Public-Private Partnerships :

Fortis is also committed to partner with the Government to expand the reach and expertise of its network. The sector requires increased participation of organised players to offer their expertise in managing a quality setup, and the Government is encouraging such participation in the form of public-private Partnerships. The government has set up a large infrastructure which is not efficiently fulfilling the country’s healthcare requirements. Private sector’s intervention will become increasingly imperative to bring efficiencies to the system.

We at Fortis are already working with various state governments to develop workable models in the area of public-private partnerships. We currently have two facilities in Vashi and Raipur working successfully in partnership with the respective governments. We recognise that the country requires many more such projects to help meet the growing underserved healthcare requirements, and are committed to support these initiatives.

Healthcare costs in India are still funded through individuals or public money, and the penetration of health insurance is still very low as compared with global standards. The health insurance sector is bound to grow, and is the key in offering healthcare services to the masses. The Indian government has also recognised this fact, and is also taking the role of a health insurer in many states like Karnataka, AP, etc. We expect health insurance to spread and to grow and over time cover a majority of the population. Your company shall be working with partners to design suitable service offerings in this arena.

Fortis has been one of the fastest growing healthcare companies in India, and will continue to do so! We have significant brand presence through our aggressive pursuit for quality accreditation and certifications. Our vision is to have the “Fortis” brand synonymous with best quality healthcare with a widespread network. The company also has international aspirations in terms of served patients, and with leading accreditations (JCI, NABH, etc), is rightly placed to offer unbeatable Medical value travel propositions. We already cater to international patients, and with the economic pressures being faced by western economies, we are ready to play a larger role in providing quality healthcare services at attractive value propositions.

Fortis aspires to adopt best corporate governance practices. Our strong Board of Independent Directors advises and guides us on policies and proposals made by the operating management. The board, acting through empowered committees, also oversees the operations and management of the company. The committees also guide the management to continuously upgrade standards, highlight any potential conflicts of interest, and ensure that fair disclosures are made at all times. The company also adopts a robust risk management practice with aggressive screening, constant monitoring and mitigation planning.

The company has a vision to be one of the largest and most reputed healthcare companies in India, and I can confidently say that we are on course in our pursuit. The company has successfully completed a Rights Issue of approximately Rs.1000 Crore to fund future expansion and to meet our growth

requirements.

In the end, I would like to specially thank all of you for your confidence in the company, and solicit your continuous and unstinting support in our future endeavours.

Shortage of skilled and trained manpower :

The raison-de-etre of the healthcare industry is the treatment and care provided to patients. Quality care can only be delivered by high quality medical experts backed by a well-trained support staff, robust infrastructure and efficient systems and processes. The growing need for healthcare in India needs to be well supported by increasing capacity and infrastructure for medical education. Basis international staffing norms, India by the year 2012 needs 1.6 million doctors and 2.6 million nurses. The current numbers of doctors and nurses are less than 50% of required levels. The existing network of medical and nursing schools is inadequate for providing qualified staff in these numbers. This leads to a significant gap in the emerging need for talent vis-a-vis the current availability in our country.

We are closely watching the developments in medical education space and are actively exploring opportunities to invest in medical education facilities to ensure the availability of qualified and trained manpower for all prevailing and future needs.

Fortis, with its brand image and large network, is viewed as an employer-of-choice by the medical and non-medical fraternity. Within our network, we are focusing on academics and on partnering with educational institutes and research centres to tap into their pool of talent.

Business Development - Handling Corporate Marketing of Fortis Malar Hospitals, Chennai

• Business Generation and Customer Relationship with existing clients - Directly responsible for the revenue of Fortis Malar in Chennai.(Including business generated from Preventive Health Checks, In Patient, Out Patient, Branding, PR, Media, Communications & other activities)

• Responsible for brand promotion of Fortis in Chennai through Indoor and Outdoor campaign and other activities.

• Implementation of Marketing Strategies – Health Awareness Lectures, Health Screening Camps, Health Shows, Value Added Services and efforts to position Fortis, as the preferred Healthcare Services provider.

• Job involves co-ordination with Specialist doctors, meeting with Corporate Heads, related to Healthcare Services.

• Coordinating with internal departments to get sufficient manpower and equipment to conduct activities organised by marketing department

• Streamlined the process flow in PHC department

• Responsible to get one catching Ambulance emergency number

• Handled the occupational health centre in different corporate, manpower allocation, medicines and basic supportive medical equipment for OHC setup.

• Demonstrate judgment and self-sufficiency in effective problem solving while serving as the administrative and operational resource for the hospital.

• Standard Intervene in situations involving patients, visitors, hospital staff and other external customers.

• Maintain interface with departmental personnel to ensure there is adequate space and facilities for patient care and coordination of facilities.

• Intervene and problem solves for inter-/intra-departmental issues. Facilitate interdepartmental communication, negotiation and decision-making.

• Coordinate triage activities, as needed, through communication with the Emergency Department, Bed Control and Chief Medical Officer

• Maintain visibility with hospital staff through rounds.

Specialties

Excellent Customer Relationship,Commitment & Dedication, Operations, Administration.

Vishnu Kumar's Experience

Executive - Healthcare Services

Fortis Malar Hospital, Chennai

June 2010 – Present (2 years 2 months) Chennai

• Business Development - Handling Corporate Marketing of Fortis Malar Hospitals, Chennai• Business Generation and Customer Relationship with existing clients - Directly responsible for the revenue of Fortis Malar in Chennai.(Including business generated from Preventive Health Checks, In Patient, Out Patient, Branding, PR, Media, Communications & other activities)

• Responsible for brand promotion of Fortis in Chennai through Indoor and Outdoor campaign and other activities.

• Implementation of Marketing Strategies – Health Awareness Lectures, Health Screening Camps, Health Shows, Value Added Services and efforts to position Fortis, as the preferred Healthcare Services provider.• Job involves co-ordination with Specialist doctors, meeting with Corporate Heads, related to Healthcare Services.• Coordinating with internal departments to get sufficient manpower and equipment to conduct activities organised by marketing department• Streamlined the process flow in PHC department• Responsible to get one catching Ambulance emergency number• Handled the occupational health centre in different corporate, manpower allocation, medicines and basic supportive medical equipment for OHC setup.• Demonstrate judgment and self-sufficiency in effective problem solving while serving as the administrative and operational resource for the hospital.• Standard Intervene in situations involving patients, visitors, hospital staff and other external customers.• Maintain interface with departmental personnel to ensure there is adequate space and facilities for patient care and coordination of facilities.• Intervene and problem solves for inter-/intra-departmental issues. Facilitate interdepartmental communication, negotiation and decision-making.• Coordinate triage activities, as needed, through communication with the Emergency Department, Bed Control and Chief Medical Officer• Maintain visibility with hospital staff through rounds.

Indian Nursing Council (INC) is focussing on equipping the nursing professionals with the latest technological developments in the field of healthcare to align them with the industry", said, Mr. T Dileep Kumar, President, Indian Nursing Council at the Plenary Session IV on 'Addressing Manpower Shortage: Creating the skill-sets for Patient Care' of the 5th India Healthcare Summit organized jointly by Confederation of Indian Industry (CII), Ministry of Health and Family Welfare and Indian Healthcare Federation. The session marked the release of white paper on 'Addressing the healthcare workforce requirements in India'. Underlining the various policy initiatives undertaken by the INC, Mr. Kumar, further stated that the council has revised the syllabus.  India tops the list in physicians, radiologists, laboratory technicians, dental hygienists, physiotherapists and medical rehabilitation workers migrating to developed countries. This brain drain and the fact that not enough qualified healthcare professionals are passing out each year to meet the increasing healthcare demand together have led to acute shortage of qualified healthcare manpower in the country.  

Opining on obvious gap of trained manpower, Dr. Narottam Puri, President Medical Strategy & Quality, Fortis Healthcare Ltd. said that, "as per the planning commission report, India at present requires six lakh doctors, ten lakh nurses and two lakh dental surgeons. The problem is graver in the rural and semi-urban areas. There has been a falling demand for medicine as a career, obsolete curriculum further aggravated by pathetic situation of working healthcare professionals. Looking at such dismaying ratio of healthcare professionals India needs to come up with strategies that will fill this gap and take care of the booming Indian healthcare economy which is staled to become a $75 billion industry by 2012." He also highlighted the need to mainstream nursing and paramedic staff in the system.  India healthcare should take inspirations from the virtual reach provided by IT, rather than thinking about increasing the number the medical professionals. Indian IT sector can very well help striking off the reach aspect by coming forth with innovative solutions in telemedicine, Bluetooth and cellular technologies, said Dr. Tom Mcafee, Dean of Clinical Affairs, San Diago Health Services. At the same time the nation should analyse collectively in a thoughtful way as to how much manpower is required in which area of speciality, he further added. Mr. Deven Parliker, Chief Executive Officer, Avanitya Health, said "we should look towards models imbibing Nurse driven care, which can be a reasonable option. Since Nurses also have a first hand account and understating of medicinal procedures, they should be treated as a counterpart with the mainstream professionals.    The Session Chairman, Mr Tejpreeet Chopra, President & CEO, GE India, said, World Health Organisation's report in 2006, named India as one of the country with critical shortage of healthcare professionals. This future shortfall should be rectified currently so that we as a nation can make concentrated steps on the path of collective development. Mr. Kumar Krishnaswamy, Head � Human Resources, Wockhardt Hospitals Group, said "human resources functions now should look for innovative solutions and target manpower in rural areas, where bulk of Indian population lives. This ways we can get them to deliver performance at a competitive platform." Sourced From: Confederation of Indian Industry

Resuscitating a Sick Hospital

A year after acquiring majority stake in Chennai's Malar Hospital, Fortis has declared a 70-80 per cent growth in the last 10 months from the hospital. Sonal Vij analayses the strategies adopted by Fortis for the dramatic turnaround

We often hear of renowned hospitals functioning as sick units as funds dry up. Such is the story of decline of Chennai's 180-bed Malar Hospital. Set up in 1992, by late Dr S Ramamurthy, a well-known general physician and sonologist, the institutes stopped generating profits. And thus no money was ploughed back for further growth. The functioning of the hospital was further hampered by the demise of Dr Ramamurthy. Though his wife Dr Nithiya Ramamurthy held the reins of the hospital and the company after her husband's death, she could not make the hospital revenue-generating.

Thus, in February last year, International Hospital Limited (a wholly owned subsidiary of Fortis Healthcare Limited), along with Oscar Investments Limited (OIL) acquired 62.17 per cent equity of Malar Hospitals for Rs 34.68 crore.

It's only a year after the acquisition and the revenue of the hospital has nearly doubled and there is a 70-80 per cent growth in the last 10 months— a considerable increase since the acquisition. The acquisition fits into the greater strategy. Says Shivinder Mohan Singh, Managing Director, Fortis Healthcare Limited, "Malar Hospital is well established in Chennai with strong brand equity and is centrally located. We will follow the same strategy in Chennai of setting up hub

and spoke hospitals, as we have done in Delhi." The group is investing an additional sum of Rs 20 crore to turn around the hospital.

The main risks involved in the Malar Hospital are issues related to finance, operations, regulation and liability risks. "When we first entered the hospital, it was in bad shape. n, there was no fixed financial mechanism in place and there was confusion all around. We don't blame the previous management in place. The hospital was not generating any revenue and hence the management refrained from investing in the hospital," a Fortis official discloses.

Set the Vision Right

This is the starting point of the turnaround. "We want to make Malar as a centre of excellence in healthcare," says Krish Ramesh, Zonal Director, Fortis Healthcare.

Immediately after the acquisition, a trained team, who had worked in various Fortis hospitals were sent to Malar. "Previously, there was no management in place. The aim was to enhance the patient satisfaction level the 'Fortis way.' From the Fortis point of view, the strategy was clear. After testing waters in North India, this was a stepping stone in South," says the Fortis official.

Fortis reconstructed all patients rooms

Fortis reconstructed all patients rooms

The management team has emphasised on greater efficiency

of employees

"A six-month detailed plan was prepared to upgrade each hospital department to ensure greater patient satisfaction," informs Ramesh. It's a slow and a gradual process. "Turnaround of a hospital will not happen overnight. Here, we want to do it in a phased manner," says Daljit Singh, President-Strategy, Fortis Healthcare Limited. The work will be on for another two to three years.

Infrastructure

First, Fortis decided to work on the infrastructure of the hospital. "Once the infrastructure is in place, it will attract good doctors and thus patient volume. We believe customer is the doctor. A good doctor will get one customer and that one customer will get more customers," says Jasbir Grewal, VP, Operations, Fortis Healthcare Limited. State-of-the-art machines have been installed, the old ones were sold in junk. The patient rooms are also reconstructed to give utmost patient care like in other Fortis Hospitals in the country.

Operational Efficiency

The group recognised that there was a lack in operational efficiency. There was no structure, technology and process in place or any system in place. A clear hierarchical structure that clearly defines both the span and line of control and both authority and responsibility at every level was established. The heads and sub-heads of various departments were appointed.

Protocols like Fortis Operating System (FOS), which is used in other Fortis hospitals, will be used here too. As far as IT goes, Wipropact, a HIS system from Wipro is in place since six months. It will also take care of all the back-end operations. "We are in the process of getting a system where patients’ prescription is also stored," says Ramesh. He elaborates that previously, there was no auditing system in place. The IT system also helped to reduce 'revenue leakage.'

Reduce Gestation Period

There is always a risk involved when a hospital is not operational while the turnaround is going on. Fortis has decided to do the turnaround in a phased manner over a span of three years. The upgradation in every department is on. While the Fortis brand has already entered the market, the patients have started pouring in. A Fortis official says, "If we had closed down the hospital entirely and then started the turnaround, there are chances that the hospital may run in losses for some time. We didn't want to take that risk."

Ensure Employee Satisfaction

"Turnaround of a hospital will not happen overnight. We want to do it in a phased manner"

- Daljit SinghPresident-Strategy

Fortis Healthcare Limited

"A good doctor will get one customer and that one customer will get more customers"

- Jasbir GrewalVP-Operations

Fortis Healthcare Limited

No strategy is complete without addressing the employee satisfaction. So how does one attract good talent? "We show the doctors the rosy picture, show them that we are here to stay and not run away like other groups. We are here to invest and show them that there is growth. They know that the promoters are cash rich," adds Grewal. Dr KR Balakrishnan, renowned cardiac surgeon leads the cardiac programme as Director-Cardiac Sciences. The cardiac centre was built with the assistance of Dr Balakrishnan.

After the acquisition, not a single employee of Malar has been expelled. However, the management team is clear that greater efficiencies will be required. An official adds, "Previously everyone had a lackadaisical attitude, but now we are changing this mindset." He adds that many employees have left the job on their own because they did not want to put in greater effort. However, there is regular training on the lines of other Fortis hospitals.

Ensure Patient Satisfaction

In addition to clinical excellence, the patient also needs to 'feel good.' The hospital exteriors is revamped for a complete new look. "Who wants to come to a rundown hospital?" asks Grewal. He adds, "Small things like ensuring there is enough light in the room adds to patient satisfaction."

The biggest challenge was to change the mindset of the existing staff. Fortis has trained right from the lift men to doctors to serve with a smile. For this, an efficient management team from Fortis was sent to Chennai.

Reportedly, the group has hired people from the hotel industry to ensure the 'finesse' and 'quality of service.'

It is a known fact that clinical excellence is not enough to bring the customer back. If the doctor is good, the customer will also go to a smaller hospital. "We have to offer them good memories of the hospital to carry back. After all, this business works on more word-of-mouth publicity than anything else," feels Ramesh.

Market the Brand

The group is using the Escorts brand name to consolidate its position in South. Grewal informs, "We are the leading cardiac care providers. We will strengthen our brand more in South."

According to an official, the cardiac centre will be named 'Escorts Heart Command'. This will tell the patients of Chennai that a world class healthcare system has entered the market.

Right now, the hospital is in talks with various eminent neurologists to set up high-end neurosciences programmes. "Neurology will be the focus for the next one year," informs Ramesh.

With Malar being Fortis's first foray in Southern healthcare, all eyes are on the functioning of the unit. And the success or failure of managing the unit would decide the fate of Fortis' other projects in the same region.

sonal.vij@expressindia.com

We Should Focus on Preventive Measures'

The Government of India is working on medical devices legislation, in order to standardise the quality of Indian manufactured medical devices

Most of our healthcare systems look at treating a disease, when one is inflicted with it, rather than following preventive measures. Can we follow a preventive healthcare approach; by providing clean drinking water, sanitation, first class hygienic housing, and pollution free environment to our population, questioned Kapil Sibal, Minister for Science and Technology and Earth Sciences, Government of India.

He was speaking at the inaugural session 5th India Health Summit on 'Optimising Healthcare Delivery in India: A Patient Centric Approach', jointly organised here today by Confederation of Indian Industry (CII), Ministry of Health and Family Welfare, Government of India and Indian Healthcare Federation. Sibal also inaugurated the exposition organised in Delhi together with the summit.

Kapil Sibal, Hon'ble Minister for Science & Technology

Dr Anbumani Ramadoss, Hon'ble Health Minister

N K Sethi, Advisor, Planning Commission and Dr Naresh

Trehan, President, IHCF

The summit witnessed several sessions by eminent speakers from India and abroad on varied issues like healthcare reforms: optimising healthcare delivery, successful states healthcare models: accessibility and affordability, addressing manpower shortage: creating the skill sets for patient care, health insurance inc: the road ahead, investments in healthcare, models of healthcare delivery: integrating innovation with consumerism, delivering quality healthcare: creating patient value and technology as an enabler, healthcare IT and medical technology.

Sibal informed that the Government of India is working on medical devices legislation, in order to standardise the quality of Indian manufactured medical devices. Amongst the other four key areas underlined by Sibal were greater R&D in the field of technology and genomics focussed on target drugging, vaccinations and innovative solutions, manufacturing and managing medical devices domestically, delivery of quality human resource and affordability.

Throwing light on PPP (Public Private Partnership) arrangements, Dr Naresh Trehan, President, Indian Healthcare Federation, stated, "PPP is one the major pillars on how we can provide healthcare to all segments of society, especially in the rural area." Delving upon community care models and innovations, Dr Vikram Chhatwal, Chief Executive Officer, Reliance Health, stated, "The economy needs a comprehensive framework for effective diseases management accessible to the grassroots base of population." Sharing his thoughts on ideal models for the healthcare sector, Shivinder Mohan Singh, Managing Director and CEO, Fortis Healthcare opined that rather than increasing spending on healthcare, improved spending will fetch better results. He further commented that the central Government should be an effective regulator, than being a supplier.

Addressing the theme of accessibility and affordability, Ashok Kumar, Deputy Director General and Head, Central Bureau of Health Intelligence, Government of India said that the Government is now planning to prioritise the national healthcare needs so that a better mechanism could be put in place to improve the entire healthcare delivery system in the country.

He highlighted that in India 80 per cent of the healthcare expenditure is borne by the patients and less than 10 per cent of the population is covered. As a result, the price sensitivity is quite high and the quality healthcare facilities cannot be accessed by majority of the population therefore Government's intervention in the form of some policy reforms or some regulatory relaxations becomes pertinent.

Opining on the huge gap of trained manpower, Dr Narottam Puri, President Medical Strategy and Quality, Fortis Healthcare, said, "There has been a falling demand for medicine as a career, obsolete curriculum further aggravated by pathetic situation of working healthcare professionals. Looking at such dismaying ratio of healthcare professionals, India needs to come up with strategies that will fill this gap and take care of the booming Indian healthcare economy which is slated to become a $75 billion industry by 2012." He also highlighted the need to mainstream nursing and paramedic staff in the system.

Addressing the major issue of manpower constraint, Dr Anbumani Ramadoss, Minister of Health and Family Welfare, Government of India emphasised on the efforts made to tackle the manpower shortage. He stated, "We are in process to recognising post graduate (PG) degrees

from English speaking countries like the United States, United Kingdom, Canada and Australia, apart from doubling the PG pass-out number which at present stands at 12,000." In light of tremendous achievement under the National Rural Health Mission (NRHM), he underlined that the ministry will come up with programmes like National Urban Health Mission, National School Programme and Emergency and Trauma Programmes.

Some other medical educational reforms that the ministry is working on, as highlighted by Dr Ramadoss are parity in DNB and MCI courses, changing the MCI regulations in terms of land requirement of 25 acres at two places within a distance of 15 km. He also highlighted on the policy initiative where private hospitals can tie up with district hospitals and start educational institutions.

The summit was held in New Delhi from15th and 16th December. Express Healthcare was the media partner for the event.

EH News Bureau

DIRECTOR/CEO/COO/Head Business Development MBBS, DHA ,MBA over 16 years experience in health care, medical care & hospital administration.Specialist in helping organisations especially hospitals to improve profitability by fast pace business development,improving processes & systems, enhanced asset utilisation, implementing cost reduction strategies, helping design dashboards for monitoring and reviewing key performance indices of hospital assets and improving service delivery levels.Have adequate experience to run the operations,achieve business development,control cost ,implementing quality systems,get accreditations & manage hospital & healthcare projects.Have prevelidge of working for leaders in healthcare & hospital industry including Sir Gangaram Hospital,Fortis Healthcare & Wockhardt hospitals,Birla Group.PROFILE Professional with medical & management background, having diverse experience in the field of health care industry ranging from managing overall the operations of multispecialty hospital to developing business for the health care organizations. Possess necessary skills for fast pace business development & have strong contacts with medical fraternity. Open to growth in various verticals of Healthcare including Hospitals, Pharmaceutical, Clinical research, Medical Devices or Equipments & Biotechnology. Have excellent leadership skills for managing organisations. A change-agent with proven capacity to identify, analyze and solve complex problems, turning under-performing organizations into profitable business units.An excellent motivator and developer of professional and managerial talent, building teams that achieve results beyond requirements and expectations: faster, better and cheaper. A successful and entrepreneurial P &

L manager &Business Development catalyst.Holds the credential of being involved in health care management at various levels from departmental to overall hospital or managing regional business.

Specialties

Business Development,Improve Profitability,Cost reduction strategies.Improving system & Processes,Getting accreditations,Talent acquisation etc.in Healthcare organisations.

Dr Sandeep Chatrath's Experience

Group Chief Operating Officer (Operations & Strategy)

Metro Hospitals & Heart Institutes

Hospital & Health Care industry

July 2011 – Present (1 year 1 month) New Delhi

**Group Chief Operating Officer (Operations & Strategy)Key Responsibilities-P& L & Business Strategy for the Entire Group.Overall management of 11 Hospitals & 4 Projects.Responsbilities include-Involved in General Administration, Branding & Business Development, Supply Chain & Stores, Human Resource, Engineering Services,Facility Management, Quality Assurance, International Business & Finance.

COO

RUKMANI BIRLA HOSPITAL & RESEARCH INSTITUTE

January 2010 – July 2011 (1 year 7 months)

**COO Rukmani Birla Hospital & Research Institute, Jaipur. It is Part of CK Birla Group which also have following organizations - CMRI & BM Birla Heart in healthcare.Key achievements-• Finalization of the Layouts for the hospital.• Civil work completion according to the approved plans.• Approval of Services tender & plans. Completion of Services works.• Approval of landscaping tender and work allotment.• Business Development. Understanding the market for positioning of products.• Market Research for need & demand analysis. • Liaison with local authorities.• Project PERT Chart, Manpower & Equipment plans finalized. • Getting suitable manpower for Business .Short listed profiles for future recruitment.

• Equipment finalization & procurementAt group level helped in formalising strategic areas for business development both for CMRI and BM Birla Heart Centre.

Director & Regional Business Development

Wockhardt Hospitals

Public Company; 5001-10,000 employees; Pharmaceuticals industry

2008 – 2010 (2 years)

**REGIONAL BUSINESS DEVELOPMENT WOCKHARDT HOSPITALS July 09 to Jan 10.• Business Development for hospitals in the western region including Nashik,Nagpur, Surat, Rajkot and Bhavnagar hospitals. Replicate the success of Nashik hospital, which became a bench mark for business development. • Marketing hospital services and products to general public, doctors, corporate & key opinion leaders. • Relationship building & recruitment of doctors.• Cost Containment was key focus & cost optimization was successfully achieved in various group hospitals .• Performance Improvement in terms of both top line and bottom line improvement. • Clinical as well as Professional development.• Systems Development & Quality management protocol implementation.• Team Building, Training & Development role.

** COO with WOCKHARDT HOSPITALS, Nashik May 2008 –July 2009. Key achievements-• Successfully Commissioned & Launched Nashik hospital, a 200 bedded State of the Art Super Specialty hospital, one of the Most Comprehensive Super Specialty Hospital in Northern Maharashtra. • Business Development was very fast and hospital became the bench mark for the entire group. Wockhardt Nashik hospital became the Fastest Growing Hospital in Wockhardt’s history doing a business of nearly eight Crore in short span of six months.Hospital started exceeding revenue of 2 Crore on monthly basis from 7th month & 3 Crore from 10th month onwards. Empanelled 100 corporate companies & 20 Leading TPA companies with the hospital in its 1st year of operation. Organised more than 25 CME in various districts, started 3 Outside Hospital OPD clinics & 5 Associated Hospitals in first year of Hospital.• Successfully laid down system & processes for professional running of new hospital with emphasis on cost control.

HEAD MEDICAL SERVICES & QUALITY

Fortis Healthcare

Public Company; 10,001+ employees; Hospital & Health Care industry

August 2005 – May 2008 (2 years 10 months)

** MEDICAL ADMINISTRATOR with FORTIS HEALTH CARE, 2005-2008 :During the period worked with Fortis Hospital Noida & Fortis Escorts Hospital, Faridabad.Have Worked as Head of Medical Services & Quality FORTIS HOSPITAL NOIDA-( INTERNATIONAL HOSPITAL). Aug 2005 to Nov 07.Key achievements-• Head of Operations. Achieved good cost control by improving processes & increased profits. • Business Development. Increased top line from 4.5 crore to 6.5 crore in 1 year period.Focused on Business development by increasing patient satisfaction, recruiting new doctors and reaching out to market with specific products.• Making protocols & laying down systems as part of Quality Improvement ,Patient Safety & Risk Management Program. Involved in Quality Accreditation Program for hospital, have relevant experience in ISO,NABH and JCI quality systems. Qualified NABH Assessor & Core member of Fortis Quality Council.As accreditation coordinator steered the NABH accreditation of Fortis Noida. Also was involved in NABH accreditation of Escorts Hospital Delhi, Fortis Jaipur & Mohali Hospitals. Was part of team for responsible for JCI accreditation of Mohali Hospital. Prepared and approved -A) Protocols for various clinical and non clinical dept.B) Quality indicators. C) Various Manuals including Quality manual, Safety manual, Infection control manual etc.Qualified Lead assessor for NABH & ISO 9002 / OSHA Quality Healthcare Systems.

** Worked as Medical Administrator in ESCORTS HOSPITAL, Faridabad from Dec 07 to May 08. Responsible for Medical Administration, Business Development & Quality.Also was part of core team of McKenzie for streamlining operations, Fortis operating systems .

DEPUTY MEDICAL SUPRINTENDENT

Sir Ganga Ram Hospital

Privately Held; 1001-5000 employees; Hospital & Health Care industry

July 1995 – August 2005 (10 years 2 months)

Key achievements-• Business Development for Key Specialties-Nephrology& Dialysis, Gastroenterology, MAS, Liver as well as Kidney transplantation. Hospital became centre of excellence for Renal, Gastro, Transplantation & MAS disciplines. For Organ transplantation, hospital became centre of excellence for organ transplantation for South East Asia.• Overall Business Development –played key role in developing Outreach Program for the hospital by organising more than 200 Camps & CME. Overall In charge of Community health & Outreach Services. Hospital Business grew very well & bed strength more than doubled from

300 beds to 750 beds in the period between 1995 to 2005. Awarded John Hopkins hospital management excellence award for best community work in South East Asia. • Liaison with local, regional & national authorities.• Patient care, medical administration ,quality management & overall general administration of 2nd & 3rd floors which comprise of 200 beds.• Making protocols & laying down systems as part of Quality Improvement ,Patient Safety & Risk Management Program.• Organising various Training & development programs for staff such asWaste Management & Infection Control program.• Dealing with legal and ethical issues in hospital management• Attending management review meeting and taking necessary corrective and preventive actions. Finalising administrative reports & carrying out Internal auditing of various sections of hospital.• Taking daily evening rounds of entire hospital w. r. t medical and general administration. Overall supervision of hospital involving patient care, nursing, house keeping, maintenance, sanitation and security.

Corporate dossier

The doyens of substance

Leaders aren't born. They are made. The very essence of their leadership is that they have to have a vision. It is a vision that they articulate clearly and forcefully on every occasion. They are the rare combination of good managers and leaders. Like good managers, they are people who do things right but as leaders, they go a step further and also do the right thing. What sets them apart is that they are ready to sacrifice their security blankets to take risks, to be ready to work harder than anyone around them to make that vision come true. Their success is the direct outcome of their sheer hard work and smart thinking and of hours, days and nights spent to make the success possible. For them, it is a small price to pay for achieving their goal.

Leadership is a framework for seeing inter-relationships rather than things, for seeing patterns of change rather than static "snapshots." It is a set of general principles - distilled over the course of the twentieth century, spanning fields as diverse as the physical and social sciences, engineering, and management. The preceding decades have applied these tools to understand a wide range of corporate, urban, regional, economic, political, ecological, and even psychological systems. Leadership is a capacity

to define oneself to others in a way that clarifies and expands a vision of the future. By expanding their visions, they include others in their success. It is not they alone who walk the path of achievement. They change people and things around them.

Corporate leaders play an extremely significant role today, in shaping the economic anatomy of a nation. The industrial economy of any country depends upon their role and performance, be it sustained growth of national income, balancing of international trade or payments, meeting the foreign exchange requirements or mitigating national resource disadvantage, the country banks upon them to attend to such national tasks and challenges. They add colossal value to what the world possesses. They help provide products and services that the world populace so much needs. It is them again who provide work opportunity for the teeming millions. It is because of their contributions mainly, that the most significant barometer known as GDP of a nation, finds a strong poise. Every nation needs such corporate leaders, with both strong and good characteristics. These are the people who will guide the country to the future.

Corporate Dossier is a maiden endeavor to briefly present the contributions of the Captains of Industry, to the world.Copyright © 2007 India Inc Communications