable diseases, and indicators of maternal and child health are still poor. As per the estimates, India accounts for approximately 25 per cent of total maternal deaths in the world, and for more than 20 per cent of child deaths across the globe. Rapid increase in prevalence of noncommunicable diseases such as cardiovascular diseases, diabetes, cancer, and other lifestyle diseases are further making the situation much more complex. In such a situation, there is a need for hospital administrators who are sensitive to the broader issues of public health and at the same time are capable of steering hospitals towards organisational excellence.

For fulfilling this role, hospital administrators are required to have skills to manage hospital activities, monitor quality of care, assess healthcare needs of the targeted population segment, gear-up hospital to meet those needs, educate target population about hospital’s offerings, and overall coordinate resources to fulfill hospital’s objective in an effective and efficient way.

Moreover, there is a significant under-investment in the production of professionally trained hospital administrators.

In western India comprising states of Gujarat, Madhya Pradesh, Maharashtra, and Rajasthan there are only three to four notable institutes that are offering a full-time course on hospital administration and management. There are no reasons to believe that similar situation will not there in region consisting of Uttar Pradesh, Bihar, Jharkhand, Chhattisgarh, and Northeastern states.

Hence, resulting in a geographic and institutional imbalance in the availability of trained hospital administrators. It is, thus, leading to a situation where senior doctors, along with their regular clinical practice, are also performing the role of an administrator in the hospitals.

However, such a situation places a significant demand on the time of these doctors, and makes it difficult for them to manage both clinical and administrative work. As a result, either clinical or administrative work or both gets neglected, causing poor quality of care, higher cost of service delivery, and lower patient satisfaction.

Lack of trained administrators also results in a lack of second line of leadership and pose a serious challenge to the sustainability of initiatives taken by the hospitals. Thus, to strengthen the hospital sector and improve the healthcare situation, there is an urgent need to undertake initiatives aimed at increasing the availability of professionally trained hospital administrators who can tackle the challenges faced by hospitals and healthcare sector in India.

Regional centres of excellence In strengthening the hospital sector, central and state governments can play a very important role by enabling the formation of autonomous body/council to coordinate the

production and actions of public health and hospital management professionals across geographical regions in India. Such a council can assess the quality and quantity of professionally trained administrators required in each region and recommend policies aimed at encouraging the development of regional centres of excellence. These regional centres of excellence would contribute towards strengthening hospital administration practices through practice-oriented research, teaching, and by providing continuous education opportunities for middle and senior level executives in hospitals. Institutions like AIIMS, IIMs, Public Health Foundation of India (PHFI) and Indian Institute of Public Health (IIPH) that are involved in teaching and research in the domain of health and management can contribute by hosting and nurturing regional centres of excellence responsive to the issues faced by hospital sector in each region. Corporates and public hospitals can contribute by undertaking initiatives aimed at extending the support for applied research and in highlighting the challenges faced by the sector. Government, corporates, and academic institutes should also coordinate their efforts and aim for creating a platform for practitioners, researchers and policy makers to interact. Hospital and broadly healthcare sector will benefit enormously from such a platform and will make significant contribution by preparing the sector for the current and future challenges faced by it.

(Disclaimer: The views and opinions expressed in the article are those of the author and do not necessarily reflect the official policy or position of the organisation with which the author is associated)

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TRADE AND TRENDS

Hemant Surgicals Industries: On a growth path The products are widely used in hospitals and acknowledged for being reliable, trouble free performance, optimum in functionality, highly efficient and have longer working life INCORPORATED IN 1985 in Mumbai, Hemant Surgical Industries has gained recognition as the leading manufacturer, exporter and importer of JMS range of products. Under the guidance of Hanskumar Shah, MD, Hemant Surgical Industries, the company has been able to supply quality assured range of surgical disposable and renal care products since its inception.

The products have been designed and manufactured under the supervision of quality controllers using excellent quality components and cuttingedge technology in compliance with the international quality standards. The prodcuts offered are widely used in hospitals and acknowledged for reliable, trouble free performance, optimum functionality, high efficiency and longer working life.

Moreover, Hemant Surgical Industries' offer product range in various specifications at industry leading prices.

After having gathered an enriched experience and knowledge in the field of medical and surgical products and being amongst the pioneers in the aforementioned field, the company expanded its reach in the Indian market by diversifying into the pharmaceutical sector.

With a goal to excel in its new pharma venture, it established state-of-the art facilities in its business of manufacturing small volume parenterals in vials and ampoules and external preparations. The facility layouts have been planned and developed in accordance with the current International WHO and GMP standards and it is spread across a plot area admeasuring 3100 sq.mts. The proposed facility is planned and developed as a ground plus one storey building. RCC is of 16,000 sq.ft.

The company has another facility situated at Atgaon which has a well-constructed infrastructural unit that is armed with innovative manufacturing technology and machinery. The unit facilitates skillful team members to manufacture a complete assortment in bulk at a very fast production rate. In addition to this, the company has segregated its infrastructure into many units such as procurement, designing, production, quality testing, research and development and warehousing and packaging. All these units are handled by an adept team of professionals, who holds rich industrial experience and knowledge. The company's professionals work in

With a goal to excel in its new pharma venture, the company has established state-of-the art facilities in its business of manufacturing small volume parenterals in vials and ampoules and external preparations

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Dialysis equipment Dialysis RO Plant (100-1000 LPH) Dialysis Chair Bicarb Mixture Dialyzer Reprocessor Machine

Renal care consumables Dialyzer ( Size 1.4 to 1.6 ) Blood Line Tubing A.V.Fistula Heparin Sodium Injection Iron Sucrose (5 Ampule/Box) Concentrated Dialysis Fluid Citro - H Cold Sterilant Transducer Protector Dialysis Catheters

AERO Healthcare Devices Aero Pulse Oximeter Aero Oxygen Concentrator Aero Piston Compressor Nebulizer Aero Digital Thermometer Aero Anti Decubitus Mattress

JMS Surgical products JMS Meditape JMS Blood Transfusion Set JMS Scalp Vein Set (21G to 26G) JMS Infusion Set JMS Pediatric Infusion Set JMS Burette Set

Surgical products Skin Grafting Blade Skin Stapler 3 Way Stop Cock Disposable Scalp Vein IV CANNULA Silicone Foley Catheter (8F to 24F) Syringe (2ml to 20ml) Adult Diapers

close coordination in order to understand the specific requirements of clients. In the quality testing unit, each product ismeticulously inspected in compliance with a set international quality parameters in order to offer a perfect range at the clients' end. Crucial training sessions are also organised for team members in order to polish their skills and knowledge.

Highlights ◗ An exclusive importer of JMS Surgical Products (Japan) since 30 years ◗ Authorised importer for JMS Surgical products (Singapore) for their disposables pertaining to infusion and blood transfusion therapies ◗ Manufacturer of healthcare products under a brand name ‘AERO’ ◗ Specialised in carrying turnkey project for dialysis setup with regular supply of dialysis consumables which are manufactured by the company. ◗ The company has established a strong distribution network of more than 300 dealers. ◗ 24-hours technical assistance and excellent customer service. ◗ The company has successfully installed more than 900 dialysis machines Contact details Hemant Surgicals Industries Ecstasy Office No. 523, 6th Floor City of Joy Commercial JSD Road Mulund (West) Mumbai - 400080 Tel: 022 25912747 Mob: 9619484952 email: sales@hemant surgical.com

Quality and innovation: The way forward!!

The company is celebrating its third anniversary

D

iaSys Diagnostics India is celebrating its third anniversary. The company feels proud and blessed looking back at the journey of last three significant and remarkable years.

The company faced many pleasant times and unexpected challenges in this period; but has consistently established its path towards delivery of its vision. DiaSys India has enhanced its position as a respected and trusted healthcare organisation in India. Quality and innovation will be the way forward!

Healthcare landscape in India has undergone massive change in last two decades.

Lifestyle related diseases have increased exponentially; patients are more aware on health subjects as they are tech savvy. So demand for world class healthcare facilities is rising in India, and the best investment in healthcare is an early and accurate diagnosis. Thanks to the quality of its solutions and the innovative product portfolio, DiaSys has been at the forefront of providing quality diagnostic services in India. New parame-

Government of India.

Announcing next milestones

ters like LpPLA2 - an indicator of fragile atheromatous plaque and PCT - marker for sepsis and monitoring for its treatment, among other things, are outcomes of DiaSys innovation. At the same time, DiaSys is strategising to become a global centre for developing innovative, high-quality PoCT products from its Indian facilities.

In short, DiaSys India will

further and regularly refine its strengths as it strives hard to build its three strategic pillars: Systems, Reagents and PoCT. DiaSys has set up a major corporate R&D centre and a state-of-the-art factory in India under the Make in India programme: DiaSys in India intends to become preferred partner for healthcare professionals by offering wide range of quality products.

With the right skills in the workforce, businesses can be more competitive and organisations more effective. We stimulate higher skills and foster bridges between the worlds of education and of work in our employees so that we are on right track of realising our vision for India. Our Skill development Programme is in line with Skill Development Initiative of

DiaSys is looking forward to many exciting launches of innovative products in synergy to our current offering scheduled over the next six months.

The new DiaSys high quality solutions will benefit the customers and above all the patients.

No doubt DiaSys in India will be facing new sets of challenges again, but equally believes in its vision: “Quality and Innovation in In-Vitro Diagnostics to Contribute to a Better Healthcare in India.”

This is just the beginning.

All the DiaSys family members are committed to put our innovative ideas into motion and to deliver the change that will make a remarkable difference in the society.

Contact details DiaSys Diagnostics India Plot No. A-821, TTC Ind Area, Mahape, Navi Mumbai - 400710 Mobile: +91 9029023012 Fax: +91 (022) 3371 4333 Web: www.diasys.in

Carestream Health India bags certification from Great Place To Work Institute Scores high on Trust Index and the Culture Audit CARESTREAM HEALTH India has been certified as a Great Place to Work, based on a rigorous assessment conducted by the global research and consulting firm, Great Place to Work Institute.

The assessment primarily evaluates two parameters, the Trust Index and the Culture Audit. The Trust Index meas-

ures the employee perceptions of the workplace environment.

The Culture Audit is an evaluation of various people practices, programmes and initiatives within the organisation, under 15 practice areas. Together, these parameters reflect the trust the employees have in the organisation and its management, the camaraderie,

and pride in what the company does and what their contribution is to the big picture. To qualify, the company needs to score, above 70 per cent positive response in the Trust Index and a rating above two on the scale of one to five for the Culture Audit.

“This is truly a proud moment for all of us at Care-

stream. I strongly believe that organisations are only as good as its people and our people are undoubtedly our assets. Their faith in us motivates us to be better each day and we will do whatever it takes to develop them to be able to confidently manage challenges,” says Sushant Kinra, MD, Carestream Health India.

“Carestream India has participated in this assessment for the first time and we are glad to have received this certification in one go. It is an important validation for us. This is a beginning and we will only grow from here,” says Preeti Pillai, Head - Human Resources, Emerging Markets, Carestream Health India.

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TRADE AND TRENDS

EMCO Meditek: Committed to deliver quality products

Apollo Hospitals, Navi Mumbai launches latest radiation technology

EMCO Meditek was one of first medical equipment manufacturing company to get ISO 9001:2008 certificate in 1997 and got ISO 13485 in 2010

TrueBeam STx allows significantly faster, more precise, image-guided radiosurgery; helping to treat difficult to reach tumours

MAKE IN India concept was brought in /adopted 28 years back by EMCO Meditek manufacturing indigenously medical equipment such as pulse oximeters, syringe pumps, blood pressure monitors, dopplers, capnographs, multipara monitors, ECG etc. at Vadodara, Gujarat factory.

ISO: EMCO Meditek was one of first medical equipment manufacturing company to get ISO 9001:2008 certificate in 1997 and got ISO 13485 in 2010.

Collaboration: To provide quality and robust equipment to hospitals, doctors etc., EMCO collaborated M/s.

NONIN Inc, USA for Pulse Oximeters, for syringe pumps, company from Europe, blood pressure monitors with Suntech, USA and Capnographs with Respironics (Philips), USA and for Anaesthesia Gas Monitor with Draeger, Germany.

Installation: EMCO has an installation base of Pulse Oximeters of more than 8,000, syringe pumps also more than 7,000 as of now, Dopplers 3,000 etc.

Local support for spares at economical cost: Core

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strength of EMCO’s lies in prompt service after sales by providing standby/loaner equipment so that hospital/doctor is not without the equipment and most importantly spares are always available off the shelf at economical cost which otherwise for imported equipment, the spares are expensive and availability is a question mark leading to delay in service/repairs.

Development: Apart from manufacturing medical equipment, EMCO also develops software + hardware for foreign companies on contract basis.

MRI compatible Pulse Oximeter: Three years back EMCO introduced for the first time in India MRI compatible Pulse Oximeter and in a short span have installed 100+ MRI Pulse Oximeters throughout India and performing satisfactorily.

Anaesthesia gas monitor: EMCO is introducing anaesthesia gas monitor for the first time in India and the same will be manufactured with technology from world known Draeger, Germany.

Most importantly, manufac-

turing indigenously, EMCO is able to provide continuous support and is able to give personal attention to all valued customers.

Testing facility: To see that all the equipment manufactured are of excellent quality with accuracy, the equipment are tested on state-of-the-art testing equipment and factory is fully equipped with imported testing equipment for pulse oximeters, syringe pumps, blood pressure monitors etc.

EMCO’s website www.emcomeditek.com.

Contact details Head Office: 109, Vasan Udyog Bhavan, Off Senapati Bapat Marg, Lower Parel (West), Mumbai – 400 013 Tel: +91-22-24903653 / 24923634 E-mail: emeditek@ emcomeditek.com Factory: Luna Road, Post Dabhasa, Taluka Padra, District Vadodara – 391440 Tel: +91-2662-223397/98, Fax: +91-2662-223397 E-mail: emcomeditek@gmail.com

is

APOLLO HOSPITALS, Navi Mumbai has launched cancer care centre and a latest radiation technology called TrueBeam STx stereotactic radiosurgery system. TrueBeam STx allows significantly faster, more precise, image-guided radiosurgery; helping to treat difficult to reach tumours in any part of the body. The state-ofthe-art machine was inaugurated by Dr Prathap C Reddy, Chairman – Apollo Hospitals Group in the presence of Dr Rajendra Badwe, Director – Tata Memorial Centre, inspiring cancer survivor and actress Manisha Koirala, and Preetha Reddy, Vice-Chairperson – Apollo Hospitals Group.

TrueBeam STx imaging and flexible architecture allows doctors the ability to interface with multiple technologies for imaging and disease-specific solutions. It is highly precise with sub-millimeter accuracy and avoids healthy cells so that there are almost nil side effects.

Sharing his thoughts on the occasion, Dr Prathap Reddy, Chairman, Apollo Hospitals Group said, “Apollo Hospitals is always on a lookout to bring newer treatment modalities.

Precision Oncology is one such.

It is Apollo’s unique approach to diagnosing, treating and monitoring cancer that has resulted in encouraging clinical outcomes comparable to the

best in the world”.

Dr Preetha Reddy, Vice Chairperson, Apollo Hospitals Group said, “Bringing this technology to Navi Mumbai is a significant step towards our vision of bringing top-notch cancer care based on established standards to the people of Mumbai. Patient care at Apollo Cancer Care Hospitals will have the benefit of these advancements.”

Talking about the benefits of the TrueBeam STx, Dr Shishir Shetty, Head – Oncology Services, Apollo Hospitals, Navi Mumbai said, “A patient has to go through a lot while undergoing cancer treatment.

This technology allows doctors to minimise exposure to the surrounding healthy tissue. Average treatment time with TrueBeam STx is also shorter, being performed in just minutes, which means that treatment is also more comfortable for the patient. The treatment system is able to rotate around the patient to deliver treatment from all angles.”

“I am delighted to be launching the Apollo cancer support group called Sarathi that will bring together patients, family members, survivors and care givers as a bonded team that makes the battle against cancer less formidable and less stressful,” said Koirala.

TRADE AND TRENDS

AB Sea Container launches refurbished shipping/transportation containers The company has been able to secure repeat orders from the same customers IN TUNE with the Make in India and Swatch Bharat campaigns, AB Sea Container has introduced refurbished shipping/transportation containers as affordable and convenient solutions for hospitals/first aid centres, home, office, accommodations, toilets, portable cabins, etc. which are usable immediately after installation.

One of their customers, Leighton Welspun Contractors, an Australian-based company, had a project in India with DLF. As per their safety protocol, they required hospitals at three to four of their construction sites, available 24x7. The requirement was to establish a shelter for quick response teams, with all emergency and first aid equip ped equipment for immediate initial procedures. AB Sea Container provided them with insulated con-

tainers with all the basic humane necessities, like beds, toilets, segregated cabins, curtains, proper ventilation, electrical points, fans, television sets and such other accessories which were required by the concerned team. Beyond the project duration of three

years, which is now completed, AB Sea Containers has secured repeat orders from the same customers.

The company feels that containerised medical/first aid clinics could be a used for mobile health camps, which currently exists as mobile ambu-

lances and also require the transporation and set up of medical staff, temporary shelter and equipment from location to location.

With a containerised hospital, the shelter with all required medical accessories needs to be transported to the desired

location. Once the container is offloaded, and plugged into electricity, the medical team is ready for execution.

Contact details Ashish Budhiraja, CEO Ashish@abseacontainer.com

42Gears partners with IDAT to manage M-DATSFleet Dispatching Solution IDAT Solutions will be able to provide a complete dispatch solution to companies offering transport services 42GEARS MOBILITY Systems, a front runner in the Enterprise Mobility Management (EMM) industry has entered into a partner agreement with IDAT, a Dispatching Solution Independent Software Vendor (ISV). IDAT works for nonemergency medical transport, paratransit and taxi service providers.

42Gears Mobility Systems, which was recently mentioned in the Gartner Hype Cycle report, 2017 as a sample vendor, will now be working with IDAT to offer EMM features along with their Dispatching Solution plat-

42Gears Mobility Systems, which was recently mentioned in the Gartner Hype Cycle report, 2017 as a sample vendor, will be working with IDAT to offer EMM features along with their Dispatching Solution platform form.

IDAT Solution offers MDATS transport management software with a reliable, easy-tograsp user-interface. The solution is available as native mobile apps for iOS and Android. The

M-DATS platform not only delivers top-notch service technology wise, but also helps non-emergency transport companies solve problems such as billing, claims and invoicing, route optimisation, GPS tracking and bro-

kerage integration. M-DATS offers employee management features to improve operational efficiency as well.

Ralf Schmidt, EMM Head of Sales, 42Gears said, “This is a key partnership for both IDAT

and 42Gears. Combined with the EMM capabilities of 42Gears products, IDAT Solutions will be able to provide a complete dispatch solution to companies offering transport services. For 42Gears, it will be another step towards serving the transportation business, which is a major industry channel.�

Contact details 42Gears Mobility Systems No. 1/A, 1st Floor, 27th Main, 1st Sector, HSR Layout, Bangalore - 560 102 Sales : +91 88888 48892 / +91 94830 54155Technical Support : +91 91080 10617

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TRADE AND TRENDS

AiMeD leads first time participation of Indian medical devices companies at MEDICAL FAIR THAILAND 2017

OnKöl remote patient monitoring uses Gemalto IoT connectivity to support ‘age in place’individuals

More than 5,000 medical and healthcare products were displayed during the event

The award-winning OnKöl hub removes barriers to technology adoption and encourages engagement without intimidation

UNDER THE aegis of Association of Indian Medical Device Industry (AiMeD), Rajiv Nath, Forum Coordinator, AiMeD lead the first time India participation at MEDICAL FAIR

THAILAND 2017 with an official Indian National pavilion.

The three-day exhibition at Queen Sirikit National Convention Center had international representation led by 18 national pavilions and country groups. The exhibition presented more than 5,000 products and a full suite of equipment and supplies as well as new innovations for hospital, diagnostic, pharmaceutical, medical and rehabilitation use.

700 exhibiting companies from

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45 countries took part in the event.

The major exhibitors from India were Allengers of Chandigarh with their range of X Ray Machines & Cathlabs,

Hindustan Syringes & Medical Devices of DispoVan fame with their range of syringe technologies, IV Cannulas and disposables, Auxein with their range of orthopaedic implants and Medion, Mumbai with their range of hospital equipment.

“India is one of the fastest growing manufacturing base in South Asia in Medical & Healthcare Sector. Medical Fair Thailand provides plenty of opportunity for interacting

with people of different trade and business at a single place to set up profitable business relationships and keep abreast with accessible technologies,” added Nath.

“I heartily congratulate all participants and want to offer my gratitude to MEDICAL FAIR THAILAND, Messe Dusseldorf Asia, for their genuine efforts for the establishment and growth of Indian medical and healthcare industry overseas and help lead Make in India mission of PM Modi to transform India into a global medical devices manufacturing hub,” said Nath.

EH News Bureau

GEMALTO, A world leader in digital security, has announced the use of its IoT connectivity technology in OnKöl's mHealth solution. Enabled by Gemalto's wireless module, the smart hub connects the elderly and those with special needs to their family and caregivers, allowing them to live in their own home safely, independently and comfortably.

With the population of older individuals due to double in size by 2030 and the ratio of potential caregivers to decrease by over fifty percent, new technology must rise to meet the need for quality care. However, adoption rates amongst elderly patients have been low as current mHealth options are often too complicated.

Designed for stylish simplicity, the award-winning OnKöl hub removes barriers to technology adoption and encourages engagement without intimidation.

Straight out of the box, it can notify family members, caregivers, and even medical professionals of everything from vital signs to medication reminders to emergency response situations.

Equipped with Gemalto's M2M module, the above remote patient monitoring services are securely managed over-the-air to simplify deployment, personalisation and software updates.

The patient can easily connect health and home monitoring devices, like blood pressure cuffs, heart-monitors, and smoke detectors, and Gemalto's module encrypts and sends the gathered information to the OnKöl platform where it is delivered to caregivers and can even be

The smart hub connects the elderly and those with special needs to their family and caregivers, allowing them to live in their own home safely logged into the patients' electronic medical records.

"Gemalto's wide variety of high quality, industrial-grade modules and breadth of mHealth experience convinced us that their technology was the best fit for our product," said Erich Jacobs, CEO, OnKöl "We were able to work with OnKöl to create an innovative product that has not yet been seen in the market and is customised to its end user's specific needs. By enabling simple and reliable communication, Gemalto and OnKöl are helping older individuals to maintain their independence and create peace of mind for their caregivers," Rodrigo Serna, SVP Mobile and IoT Services, Americas, Gemalto.

Contact details www.gemalto.com

TRADE AND TRENDS

Meditek Engineers: Reforming healthcare, inspiring life Meditek was established to provide unrivalled service and support for all medical equipment MEDITEK ENGINEERS is a privately-owned company led by a competent team with many years of experience in providing excellent service to both public and private hospitals. Meditek was established to provide unrivalled service and support for all medical equipment. We have an efficient infrastructure and highly trained and multi-skilled staff to bring you a range of services to suit every situation. First generation entrepreneur Anil Phirke realised the need of quality production of medical equipment and established Meditek Engineers in the year 1989.

Meditek Engineers is an ISO 9001:2008 and ISO 13485 certified company engaged in the business of manufacturing and marketing full range of medical beds and furniture. Ranging from five function motorised intensive care beds to operation theatre trolleys, we have solutions for every need of the hospital. Meditek Engineers is headquartered at Mumbai. The display showroom and manufacturing plant are in Ambernath near Mumbai and spans a pan India presence. With exceedingly superior hospital solutions, the company has also marked its international footprints in African countries.

5101 - Five function full motorised ICU bed ◗ Easily removable polymer moulded head and foot end boards for easy access to the patients ◗ Minimum height of 420 mm for the convenience of patients to get in and out of the bed

5102 - Five function full motorised ICU bed ◗ Easily removable polymer moulded head and foot end boards for easy access to the patients ◗ Minimum height of 420 mm for the con-

◗ LED backlight on patient control to improve the visibility of control buttons at low light conditions ◗ Auto contour button on patient handset prevents the forces urging on the patients foot end while giving the backrest position ◗ Conveniently mounted nurse control

panel at the foot end of the bed enables the staff to easily control all the functions of the bed and to lock individual function of patient handset if required. Electronic CPR button on the nurse control ◗ Clear access to bed from bottom and top for effective bed cleaning. ◗ Heavy duty IV pole for syringe pump

venience of patients to get in and out of the bed ◗ Auto contour button on patient handset prevents the forces urging on the patients foot end while giving the backrest position

◗ Clear access to bed from bottom and top for effective bed cleaning ◗ Heavy duty IV pole for syringe pump ◗ Four non rusting 125mm dia. polyurethane casters 2 with brakes and 2 without brakes

The management The managing body of Meditek Engineering is a team of experienced domain experts. With a passion to deliver superior results, the company has complemented each other well.

The team’s proficiency encompasses all the factors, necessary for the governance of a successful hospital equipment manufacturing company.

A state-of-the-art manufacturing facility Being a solution provider for

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TRADE AND TRENDS hospital equipment and allied components, from ‘Concept to Delivery’ Meditek Engineers' engineering and design centre is self sufficient in technology for conceptualising, developing, testing and manufacturing of related products. The company is proud to have developed a setup that is absolutely well-equipped and state-of-the-art as per global standards.

It offers a turnkey medical device manufacturing service that spans the entire supply chain from component procurement to distribution, all within a quality controlled environment. It generates, develops and refines the product concept to ensure that all the requirements for a commercially and technologically viable product are met.

Meditek takes pride in its full-fledged in-house manufacturing facilities such as ◗ Hydraulic shearing. ◗ Bending and pipe bending machine. ◗ Seven tank pre-treatment plant for metal surface treatment. ◗ Automatic conveyorised poly-

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ester epoxy powder coating plant. ◗ Modern assembly and welding set up with test laboratory.

The excellence thus acquired is aptly reflected in the performance and quality offerings of the company. It has developed a surprisingly unique range of advanced products required for the healthcare industry, making it the most cost-effective manufacturer of the given product range.

ICU advanced care These are technologically advanced, high-tech products built with perfection and precision.

These beds have been envisaged considering the complexity of the ICU operations and the critical stage of the patients' health. It provides maximum comfort to the patients and efficiently support the latest healthcare practices.

5103 - Five function semi motorised ICU bed ◗ Polymer moulded head and foot end boards. ◗ Tuck type split moulded railings (Set of 4). ◗ Patient handset ◗ Electric actuators for backrest and height adjustment ◗ Manual operation for kneerest, Trendelenburg / Reverse Trendelenburg position ◗ Four non-rusting 125 mm dia.

Polyurethane wheels 2 with

brakes and 2 without brakes. ◗ Stainless steel telescopic IV rod. ◗ Four IV location. ◗ Body coloured PVC buffer on all four corners.

Contact details Meditek Engineers W-13(A) Additional MIDC, Near Hotel Krishna Palace, Ambernath(E) 421506, Thane, Maharashtra Tel: +91 251 2620200, 2620258 Mob: +91 98220 92808 email: info@meditekengineers.com

REGD. WITH RNI NO. MAHENG/2007/22045, POSTAL REGD. NO. MCS/162/2016 – 18, PUBLISHED ON 8TH EVERY MONTH, POSTED ON 9TH, 10TH, 11TH EVERY MONTH, POSTED AT MUMBAI PATRIKA CHANNEL SORTING OFFICE, MUMBAI – 400001