Industry analysis on Apollo Hospitals

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INDUSTRY ANALYSIS ON APOLLO HOSPITALS
Service Sector – Healthcare
Submitted By:
Gaurav Singh Rana (13609071)
Neha Chakraborty (13609083)
Shivani Wadhwa(13609151)
Shivika chandel (13609045)
Priya Singh (13609034)
Table of Contents
Topic Page number
Health care industry in India 2
Chairman’s Profile 3-5
Other business units 6-7
Porters five model 8
Suggestions 9
SWOT Analysis 10
Customer Service 11-12
GDP Contribution 13
Statistical data 14-15
Latest Development 16

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Health care Industry in India
In India, the Healthcare system is split into a public sector, a private sector and a wide network of
informal healthcare providers operating together in a large and unregulated network. This
irregularity has caused wide disparities in access, especially in regional and rural distribution of
healthcare infrastructure. Currently, the Indian healthcare sector is valued at Rs.1, 360 (US $34)
billion roughly 6 per cent of GDP. The healthcare business is projected to grow to over Rs.1, 600 (US
$40) billion or 8.5 per cent of GDP by 2012, according to Price Waterhouse Coopers (PwC) report,
'Healthcare in India: Emerging market report 2007'.
The Hospital Industry
Size of the Industry
There would be increase in number of public and
private healthcare facilities which are expected to
propel demand for the industry, accounting for
another US$ 6.7 billion
Geographical
distribution
All the Major Cities like Mumbai, Delhi, Bangalore,
Hyderabad, Pune, Chennai.
Output per annum
Indian healthcare industry comprises of hospitals
and allied sectors which is projected to grow 23 %
per annum to touch US$ 77 billion by 2012
Market
capitalization
The expenses of this industry comprises 5.25% of
the GDP
Some Facts
 India‟s healthcare industry is currently worth Rs 73,000 crore which is roughly 4 percent
of the GDP. The industry is expected to grow at the rate of 13 percent for the next six
years which amounts to an addition of Rs 9,000 crores each year.
 The national average of proportion of households in the middle and higher middle
income group has increased from 14% in 1990 to 20 % in 1999.
 The population to bed ratio in India is 1 bed per 1000, in relation to the WHO norm of 1
bed per 300.
 In India, there exists space for 75000 to 100000 hospital beds.
 Private insurance will drive the healthcare revenues. Considering the rising middle and
higher middle income group we get a conservative estimate of 200 million insurable
lives

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 Over the last five years, there has been an attitudinal change amongst a section of
Indians who are spending more on healthcare. Corporate hospitals mushroomed in the
late eighties. The boom remained short-lived and out of the 22 listed hospital scrips,
most are being trading below par. An increasingly fragmented market, lack of statistics ,
capital intensive operations and a long gestation period are all wise reasons to shy away
from investing in the healthcare industry. Government and trust hospitals dominate the
scene. Many of the trust hospitals suffer from poor management. Good corporate
hospitals are still too few to amount to a critical mass.
Factors affecting Corporate in Health care Sector
Recognition Industry: In the mid 80‟s, the healthcare sector was recognized as an industry.
Hence it became possible to get long term funding from the Financial Institutions. The
government also reduced the import duty on medical equipment‟s and technology, thus
opening up the sector. Since the National Health Policy (the policy‟s main objective was
„Health For All‟ by the Year 2000) was approved in 1983, little has been done to update or
amend the policy even as the country changes and the new health problems arise from
ecological degradation. The focus has been on epidemiological profile of the medical care
and not on comprehensive healthcare.
Socio-economic changes: The rise of literacy rate , higher levels of income and increasing
awareness through deep penetration of media channels, contributed to greater attention
being paid to health. With the rise in the system of nuclear families, it became necessary for
regular health check-ups and increase in health expenses for the bread-earner of the family.
Brand Development: Many family run business houses, have set-up charity hospitals. By
lending their name to the hospital, they develop a good image in the markets which further
improves the brand image of products from their other businesses.
Extension to related business: Some pharmaceutical companies like Wockhardt and Max
India, have ventured into this sector as it is a direct extension to their line of business.
Opening of the Insurance Sector: In India, approx. 60% of the total health expenditure
comes from self paid category as against governments contribution of 25-30 %. A majority of
private hospitals are expensive for a normal middle class family. The opening up of the
insurance sector to private players is expected to give a shot in the arms of the healthcare
industry. Health Insurance will make healthcare affordable to a large number of people.
Currently, in India only 2 million people ( 0.2 % of total population of 1 billion), are covered
under Mediclaim, whereas in developed nations like USA about 75 % of the total population
are covered under some insurance scheme. General Insurance Company, has never
aggressively marketed health insurance. Moreover, GIC takes upto 6 months to process a
claim and reimburses customers after they have paid for treatment out of their own
pockets. This will give a great advantage to private players like Cigna which is planning to

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launch Smart Cards that can be used in hospitals, patient guidance facilities, travel
insurance, etc.
Some players
Fortis Healthcare
Fortis is the late Ranbaxy‟s Parvinder Singh‟s privately owned company. The company is a
250 crore, 200 bed cardiac hospital, located in the town of Mohali. The company also has 12
cardiac and information centers in and around the town, to arrange travel and stay for
patients and family. The company has plans of increasing the capacity to around 375 beds
and also plans to tie up with an overseas partner.
Max India
After selling of his stake in Hutchison Max Telecom, Analjit Singh has decided to invest
around 200 crores, for setting up worldclass healthcare services in India. Max India plans a
three tier structure of medical services – Max Consultation and Diagnostic Clinics, MaxMed,
a 150 bed multispeciality hospital and Max General, a 400 bed hospital. The company has
already tied up with Harvard Medical International, to undertake clinical trials for drugs,
under research abroad and setting up of Max University, for education and research.
Escorts
EHIRC located in New Delhi has more than 220 beds. The hospital has a total 77 Critical Care
beds to provide intensive care to patients after surgery or angioplasty, emergency
admissions or other patients needing highly specialized management including
Telecardiology (ECG transmission through telephone). The EHIRC is unique in the field of
Preventive Cardiology with a fully developed programme of Monitored Exercise, Yoga and
Meditation for Life style management.
Chairman Profile
Dr. Prathap C Reddy, Chairman Apollo Hospitals Group
His dream is to make India the Healthcare Destination of the World.

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Two decades ago, Dr. Reddy lost a patient who couldn't make it to Texas for an open heart
surgery. This was the milestone in the Indian Healthcare Industry. Today people have the
opportunity in India to receive the best that healthcare has to offer worldwide.
Driven by a deep urge to create world-class medical infrastructure in India and make it more
accessible and affordable to a large cross section of our people, Dr. Prathap Reddy opted to
give up his successful practice in the US to return to India in the early eighties.
Thus, Dr. Reddy began what was truly the process of revolutionizing the path of the Indian
Healthcare Industry. Undeterred by initial constraints Dr. Reddy succeeded in setting up the
first center of the Apollo Hospitals Group in Chennai in 1983.
Apollo Hospitals Enterprise Limited
Apollo Hospitals Enterprise Limited (AHEL) is a leading private sector healthcare provider in
Asia. It was incorporated as a Public Limited Company in the year 1979, a comprehensive 250-bed
hospital with an emphasis on speciality and super specialties in over fifty departments at Chennai.
Dr. Prathap C Reddy promoted it. Apollo Hospitals Enterprise Limited (AHEL) owns and operates a
network of leading primary, secondary and tertiary hospitals and clinics across India. The Company
also has a pan India footprint of 873 standalone pharmacies. The Apollo Hospitals group today
includes over 7500 beds across 43 hospitals in India and overseas, neighbourhood diagnostic clinics,
an extensive chain of Apollo Pharmacies, medical BPO and health insurance services and clinical
research divisions that are working on the cutting edge of medical science.
Apollo Hospitals Enterprise Limited has over 8065 beds across 46 hospitals in India, rest of Asia and
Africa. The hospitals are multi specialty tertiary care facilities with centres-of-excellence in medical
disciplines including cardiology, cardio-thoracic surgery, gastroenterology, orthopedics & joint
replacement surgery, neurology, critical care medicine, nephrology, oncology, hand & micro surgery
and reproductive medicine.
In India, Apollo hospitals can be grouped into the following categories based on their stage of
maturity and occupancy levels: Mature hospitals at Chennai, Hyderabad, Madurai, Bilaspur, Mysore,
and Visakhapatnam have occupancy levels exceeding 75%. New hospitals at Bangalore, Ahmedabad,
have occupancy levels of 60%. Two Hospitals were commissioned during the year, Apollo Loga
Hospital at Karur, Tamil Nadu, having 70 beds and a Hospital at Karim Nagar, Andhra Pradesh with
120 beds. As per the Accounting Standard 17 issued by The Institute of Chartered Accountants of
India, AHEL has two reportable segments, healthcare services and Standalone Pharmacies,
Healthcare services segment comprises hospitals, hospital -based pharmacies and Consultancy
Division. The other segment comprises standalone pharmacies.
Apollo group of hospitals
Driven by its line of being the “architect of healthcare” in India, the Apollo Hospitals Group,
comprising of one of the largest networks of 26 hospitals, 10 clinics and over 10,000 employees
across the country, represents the changing face of healthcare in India contemporary and

corporatized. It has been the first private company to administer health insurance in the country and
Indraprastha Apollo Hospital in Delhi is the fourth largest corporate hospital in the world.
The Apollo group is India‟s first corporate hospital, the first to set-up hospital outside the country
and the first to attract foreign investment. With 2600 beds, Apollo is one of Asia‟s largest healthcare
players. The recent merger between its 3 group companies, Indian Hospitals Corporation Ltd.,
Deccan hospitals Corporation Limited and Om Sindoori Hospitals Limited, will help the group raise
money at a better rate and by consolidating inventory, it will save around 10% of the material cost.
The group is planning to invest Rs. 2000 crore , to bulid around 15 new hospitals, in India, Sri Lanka,
Nepal and Malaysia.
Apollo claims to maintain the best of medical standards with a record of over 7.4 million treated
patients, 3,15,000 preventive health checks done, 98.5 percent success rate in 45,000 cardiac
surgeries, etc. And helping the company maintain a balance between the corporate culture and
rigorous medical excellence is recognition of IT as intrinsic to every process, whether it is day -to-day
running of hospitals, education or telemedicine.
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The hospital today boasts of an integrated HIS, which provides for end-to-end integration of the
various processes and functional areas within the hospital to make for a seamless workflow. The
work processes hospital are primarily divided into two areas the patient (comprising of in-patient
and out-patient) and the non-patient all the back-end departments like housekeeping, engineering,
finance, materials, purchase and HRD.
Other Business units
Apollo Global Project consultancy
Apollo offers project and operations management consultancy services with the support of
operational and functional specialists. The pre & post commissioning consultancy services
include feasibility studies, strategic planning, infrastructure consultation, human resource
recruitment, training and medical equipment consultancy, management contracts,
establishment of medical and administrative protocols etc.
Apollo Health and Lifestyle Limited
Apollo Health and Lifestyle Limited, has established over 100 Apollo Clinics across the country, is
an integrated model and offers facilities for specialist consultations, diagnostics, preventive
health checks and 24-hour Pharmacy, all under one roof.
Apollo Pharmacy
Apollo Pharmacy is India's first and largest branded pharmacy network; with over 750 retail
outlets in key locations across the country. The group adds one pharmacy every 23 hours.
Apollo Hospitals Education and Research Foundation

AHERF was set up to establish, maintain and support educational institutions in promoting
medical, paramedical and hospital management courses. The Institute offers over 18 post
graduate teaching programmes, including ones certified by the Royal College of Edinburgh.
MedVarsity Online Limited is backed by two giants; Apollo in medicine and NIIT Limited in the
field of electronic-education. MedVarsity has developed in-house, over 1500 hours of medical
content that is accessible to the medical community, anytime and anywhere. The research
division currently undertakes diverse projects from clinical trials in multiple locations to
molecular biology, stem cell transplants, epidemiological studies, and in the future identification
of genetic Biomarkers.
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Apollo Insurance Company limited
Apollo DKV is a joint venture of the Apollo Hospitals Group and DKV AG, Europe's largest private
health insurer and a Munich Re Group company. The company offers innovative health
insurance, wellness solutions and disease management to meet customer needs.
Apollo wellness plus
Apollo Hospitals launched the first Wellness Centre at Apollo Hospitals Chennai in Feb 2005.
Wellness Plus is the perfect blend of modern and complementary medicine like aromatherapy,
pranic healing, yoga, and meditation that fits the modern lifestyle.
Apollo Pharmacy
Apollo Pharmacy operates round the clock catering to all your medicine needs.
Café Apollo
Café Apollo is a sit down dining facility of the hospital. It offers a wide selection of snacks and a
variety of meals.
Apollo Food Plaza
There is food facility located in the atrium of the hospital serving a delightful array of delicacies.
Timings : 8.00am - 9:00pm
Fast Food Cafe
For the convenience of ICU attendants there is a 24 hours cafe in the ICU lobby.
Gift Shop
The Gift Shop carries a wide range of gifts including Confectionery, Cards, Books, Newspapers,
Magazines and other novelties.
Bank Facilities

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The Oriental Bank of Commerce The Indraprastha Apollo Branch of the Oriental Bank of
Commerce is located at one of the Gates.
Bank Hours
Monday to Friday : 10:00am - 2:00pm
Saturday : 10:00am - 12:00pm
The bank remains closed on Sundays and National Holidays.
Porter’s Five force model for Industry Analysis
Threat of new Entrant
 entry ease/barriers
 geographical factors
 incumbents resistance
 new entrant strategy
 routes to market
Supplier Power
1. brand reputation
2. geographical
coverage
3. product/service
level quality
Buying Power
 buyers size/number
 change cost/frequency
 product/service
importance
 volumes, JIT scheduling
Competitive Rivalry
 number and size of firms
 industry size and trends
 fixed v variable cost
bases
 product/service ranges
Product and Technology
Development
 alternatives price/quality
 market distribution
changes
 fashion and trends
 legislative effects

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Business strategy
Apollo‟s business model has been a successful as it is able to generate profit even in the face of
being capital intensive in nature. Our mission is to continuously keep improving the quality of
healthcare services provided to the communities we serve and strive to bring healthcare
services of international standards within the reach of every individual. At the same time, we
seek to generate strong financial performance and appropriate returns to our investors through
disciplined and balanced execution of a comprehensive business strategy that reinforces both
quality of care and financial strength. We seek to further strengthen our position as a leading
healthcare service company by successfully differentiating our service offerings and increasing
the scale of operations. We would be looking to dominate the healthcare space by increasing
bed strength in the cities where we are already present in addition to commissioning of new
hospitals in Tier 2 and Tier 3 cities through the “Reach initiative”. The Reach model is expected
to be a “no-frills” model, providing cost-effective quality healthcare. The facilities shall be of the
level of higher secondary and acute care, capable of developing into a tertiary care centre. Each
facility will be conceptualized to cater to the shortage in nursing infrastructure in the country,
by providing for nursing colleges. Leverage our intellectual property and domain knowledge to
create “Centres of Excellence” of high-end medical care services at the new and existing
facilities. Share best practices across all the locations to enable increase occupancies at newly
launched hospitals.
Improve asset utilization across all the hospitals. We have also made significant investment in
our human capital to meet both our in-house needs and our consultancy services business
through the establishment of nursing schools and colleges and hospital administration colleges.
Growth in Standalone Pharmacies revenues would be driven by new store rollouts as well as
maturity of existing stores. We also believe that growth can also be achieved as we add new
service lines in our existing markets, invest in new technologies desired by physicians and
patients, and demonstrate the quality of the care provided in our facilities. Given the non-availability
of adequate health care facilities in most parts of India, we believe that high-growth
opportunities remain in our existing markets as well as new geographies that we are seeking to
enter.
Some suggestions for improving the positions of the Apollo
Hospitals
1. The general perception that large hospitals, with high bed-occupancy rate, are
profitable, is misleading. Global experience shows that hospital with more than 250 beds
don‟t do well. Many Indian hospitals are following the US healthcare industry, by

decreasing the average length of stay of patients and increasing patient turnover. US
research shows that 80% of the revenues form a patient comes in the first 72 hours
post- admission. Hospitals generate a lot of revenues from General Inspection, because
the patient turnover is very high. A large percent of revenues come from specialized
services like operations and surgeries. It is because of these reasons that many
corporates are planning for a small 100 beds specialized hospitals, which caters to
specific diseases like cardiac, cosmetic surgery, neurology etc. Research shows that
there exist a lot of space for super-specialized hospitals with 100-150 beds, which
generate revenues equivalent to large 500 bed general hospital. Typically large hospitals
with approximately 500 bed capacity takes about 9-10 years to break even whereas
super-specialty hospitals with about 100 beds take about 6-7 years to break even.
Therefore, going in for super-speciality hospitals seems to be a more viable option
today.
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2. Hospitals could also generate revenues from medicines if they are supplying them in-house.
Some hospitals make it mandatory for the patients to buy medicines from the
hospital‟s chemist shop. A margin of 15-20 % can be charged for such medicinal
supplies. Though many hospitals run by Trusts do not earn this way, but new entrants or
corporates for whom private healthcare sector is a direct extension of their line of
business ( eg. Pharma companies), can generate good returns from medicine supply.
3. Health Plan packages can be provided by hospitals to family and corporate. For example
Family Health Plan Services (FHP), a subsidiary of Apollo Hospitals does health
management of employees of its clients.With a wide net work of Hospitals and
Healthcare providers countrywide, and a tie -up with General Insurance Corporation of
India, FHP offers a range of services to employees and dependants, such as Preventive
Healthcare, Corporate Counseling, welfare Programmes, Claims Administration, Patient -
care Coordination and so on. So FHP's healthcare packages, optimize the benefits while
keeping the cost under control.
4. Apart from preventive healthcare, stress management programs could be provided. For
example „Effective Stress Management Programme‟ offered by Wockhardt Hosp ital.
This programme provides a medical perspective of stress and is conducted by a medical
professional. The programme includes a series of one-to-one sessions, with a clinical
Psychologist highlighting the factors responsible for inducing stress, and the
methodologies, which can be adopted to cope with this phenomenon practically.
5. Hospitals can become integrated healthcare systems i.e. when medicines, food services,
laundry and linen etc will become "purchased" services. These third-party operations
will increase the profit margins.

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6. Mergers could be used for synergy of skills - i.e. to help the merged organisations
benefit from one another's individual strengths by applying them across the board. It
also helps them to make joint investments in branding or information technology and
also to react effectively to the changed market forces. Alternatively hospitals can go in
for Group Purchases, as in USA. The buying power of large GPOs in USA like Premier,
VHA / UHC and AmeriNet gives them the clout to exert price pressure on suppliers,
particularly for products in lower demand. And as GPOs have consolidated,
manufacturers have offered bigger discounts to hang on to their contracts. So there
exists a lot of supply management opportunity, which will affect spending productivity.
SWOT Analysis
Strengths
 Provides end to end services to the
patients
 All hospitals equipped with the well
maintained pharmacy where it has got
unique advantage compared to
competitors.
 Best technology & resources to deliver
quality services
 Good infrastructure and quality
resources
Weakness
 It has added 297 stand-alone
pharmacies during the year, since most
of the pharmacies are in the incubation
stage which can depress the margin.
 High attrition rate among the nursing
workforce to western countries and
competitors due to high salaries and
perks being offered requires higher
investment for providing requires
training to keep the quality services.
Opportunities
 In India every 1000 persons 1.1 beds are
available. An investment of Rs.3480
billion is required
 Booming Medical Tourism: Increasing
number of medical tourists.
 In India every 1000 persons 0.3 doctors
0.8 nurses are available.
Threats
 Medical Equipment accounts 40-45 % of
the total expenditure in hospitals
constant investment in new healthcare
care devices i.e. in upgrading the
technology.
 US is trying to provide health care
services in low cost as per new
president plan Obama care, this may
reduce revenue.
Why Customer Service Matters in the Healthcare Industry?
The importance of customer service is a given in business, where companies such as Zappos and
Southwest Airlines have built their success and reputations on the concept of delivering an
outstanding customer experience. Yet traditionally, this philosophy unfortunately has not translated
to healthcare, and more specifically, hospitals or health systems. This is especially unfortunate

because hospital “customers” are very different than those in any other industry for one important
reason—they don’t want to be there. The experience is scary, confusing, and they often feel as
though no one understands them. Yet often these same patients are made to feel that because
healthcare is a necessity rather than a luxury; they aren’t entitled to a superior patient experience.
And this is probably the biggest mistake our industry makes.
In fact, the focus on the customer/patient should be the most important thing in healthcare—and it
can be a real differentiator for hospitals. But for many hospitals, patient experience is about making
and keeping patients happy, which misses the point completely because patient experience is also
about a hospital’s philosophy about the delivery of care. Yet too many doctors spend hours
improving their medical knowledge, without thinking about improving their approach to patient
care.
Customers in any other industry get to vote with their wallets. If they don’t like the service at a
restaurant, they don’t go back. If they have a bad experience ordering online from one company,
they’ll just use another company the next time. The hospital industry hasn’t had that same type of
pressure before, but things are changing, especially as we prepare for a new world of healthcare
service outlined by the Affordable Care Act. The Medicare-required, 27- question Hospital Consumer
Assessment of Healthcare Providers and Systems (HCAHPS) survey asks patients about such things as
communication with doctors, communication with nurses, responsiveness of hospital staff, and
communication about medicines. And the implications of that survey are financial and they are real:
beginning this year, nearly $1 billion of Medicare reimbursements are contingent upon the results of
the survey, as well as data on the quality of care publicly available online. That trend is expected to
continue into the private sector as well.
Many in the healthcare industry are already recognizing the financial benefits of focusing on an
excellent patient experience. According to a survey from Health Leaders, 36 percent of
respondents—senior hospital leadership, doctors, and nurses— cite improving HCAHPS scores as the
main goal of patient experience efforts.
But what’s in it for the patient? What does great customer service in a hospital actually look like?
The answer really isn’t that different than for any other industry. It all boils down to two concepts:
attention and communication. Yes, that probably seems incredibly simple, but the truth is that too
many patients are going through sometimes life-changing medical procedures in hospitals without
those two basic needs—and rights—being met.
Being in the hospital can be a scary time. It’s an unfamiliar environment where there are sometimes
more questions than answers. Patients are woken up every few hours to have their vitals taken or be
given medication—all with a stranger in the bed next to theirs (unless they’re one of the few who
can afford a private room). In short, it’s an experience—from the doctors to nurses to food to
medication. And it’s one that needs to be communicated, soup to nuts, before the patient ever steps
through the door. As “paying customers”, it’s what we all deserve.
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Whether there are 50 or 500 patients in a hospital, it is a patient’s right to feel as though he or she is
the only one there. This means attention from doctors and nurses at all feasible times, time to
understand what each medication treats and any possible side effects, and, most important, what to
do after discharge.
Customer service in the healthcare industry is an idea whose time has come—and it deserves serious
attention. Given the impending changes brought on by the Affordable Care Act, the patient
experience is going to likely be more important to hospitals than ever before. Unfortunately,
patients are already so disillusioned with the hospital system that they believe they shouldn’t expect
the same superior customer service there that so many other companies proudly proclaim. But
nothing could be further from the truth—customer service is something our patients should
demand. It’s up to us to deliver it so we not only deliver the best possible care, but so that in return
we are given something that every business covets: satisfied and repeat customers.
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GDP Contribution
The health industry has emerged as one of the most challenging sectors as well as one of the largest
service sector industries in India with an estimated revenue of UA$35 billion; it constitutes 5.2% of
India’s GDP and employs 4 million people. The Indian health industry is expected to grow at 15% per
annum to US$78.6, reaching 6.1% of GDP and employing 9 million people by 2012.
Recognizing the significant potential and challenges in the health sector, the government has
prioritized it in the Eleventh Five Year Plan. The private sector plays a significant role by contributing
4.3% of GDP and 80% share of healthcare provision. However, deficiencies persist with respect to
access, affordability, efficiency, quality and effectiveness, despite the high level of overall private
and public expenditure on health.
In order to be comparable with the healthcare parameters of other developing countries, India’s
healthcare sector faces many challenges. For example, to reach a ratio of two beds per 1000
population by 2025, an additional 177 billion beds will be required which willl need a total
investment of US$86 billion. There is an acute shortage of doctors, nurses, technicians and
healthcare administrators and an additional 0.7 million doctors are needed to reach a doctor
population ratio of 1:1000 by 2025. Although the health insurance sector is projected to grow to
US$3.8 billion in collected premiums by 2012 from the annual collected premium of US$711 million
in 2006, there is a dismal health insurance penetration rate; at present only 2% of the total
population is insured.
For the desired changes and a healthy growth of the healthcare sector, a well -defined partnership
between the government and the private sector is essential.
The Health Services Committee has been pivotal in facilitating interaction among stakeholders to
jointly work towards Health Services reforms and provision of ‘Quality Healthcare to All’, a
fundamental right of each Indian citizen. In view of the inadequate healthcare infrastructure, human
resource, regulations and quality, the Committee has submitted recommendations to the
Government from time to time.

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Objectives
 Provide recommendations for policy change and regulatory reforms
 Promote and disseminate information on Quality Assurance Mechanism
 Facilitate streamlining of sectoral issues amongst stakeholders
 Develop white papers on relevant issues with stakeholder consultation
 Provide Networking and collaboration Platform
Statistical Data
Ran
k
2004-
05
2005-
06
2006-
07
2007-
08
2008-
09
2009-
10
2010-
11
1 Apollo Hospitals Enterprise Ltd. 29.96 27.92 26.7 23.64 21.66 21.21 23.49
2 Indraprastha Medical Corpn. Ltd. 9.47 8.55 7.36 6.64 5.83 4.95 4.4
3 Max Healthcare Institute Ltd. 1.73 2.35 3.62 3.79 3.26 3.09 3.1
4 Quality Care India Ltd. 4.9 4.74 4.63 4.09 3.55 3.02 2.84
5 Fortis Healthcare Ltd. 2.92 3.91 3.72 3.2 2.51 2.38 2.54
6 S R L Ltd. 2.37 2.32 1.93 2.02 1.93 2.25
7 Apollo Gleneagles Hospitals Ltd. 3.35 3.18 2.89 2.37 2.1 1.97 2.22
8 Amri Hospitals Ltd. 0.88 0.76 0.68 2.23 2.14 2.14
9 Sterling Addlife India Ltd. 1.84 1.59 1.73 2.01
10 S R L Diagnostics Pvt. Ltd. 2.1 2.37 2.26 1.96
11 Wockhardt Hospitals Ltd. 5.94 6.26 7.09 7.53 6.48 4.7 1.78
12 International Hospital Ltd. 0.67 1.92 2 1.77 1.45 1.48 1.78
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Kovai Medical Center & Hospital
Ltd. 2.33 2.3 2.17 1.53 1.64 1.51 1.76
14 Miot Hospitals Ltd. 1.86 1.82 1.87 1.68 1.76 1.65 1.64
15 Artemis Medicare Services Ltd. 0.38 1.15 1.46 1.56
16
Malabar Institute Of Medical
Sciences Ltd. 1.32 1.18 1.1 0.98 0.91 0.95 1.37
17 Fortis Hospitals Ltd. 1.53 1.33
18 Sahyadri Hospitals Ltd. 0.12 0.21 0.65 1.12 1.01 1.04 1.31
19 Kims Health Care Mgmt. Ltd. 1.15 1.56 1.67 1.53 1.33 1.18 1.29
20
Krishna Institute Of Medical
Sciences 1.77 1.71 1.46 1.26
21 Mandke Foundation 0.14 1.4 1.21
22
Escorts Heart & Super Speciality
Hospital Ltd. 0.01 0.44 0.74 1.18
23
Asian Heart Institute & Research
Centre Pvt. Ltd. 1.79 2.58 1.76 1.27 1.32 1.15
24 Shalby Ltd. 0.36 0.51 0.52 0.37 1.09 1.17 1.01
25 Kailash Health Care Ltd. 1.37 1.29 1.16 1
26 Breach Candy Hospital Trust 3.35 2.85 2.38 1.75 1.34 1.15 0.99
27 Aditya Birla Health Services Ltd. 0.1 0.5 0.72 0.78 0.91
28 Pulikkal Medical Foundation 1.8 1.66 1.71 1.31 0.99 0.9 0.91
29 Jaypee Development Corpn. Ltd. 0.77 0.91
30 Billroth Hospitals Ltd. 0.33 0.33 0.34 0.67 0.72 0.89 0.9
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Imperial Hospital & Research
Centre Ltd. 0.5 0.86 0.78 0.89
32 Rama Medicares Ltd. 0 0.07 0.12 0.15 0.29 0.41 0.86
33 Fortis Malar Hospitals Ltd. 0.68 0.6 0.51 0.39 0.49 0.75 0.84

15
Investments : Health
Services Industry
2010-11 to 2015-16
Year Value of projects commissioned Capacity addition
Rs. million Beds
2010-11 29,022.10 8,010.00
2011-12 47,491.80 8,783.00
2012-13 45,339.90 10,471.00
2013-14 53,042.80 17,142.00
2014-15 1,03,520.70 20,539.00
2015-16 1,05,612.00 14,135.00

16
Latest Developments
Health services industry’s capacity to increase by 11,900 beds during 2015-16
Aggregate net sales of health services industry rise by 12.6% y-o-y in December 2013
quarter
Union Budget 2014-15: Arun Jaitley announces to set up 4 new AIIMS-like
institutions
Health care industry on a capex spree Projects worth Rs.206.8 billion to come up
during 2013-15

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Industry analysis on Apollo Hospitals