BUSINESS HEAD - SOUTH ASIA(PCS),GROWTH AND OPPORTUNITYDRIVER, DIGITALHEALTHCARE,GE HEALTHCARE
21 SUSTAINABILITYIN MEDTECH: A RESPONSIBILITY BEYOND INNOVATION MEDTECH
32 POLICY APPROACHES FOR INDIA’S PUBLIC HEALTH SECTOR PUBLIC HEALTH
34 NURSES OFTHE FUTURE: EMPOWERED, EQUIPPED AND READYTO LEAD HR
Regd.With RNI No.MAHENG/2007/22045.Postal Regd.No.MCS/162/2025 - 27.Printed and Published byVaidehi 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 Mafatlal Centre,7th floor,Ramnath Goenka Marg,Nariman Point,Mumbai 400021.
Recent reports that Apollo Hospitals is looking to divest Apollo Cradle and Children's Hospital (ACCHL), its chain of mother and child care hospitals, have surprised observers. With investors vying for a piece of pretty much any segment of India's healthcare ecosystem, why would the largest player walk away from one of the most lucrative parts of the healthcare delivery ecosystem? The mother and childcare market is reportedly valued at Rs 30,000 crore. Especially a segment that evokes so much emotional appeal?
But the Group has perhaps decided to put emotions aside and step away. And the segment may not be as easy to crack. Apollo Cradle's numbers are not as healthy as the group's other segments. Apollo Cradle reported a net loss of Rs 17 lakh in FY24, with some reports calling out relatively low daily patient footfalls (~5 per day per unit (on average).
A gross Average Revenue Per Patient (ARPP) at Rs 1.05 lakh, puts it at the premium end of the scale, probably explaining the lower than expected daily footfalls but sacrificing volumes for values will only go so far.
Competition is heating up from other contenders in the mother and child care market too, like Rainbow Children's Medicare, Motherhood Hospitals, and Cloudnine Hospitals. Private Equity players are backing a consolidation in this sphere too. Apollo Hospitals might have decided to check investor interest as the sale would allow the group to double down on its core healthcare delivery assets.
And the Apollo Group seems to have chosen the right time to make such a strategic pivot. India's healthcare sector, as part of the overall Asia region, continues to attract investor attention. Most recently, Quadria Capital, a healthcare-focused PE firm, exceeded its original US$800 million target and closed its Fund III at US$1.07 billion, despite a challenging fundraising environment, highlighting strong global and Asian investor confidence in healthcare opportunities across India and Southeast Asia.
A recent BCG report, titled, The Unmissable Asia Healthcare Opportunity, points out that new models of distributed care, specialised care, and value-based HC are already emerging and will consolidate. The report also highlights a few broad trends; within health
Apollo Hospitals' parting with Apollo Cradle could be seen as a sign of the maturing mindset of India's healthcare promoters,who now seem ready to take smart unemotional decisions if it benefits the larger group and gets the right price
services, mid-market single-specialty players such as ophthalmology or IVF centers-catering to niche high-demand treatments and elderly care services-will drive future growth. Quadria Capital's [ast investments, NephroPlus (which claims to be Asia's largest dialysis chain), and Maxivision (a leading eye care chain in India) are good examples of this trend.
Similarly, the rise of digital health platforms from e-pharmacies to employee wellness programs presents a strong investment case as patients increasingly seek more convenient, tech-enabled HC options.
Tracxn.com's India Pharma & Healthcare Funding Tracker for May 2025 too reveals a major recovery in funding activity. Total funding reached $254.7 million across 10 rounds, representing a 462.36 per cent increase from April 2025 and a 44.20 per cent rise from the same month last year. While seed-stage funding dominated with 61.9 per cent of total funding, early-stage funding contributed 18.0 per cent, while late-stage funding comprised 20.1per cent of the total. The largest deal in May was PB Healthcare (secured funding of $156 million) followed by Vetic ($26.2 million), Pharmazz ($25.0M), CureBay ($21.0M), The Good Bug ($11.9M), DentCare ($10.6M).
However the BCG report also points out that despite being home to 60 per cent of the global population, Asia accounts for only 22 per cent of global healthcare spending, with chronic conditions such as diabetes and cancer disproportionately affecting the region. Thus the opportunity is immense, with foreign direct investment (FDI) in healthcare doubling since 2008, and the APAC healthcare market expected to reach ~$5 trillion by 2030, contributing 40 per cent to global healthcare sector growth.
Apollo Hospitals' parting with Apollo Cradle could be seen as a sign of the maturing mindset of India's healthcare promoters, who now seem ready to take smart unemotional decisions if it benefits the larger group and gets the right price. Will we see more such deals in the pipeline?
Affordable and accessible earlydetection should be a realityfor millions
Rizma banu, Co-founder,Atom360,explains the concerns of oral cancer detection and how AI improves the scope of diagnostics,bridging gaps.Banu also highlights the role of Berry.care as an oral cancer detection solution in an interview with Kavita Jani
What is the role and scope of AI in diagnostics and screening?
Artificial Intelligence (AI) is transforming diagnostics and screening by enabling early detection, remote access, and high accuracy at scale. In healthcare, especially public health, this has the potential to save millions of lives. AIpowered tools can analyse medical images, patient data, and clinical trends much faster and more consistently than manual methods, drastically reducing human error. In diagnostics, this means quicker triaging and fewer missed cases; in screening, it translates to expanded reach, especially in underserved regions.
One of AI’s most transformative roles lies in democratising healthcare, bridging the gap between specialist knowledge and grassroots access. For instance, a frontline health worker using an AI tool on a smartphone can identify highrisk conditions and refer patients for timely treatment, closing the loop between detection and care. It is especially useful for diseases where early visual symptoms exist, like oral, skin, and cervical cancers—where AIdriven image analysis can be extremely effective.
In the Indian context, where diseases like oral cancer remain underscreened due to a shortage of specialists and late presentation of symptoms, AI can be a game-changer. It brings real-time analysis, remote triaging, and consistent quality control, making mass-scale screening
feasible for the first time.
Globally, AI in diagnostics is moving toward regulatory maturity with many countries now accepting AI-based software as medical devices. With proper validation and compliance, these tools are set to become indispensable for public health.
AI is not a replacement for doctors but as an enabler that empowers health systems to scale early detection programs efficiently— catching diseases earlier, improving outcomes, and optimising costs. As the health burden of NCDs grows, AI offers an intelligent, scalable solution that blends precision with accessibility.
What gaps exist within the healthcare ecosystem, especially concerning oral cancer detection?
Oral cancer is among the most prevalent and deadliest
cancers in India, claiming more than 10 lives every hour. Despite this, awareness and access to early screening remain extremely limited. Most cases are detected only in the advanced stages, when treatment is difficult, expensive, and often ineffective.
The first major gap is access. While India has worldclass oncologists, their reach is limited, and most people don’t have access to them in time. Visual oral cancer screening requires trained eyes, yet frontline workers are not empowered with the tools to screen effectively on their own. Infrastructure is heavily urban-centric, and regular dental checkups are not part of any routine public health programs.
Second, awareness and compliance are low. Most individuals in high-risk categories, such as tobacco
and alcohol users, are not regularly screened. Cultural stigma, misinformation, and logistical barriers (travel, cost, time off work) further suppress early detection efforts.
Third, existing screening tools are expensive or impractical. Techniques like VELscope and ViziLite require special hardware and training, which makes them unscalable. Government screening programs rely on manual visual inspection, which is not consistent or reliable across geographies.
Finally, there is a lack of robust data capture and tracking. Screening efforts are often fragmented, making follow-up, analysis, and referrals difficult.
By using AI to power screening on smartphones, our solution, Berry.care, enables anyone—from frontline health workers to NGOs—to screen accurately and at scale. It reduces reliance on experts, improves early detection, and integrates into digital health systems for better continuity of care. In essence, we’re closing the gap between where people live and where care traditionally exists.
How does Atom360 aim to bridge gaps with its AIbased oral cancer detection solution? How does your system compare to traditional methods of oral cancer detection?
Atom360 bridges these systemic gaps through its flagship product Berry.care, a smartphone-based AIpowered platform that enables early detection of oral
potentially malignant disorders. Our patented solution uses cutting-edge computer vision and deep learning to analyse intraoral images and identify precancerous or cancerous lesions with 96 per cent accuracy.
Unlike traditional tools that require physical hardware and expert interpretation, Berry.care works on any smartphone with a 5MP camera. This makes it infinitely more scalable and deployable by non-specialists such as community health workers, NGO volunteers, or even ASHA workers.
It reduces dependence on specialist infrastructure and allows real-time, point-of-care decision-making.
Berry.care can be used in community camps, mobile vans, door-to-door visits, or in outpatient departments. Our system provides a full workflow—from image capture to AI screening, reporting, referral guidance, and even optional doctor verification through our companion app, Berry.doctor. By eliminating the need for expensive hardware or expert presence, Berry.care allows decentralised screening at a cost less than the cost of a cigarette packet. We intend to reduce cancer screening costs drastically(as low as ?15 at scale), improve speed, and increase coverage, especially in areas with limited health infrastructure. We bridge the critical last-mile gap by placing reliable screening tools directly into the hands of those who need them most.
Our mission is to make
DIAGNOSTICS
affordable and accessible early detection a reality for millions.
Can you walk us through the typical workflow from image capture to diagnosis, referral, and treatment pathways? What metrics are used to track the success of deployments—screening volume, early detection rates, cost savings, etc.? Our screening workflow is streamlined for scale, simplicity, and speed. It follows these steps:
1. Image capture: The Health worker (or participant who screens) enters patient details into the Berry.care app and captures 10 guided images of the oral cavity. The app has a Snapchat-style overlay and built-in image quality checker to ensure accuracy.
2. AI screening: The app’s AI algorithm processes the photos in real-time to detect potentially malignant or cancerous lesions.
3. Result and report: The app instantly generates a report flagging a suspicious lesion found. If suspected, it advises the individual to seek a clinical follow-up.
4. Doctor review (optional): If the implementing partner wants, they can route flagged cases to their doctors via our Berry.doctor platform, where specialists can remotely review and annotate cases.
5. Referral pathway: Patients are guided to nearby cancer hospitals or clinics for followup tests and treatment. Our partners (hospitals or NGOs) usually handle this step.
6. Data logging and feedback: All screenings are stored for analysis. Berry.care also supports offline mode— syncing data once connected to the internet.
Metrics we track include:
◆ Number of screenings performed
◆ Positive cases identified (167+ to date)
◆ AI Accuracy (96 per cent)
◆ Geographical and demographic data coverage
◆ Habit-related risk assessment
These metrics help us evaluate performance, improve AI accuracy, and
measure real-world impact.
To date, we have screened over 3,000 individuals, flagged 167 suspected positive cases, and are currently running a 20,000-person clinical validation across four premier Indian hospitals. The system allows for offline screening, remote syncing, and multilanguage support, further improving usability in diverse settings.
What is the expanded scope of your AI oral cavity imaging tech? In which other areas of healthcare can it potentially be used?
While Berry.care was initially developed for the early detection of oral cancer and potentially malignant disorders, its core technology—AI-powered image analysis using standard smartphone cameras—has much broader applicability across healthcare.
The underlying architecture of our platform is designed to be modular and extensible. This allows us to adapt it for other visual
triage and early intervention. This could further reduce the burden on secondary and tertiary care systems by enabling point-of-care screenings led by frontline health workers.
What makes our platform unique is its offline functionality and real-time quality control, allowing for accurate and scalable deployment even in the most remote regions. Over time, we see this expanding into a comprehensive AI-driven screening suite—capable of handling multiple NCDs— empowering governments, NGOs, and healthcare providers to deliver preventive care at a population scale.
In the long run, our vision is to make image-based diagnostics as common and simple as measuring body temperature—with AI acting as the invisible layer of expertise.
What are the near-future growth plans of the company? Are there any
diagnostic use-cases such as dental disorders (like gingivitis and caries), posttreatment monitoring of oral cancer patients, and even skin lesion analysis for dermatological conditions. Because the AI operates through a smartphone, the solution is especially wellsuited for areas with limited access to specialists or expensive diagnostic equipment.
We are also exploring the possibility of using similar AI techniques to screen for cervical precancerous conditions and throat cancers, where visual cues captured through imaging can aid in
collaborations on the horizon?
Early support from missionaligned organisations like ACT Grants has been instrumental in Atom360’s journey. ACT didn’t just offer catalytic funding—they believed in the vision of tackling one of Bharat’s most pressing but underserved challenges: oral cancer.
India faces a dual crisis in oral health—low awareness and limited access to trained oncologists, especially in rural and peri-urban regions. ACT understood that traditional solutions wouldn’t scale in such environments. Their support enabled us to focus on
a solution that is not only clinically robust but also scalable, affordable, and easy to deploy through frontline workers with basic smartphones. With ACT’s help, we were now validating our solution through a largescale multi-centric clinical study , Berry.care, hire essential technical and clinical staff, and set up key pilot deployments. More importantly, they opened doors to ecosystem partners like PATH, WHO, Last Mile Care, and Ambuja Cement Foundation—who share a deep commitment to public health in India’s tier-2 and tier3 towns.
Importantly, the study is now in the process of transitioning oversight to global public health leaders such as PATH and the WHO (to be confirmed), which underscores how ACT’s early partnership has helped elevate our work to an international standard. For a startup like ours, that kind of backing is game-changing— not just in building the tech, but in building trust with healthcare systems.
This approach—grounded in local challenges, supported by strategic partners, and validated through scientific rigour—is how we believe deep-tech should scale in Bharat. The next 6-12 months are critical for Atom360’s scale-up. We’re currently rolling out a 20,000-person validation study with premier government hospitals— AIIMS Delhi, AIIMS Jodhpur, TMH Mumbai, and BBCI Assam. This study will not only further validate our AI’s clinical performance but also help us streamline deployment at scale.
Also, we are gearing up for a new validation study in collaboration with St. John’s Research Institute under the PortENT program, supported by the NIH. This will help us further benchmark Berry.care’s performance in real-world scenarios, building toward global evidence standards.
We’ve already received a Class C test license from the Central Drugs Standard
Control Organisation (CDSCO), marking a significant step in regulatory recognition. Our team is now working towards full device approvals and certifications, including ISO 13485, ensuring we meet international standards for quality management in medical devices. On the data side, we are HIPAA, GDPR, and ISO 27001 compliant, which gives us a strong foundation to work with institutional partners globally.
On the commercialisation side, our focus is twofold: scaling through B2G pilots in partnership with state governments and building strategic collaborations with diagnostic labs and insurance providers. With preventive screenings becoming increasingly important to reduce long-term treatment costs, we see oral cancer screening as a natural entry point into value-based care and microinsurance models. We are actively exploring partnerships with insurers and digital health platforms to support this shift.
What fuels us most, however, are the lives we’ve already touched. In one of our camps, we identified a woman with oral submucous fibrosis, a precancerous condition. She had been living with chronic discomfort for years without knowing the cause. After screening and referral, she received treatment—and recently told our team, with happiness, that she can finally enjoy spicy food again. Stories like hers remind us that early detection isn’t just about survival—it’s about dignity, quality of life, and reaching people before it’s too late.
To support this momentum, we are planning a fundraiser to expand our team, product development, international certifications, and deepen our presence through B2B and B2G channels. With strong partners and real impact on the ground, we’re ready to take Berry.care nationwide— and beyond.
In a recent report titled ‘Unlocking AI’s Potential in India’,Boston Consulting Group (BCG) underscores the transformative potential of AI in revolutionising India’s healthcare landscape.The report reveals that AI-driven diagnostic support can accelerate radiology reporting by 46 per cent,significantly reduce mammography costs by up to 66 per cent,and lower the cost of tuberculosis diagnosis by substantial margins.Moreover,the integration of telemedicine and AI-assisted screenings is enabling access to quality healthcare for millions in rural and underserved areas,thereby helping bridge longstanding gaps in the country’s healthcare system.In an interaction with Kalyani Sharma,Sidharth Madaan, Managing Director & Partner,BCG,delves deeper into these findings and discusses how AI is poised to reshape healthcare delivery in India
How would you define the current state of AI adoption in India's healthcare sector? Are we keeping pace with global trends or falling behind? Additionally, which areas do you believe will see the most significant impact from AI adoption in the Indian healthcare sector?
AI adoption in India’s healthcare sector is evolving on two fronts. Among larger private players, we’re seeing real momentum—many are moving beyond Proof-ofConcept to scaled deployment of AI based solutions. On the public health side, the potential is immense, especially in addressing what we call the “Bermuda Triangle” of healthcare: Accessibility / Reach, Quality, and Cost. AI can help break this tricky balance and tradeoff between three by improving reach and quality without proportionally increasing cost.
Early-stage pilots are encouraging, and several startups are making real progress. However, scaling remains a challenge— particularly at the last mile. Some solutions may require viability gap funding to overcome affordability barriers for a period, before they can establish longer term viability. Companies like Apollo, NIRAMAI, Qure.ai, and Forus Health are already demonstrating AI’s value in early cancer detection, both
Government support is crucial in the initial days of any new technology or innovation but success will come from smart collaborations within the private sector
in terms of cost efficiency and clinical impact.
Speaking of cost, reports indicate that AI-driven solutions have the potential to reduce healthcare costs
by up to 66 per cent. Could you elaborate on which areas are seeing the most significant cost benefits? Additionally, do you foresee these AI-enabled efficiencies translating into
lower healthcare expenses for patients, or will they primarily benefit healthcare providers and insurers?
Diagnostics and early detection are seeing the most
visible cost benefits. For instance, AI-based breast cancer screening and TB diagnostics using radiology tools have shown significant reductions in cost—up to 66 per cent in some cases. Beyond diagnostics, AI is streamlining workflows—for example, AI-powered chatbots for patient intake and triage are reducing administrative burden. While providers and insurers do benefit from these efficiencies, the ultimate goal is to pass these benefits on to patients—making early screening and treatment more affordable, accessible, and timely. The real impact will be felt when these solutions are deployed at scale and market forces drive providers to pass on the value efficiently to the end users.
The report also highlights AI’s ability to reduce diagnosis times from three weeks to just two hours, with improved detection rates by 29 per cent. Aside from breast cancer, which diseases or conditions have seen the most notable improvements due to AIpowered diagnostics? While oncology has been a strong starting point, AI’s role in diagnostics is rapidly expanding across specialties. One good example is the work on Diabetic retinopathy - the AI-powered screening tool is helping detect early signs of
HEALTHCARE IT
vision loss among diabetic patients, enabling timely intervention and preventing irreversible blindness. It’s already being deployed in clinical settings and has proven especially useful in low-resource environments where specialist access is limited.
Another promising innovation is Swaasa’s HEaR model, which leverages AI and bioacoustic foundation models to detect tuberculosis through cough sound analysis. This kind of non-invasive, scalable screening tool has huge potential in India, especially for large-scale public health programs.
AI is also being explored in mental health, where voice
and speech pattern analysis is showing early promise in identifying conditions like depression and anxiety. It’s important to emphasise: AI does not replace doctors or healthcare staff — it augments them.
Much like an autopilot assists a pilot, AI enhances clinical decision-making by increasing speed, precision, and reach — especially in underserved areas.
AI-powered telemedicine and screenings are transforming healthcare in rural India. What role do you see the government playing in supporting the widespread deployment of AI-powered healthcare solutions in these regions?
Are there gaps that still need to be addressed?
Government support is crucial in the initial days of any new technology or innovation but success will come from smart collaborations within the private sector. We don’t need massive infrastructure investments to make AI work in rural areas. Instead, we must focus on cost-effective, frugal innovation using smartphones, edge devices, and cloud-based AI tools that can integrate with existing public health infrastructure like PHCs.
The government can support this through integration into public schemes as a buyer of these services, initial viability
funding support for accessibility in the underserved regions, and by enabling public-private partnerships that drive reach and scale.
While AI brings efficiency and scalability, it also raises concerns about data privacy, security, and workforce adaptation. What are your thoughts on addressing these challenges? These are fundamental concerns that must be addressed proactively. First, data privacy and cybersecurity must be built into every solution— especially with the rise of cloud-based systems. Responsible AI frameworks
are essential to ensure data is protected and ethically used. Second, AI must be inclusive and nondiscriminatory. Models should be rigorously tested to avoid bias, especially around gender, geography, or socioeconomic status unless clinically justified.
Lastly, workforce adaptation is key. While there has been initial scepticism, there is growing recognition that AI is not a threat—it’s a tool or an enabler. Continued training and integration support will be critical to build confidence and ensure AI is used effectively by healthcare professionals.
AI and digital health are transforming diagnostics, ICU management and patient monitoring
Atul Chadha, Business Head - South Asia (PCS),Growth and Opportunity Driver,Digital Healthcare,GE HealthCare explains how AI and digital health are transforming diagnostics, ICU management,and patient monitoring,and how GE HealthCare is leveraging these technologies to enhance efficiency and accessibility across healthcare settings
Today, India is the largest population in the world with the burden of NCDs account forover 66 per cent of all deaths, with cardiovascular diseases, diabetes, chronic respiratory diseases, and cancers being major contributors. What is the role of early diagnosis in addressing this burden?
India is witnessing an alarming rise in noncommunicable diseases (NCDs), which account for over 66 per cent of all deaths, underscoring the critical importance of early diagnosis and intervention1. Conditions such as cardiovascular diseases, diabetes, chronic respiratory illnesses, and cancer often progress silently until advanced stages, making timely identification essential to improving health outcomes and reducing treatment costs.
GE HealthCare’s Patient Care Solutions (PCS) are at the forefront of addressing these challenges by empowering healthcare facilities with cutting-edge tools and technologies. Our DCAR products with MUSE solution helps in detecting heart ailments early, even at the peripheral setting, and therefore can save precious time. These solutions prioritise optimised care delivery, datadriven decision-making, and streamlined workflows that ease clinical burdens. Our PCS offerings feature innovative devices and connect systems that enhance patient monitoring, improve data usability, and support more accurate diagnoses—critical tools in the fight against the NCD crisis. By integrating technology into patient care,
As
India advances towards a selfreliant MedTech ecosystem, diagnostics and patient monitoring emerge as crucial focus areas driving innovation and global competitiveness
GE HealthCare helps healthcare providers deliver superior care and amplify their impact in managing chronic diseases. Their emphasis on efficiency, precision, and sustainability aligns with the
urgent need to address India’s healthcare challenges, making GE HealthCare a vital partner in battling the NCDs.
What is GE HealthCare’s vision with the PCS
solutions? What are your key capabilities and how do they solve for India’s 1.4 billion?
GE HealthCare’s vision with its Patient Care Solutions (PCS) is to empower healthcare providers to deliver superior patient outcomes by leveraging innovative technologies tailored to meet the needs of India’s growing and diverse population of 1.4 billion. The PCS solutions are built around five key capabilities: optimised care delivery, enhanced data usability, simplified workflows, sustainability, and connected ecosystems. These capabilities empower healthcare professionals to identify and address critical health challenges like noncommunicable diseases (NCDs) through early diagnosis and efficient management.
By utilising data analytics for timely and informed decisions, minimising administrative burdens, and integrating sustainability practices, we ensure a more focused and impactful approach to patient care. The connected ecosystems foster seamless collaboration and operational efficiency, making high-quality care accessible across various settings, addressing the need to tackle the country’s healthcare challenges while ensuring long-term efficiency and equity in care delivery.
While the government is investing ambitiously in the healthcare space, the barriers in the way of access to quality healthcare remain. How is GE HealthCare innovating to
address these gaps?
Despite ambitious government investments in healthcare, barriers such as infrastructure gaps, resource constraints, and accessibility challenges persist, particularly in underserved regions. GE HealthCare is actively addressing these issues through strategic investments, collaborations, and technological innovations. GE HealthCare pledged significant resources, including $1 billion investment in 2024 in India over the next five years, focusing on research, development, and manufacturing. These efforts aim to create solutions tailored to the unique demands of India’s healthcare landscape, ensuring scalability and affordability.
GE HealthCare is also leveraging partnerships to expand access to quality care. Collaborations such as the one with Sutter Health focus on deploying advanced imaging technologies and enhancing diagnostic capabilities. Additionally, the company’s strategic alliance with AWS integrates generative AI into healthcare workflows, enabling faster diagnostics, improved operational efficiency, and equitable care delivery. On the innovation front, GE HealthCare is harnessing AI to revolutionise healthcare delivery. AIpowered solutions, such as opportunistic screening and generative AI applications, enhance diagnostics and streamline clinical workflows, addressing challenges like resource shortages and high patient volumes. Through these strategic
HEALTHCARE IT
investments and partnerships, Indian patients stand to benefit from improved access to advanced diagnostics, timely interventions, and enhanced care delivery, ultimately leading to better health outcomes and reduced disparities in medical services.
AI and digital health are transforming diagnostics, ICU management and patient monitoring. Provide an insight into how GE HealthCare is leveraging these technologies to improve efficiency and accessibility?
AI and digital health are transforming diagnostics, ICU management, and patient monitoring, and GE HealthCare is leveraging these technologies to enhance efficiency and accessibility across healthcare settings.
In diagnostics, GE HealthCare integrates AIpowered tools into its imaging systems, such as the Revolution Apex CT Scanner and SIGNA Hero MRI, which enhance image quality and speed up diagnostic processes. These systems utilise advanced algorithms like AIR™ Recon DL to deliver sharper images and reduce scan times, enabling clinicians to make faster and more accurate decisions. In ICU management, the Digital Centralised Monitoring Unit combines intelligent filtering, mobile visualisation, and advanced analytics to ensure boundaryless monitoring and improve clinical response times. This solution fosters collaboration among care teams and enhances patient outcomes in critical care settings. For patient monitoring, GE HealthCare's
Portrait Mobile Monitoring Solution provides wearable, wireless continuous monitoring, offering realtime insights into patient health. This technology enables early detection of deterioration, ensuring timely interventions.
In ultrasound, GE HealthCare offers systems like LOGIQ E10 for general imaging and Vivid Ultra Edition for cardiovascular care. These systems incorporate AI-driven features for enhanced visualisation, navigation, and quantification, ensuring precise and efficient diagnostics.
By integrating these advanced imaging, monitoring, and ultrasound technologies, GE HealthCare is addressing critical gaps in healthcare delivery, making high-quality care more accessible and efficient.
As India moves towards a self-reliant MedTech ecosystem, what are the key focus areas in diagnostics and patient monitoring that will drive local innovation and global competitiveness?
As India advances towards a self-reliant MedTech ecosystem, diagnostics and patient monitoring emerge as crucial focus areas driving innovation and global competitiveness. In maternal and infant care, advanced technologies are improving outcomes by meeting the specific needs of vulnerable patients with precision-driven solutions. Anaesthesia delivery systems are revolutionising perioperative workflows, offering streamlined and efficient care while ensuring patient safety.
In patient monitoring, scalable and intuitive solutions enable continuous oversight, allowing
healthcare providers to intervene promptly when needed and improve clinical outcomes. In diagnostic cardiology, advanced systems are simplifying workflows and providing precise and secure diagnostic capabilities, supporting timely and accurate decision-making. These innovations, tailored to India's diverse healthcare needs, focus on efficiency, accessibility, and sustainability. They align with the vision of fostering local innovation while ensuring global competitiveness, forming the foundation of a robust MedTech ecosystem capable of addressing the present and future challenges of healthcare delivery.
MEDTECH Medikabazaar and MatrixMedicals join forces to take Indian healthcare manufacturing global
This collaboration strengthens the mission of taking high-quality Indian-made healthcare solutions to global destinations,with a special focus on expanding into the Middle East and Africa
In a significant move to elevate Indian medical manufacturing to the world stage,Medikabazaar, India’s leading B2B platform for medical supplies, has partnered withMatrix Medicals Pvt. Ltd., a trusted name in medical device production. Under this strategic alliance, Medikabazaar will distribute Matrix’s complete range of products across India and key international markets.
This collaboration strengthens the mission of taking high-quality Indian-
The initiative is in line with the vision of Atmanirbhar Bharat and Make in India,reinforcing India's capability to lead in healthcare innovation and manufacturing
made healthcare solutions to global destinations, with a special focus on expanding into theMiddle East and Africa. The initiative is in line with the vision ofAtmanirbhar BharatandMake in India, reinforcing India's capability to lead in healthcare
innovation and manufacturing.
Dinesh Lodha, Group CEO, Medikabazaar said, “This collaboration marks an important milestone in our efforts to deliver superior Indian medical products across borders. It reflects our com-
mitment to the Government’s vision and our ongoing pursuit to make Indian healthcare solutions accessible and globally competitive.”
As part of this growth journey, Medikabazaar is also establishing new offices in multiple countries, while
strengthening its presence across India through both online and offline channels.
Yogesh Nagare, Managing Director & CEO, Matrix Medicals Pvt. Ltd., added, “This partnership enables Matrix to scale its reach with precision and purpose. It sets the foundation for Indian manufacturers to not only match global standards but to help define them.”
This alliance is more than a business expansion—it's a commitment to strengthening India's position in the global healthcare landscape.
Dhruv Baid, Manager-Corporate Strategy,Poly Medicure highlights that the sustainability in medtech extends beyond operations—it must also shape our product development strategy
The medical technology sector stands at the intersection of innovation and human wellbeing. As we strive to deliver life-saving solutions, it is increasingly vital to ensure that our innovations are not just effective, but also sustainable. Our journey towards sustainability reflects a deep understanding that healthcare and environmental stewardship must go hand in hand. The medtech industry, by nature, is resource-intensive. Yet, through responsible choices and forward-thinking initiatives, we are demonstrating that it is possible to decouple growth from environmental impact.
Agreener operational footprint
One of our most significant achievements this year has been our progress in clean energy integration. In FY 2024–25, Poly Medicure recorded a 42 per cent increase in onsite solar power generation, producing over 2391 MW of renewable energy. This shift is helping us reduce greenhouse gas emissions and is part of our broader vision to combat climate change at the industrial level.
Complementing this is our 9.9 MWp Power Purchase
Agreement, which will not only lead to a significant reduction in scope-2 emissions but also result in approx. 30 per cent cost savings. These efforts align with UN Sustainable Development Goals, particularly SDG 7 (Affordable and Clean Energy) and SDG 13 (Climate Action).
Resource efficiencyand waste reduction
Despite a 17 per cent increase
in production, our power consumption per production unit has remained steady testament to the efficiency of our systems and our commitment to doing more with less. We’ve also installed 33 rainwater harvesting pits and 7 sewage treatment plants, significantly advancing our water conservation goals. These investments ensure that we preserve vital resources even as
we expand our manufacturing footprint.
Digitalisation and environmental management
Technology plays a pivotal role in optimising our operations. Through strategic digital initiatives, we’ve enhanced monitoring, reduced paper usage, and improved resource management across facilities, leading to an estimated avoidance of 120 tCO2e emissions. About half of our plants are now ISO 14001:2015 certified, reflecting robust environmental management systems that govern our processes.
Sustainable products for a sustainable world
Sustainability in medtech extends beyond operations—it must also shape our product development strategy. We are advancing green access for our pre-filled syringes by applying for the prestigious Nordic Swan Ecolabel. This step not only opens doors to environmentally conscious markets but also reinforces our commitment to product-level sustainability.
Empowering people, building resilience
At Poly Medicure, we understand that sustainability begins
with people. We’ve implemented comprehensive employee wellbeing initiatives, including health check-ups for over 300 employees and one-on-one consultations with certified nutritionists. We also recognise and reward individuals for significant health transformations. A healthy workforce is the foundation of a resilient and responsible organisation.
Global leadership and
col-
laboration
As the only Indian member of the Zero Emission Maritime Buyers Alliance (ZEMBA), Poly Medicure is proud to be at the forefront of global efforts to reduce Scope 3 emissions. This collaboration enables us to contribute to the decarbonisation of supply chains—an oftenoverlooked yet critical aspect of sustainability in manufacturing. The medtech sector has a unique opportunity and responsibility to lead the charge towards a more sustainable future. At Poly Medicure, we are committed to balancing innovation with environmental responsibility, ensuring that every step we take not only saves lives but also preserves the planet for future generations. Sustainability is no longer optional; it is essential. And for us, it is a promise we strive to keep, every single day.
From infrastructure to innovation,experts discuss strategies to future-proof India’s healthcare delivery
Welcome address
Express Healthcare successfully organised the GenNext Hospital Summit 2025 in Bhubaneswar on May 30. This event series is designed to foster the development of next-generation hospitals equipped to navigate the evolving healthcare landscape and meet dynamic patient needs.
The theme for this year, “Building a Future-Ready Healthcare Ecosystem,” brought together industry leaders, experts, and decisionmakers to explore emerging trends, challenges, and opportunities shaping the future of healthcare.
The event was supported by Silver Partners—Machin-
Digital Acceleration in Hospitals: Opportunities, Challenges,and Impact
Prof Jayanta Kumar Panda, President, IMA delivered a compelling session on the theme “Digital Acceleration in Hospitals,” highlighting how the integration of digital technologies is revolutionising healthcare delivery.
He explained how digital transformation is no longer optional but a necessity, driven by evolving patient expectations, the impact of the pandemic, and the need for operational efficiency. He outlined key opportunities including the adoption of Electronic Health Records (EHRs), telemedicine, AI in diagnostics, IoMT, and hospital management systems, all of which enhance clinical accuracy, remote care, and resource utilisation.
Dr Panda also addressed the challenges faced by hospitals such as high initial costs,
Prof Jayanta Kumar Panda,President,IMA
fabrik and Altus Airflow, along with Real Estate Partner JLL.
The summit featured distinguished speakers who shared valuable insights on digital acceleration in hospitals, the future of healthcare delivery, public health, rural healthcare and the evolving expectations of the next generation.
The event commenced with a Welcome Address by Express Healthcare, setting the stage for impactful discussions and outlining the vision of the GenNext Hospital Summit 2025 series. This was followed by a lamp-lighting ceremony, symbolising an auspicious start to the gathering.
data privacy concerns, resistance to change among staff, and the digital divide affecting rural areas. He stressed that digital tools should complement and not replace clinicians, preserving the human touch in healthcare.
The presentation explored the impact of digitalisation across patient care quality, hospital efficiency, cost reduction, and public health insights through big data analytics. He also touched on future trends, including AI-powered hospitals, 5G connectivity, blockchain, AR/VR in medical training, and personalised medicine.
Dr Panda concluded by emphasising the importance of a strategic roadmap and a strong digital culture, calling for leadership commitment, stakeholder engagement, and continuous training to ensure successful implementation.
L-R: Mohnish Godbole,MD,Machinfabrik; Prof Soumya Ranjan Mishra,CEO,Chittaranjan Seva Sadan; Nilanjana Mukherjee,MD,Kalinga Hospital; Surekha Bihani,Senior Managing Director-East and emerging markets India,JLL India; Maj General Dr Pradeep KPatnaik,ExDirector General,KIMS Group
Panel discussion: Building a Future-Ready Healthcare Ecosystem
The GenNext Hospital Summit 2025 in Bhubaneswar featured an engaging and insightful panel discussion on the theme “Building a Future-Ready Healthcare Ecosystem.” As the healthcare sector continues to evolve—driven by technological inn ovation, demographic shifts, and rising patient expectations—the discussion provided a platform to explore strategies for navigating this transformation.
The session was moderated by Surekha Bihani, Senior
Managing Director - East and Emerging Markets India, JLL India, and featured an esteemed panel comprising Maj General Dr Pradeep K Patnaik, Ex Director General, KIMS Group; Nilanjana Mukherjee, Managing Director, Kalinga Hospital; Dr Reshma Priya, Founder and Chief Gynaecologist, Rahat Hospital; Dr Subraham Pany, Deputy DirectorMedical Services, KIMS Super Speciality Hospital and Cancer Centre and Dr Anand Mishra, Senior Consultant - Critical Care Medicine, SUM Ultimate
Medicare.
The discussion highlighted that last-mile healthcare delivery, affordability, and quality remain pressing challenges, particularly in underserved and rural areas. The panelists stressed that while technology adoption is critical for modernising healthcare systems, the lack of workforce adaptability and resistance to change can hinder effective implementation.
It was widely acknowledged that the current healthcare curriculum needs to be up-
dated to better support digitisation and equip future healthcare professionals with the skills required to thrive in a tech-driven environment. However, the panellists also agreed that while technology can significantly augment healthcare delivery, it cannot replace the role of doctors, especially in decision-making and patient care.
The conversation also called attention to the need for a complete rethink of hospital infrastructure and design, with a focus on flexibility, scalability,
and patient-centricity. Furthermore, the panel underscored the importance of strengthening public-private partnerships to improve integration between urban and rural healthcare services, thereby enhancing equitable access to quality care across regions.
The session concluded with a call to action for stakeholders across the healthcare spectrum to collaboratively build a resilient, inclusive, and futureready ecosystem that places patients at its core.
L-R: Maj General Dr Pradeep KPatnaik,ExDirector General,KIMS Group; Nilanjana Mukherjee,MD,Kalinga Hospital; Dr Reshma Priya,Founder and Chief Gynaecologist,Rahat Hospital; Dr Subraham Pany,DeputyDirector-Medical Services,KIMS Super Specialityhospital and cancer centre; Dr Anand Mishra,Senior Consultant-Critical Care Medicine,SUM Ultimate Medicare; Surekha Bihani,Senior Managing Director-East and emerging markets India,JLLIndia
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Intelligent CSSD
Mohnish Godbole, Managing Director of Machinfabrik Industries discussed how automation and digital innovations are transforming the Central Sterile Supply Department (CSSD), making it a crucial component of infection control in hospitals.
He emphasised the importance of adopting cutting-edge technologies such as cloud computing, machine learning, trackand-trace systems, and enterprise resource planning (ERP) tools to enhance the efficiency, accuracy, and safety of sterilisation processes. Hospitals, he noted, need to move beyond traditional methods and embrace software-driven solutions that improve the reliability and traceability of CSSD operations.
He highlighted several key advancements. For example, intelligent instrument tracking
and inventory systems now use RFID, laser etching, and information dots to track surgical instruments throughout the sterilization cycle. These systems not only log each instrument's journey from decontamination to reuse but also help maintain detailed reprocessing records and forecast procurement
needs.
Additionally, workflow management software plays a crucial role in optimising surgical schedules based on instrument availability, managing the entire reprocessing workflow, and improving resource allocation. To ensure regulatory readiness, hospitals can now use quality as-
surance and compliance modules that store sterilisation cycle data in an uneditable electronic format, simplifying audits and documentation.
He also introduced Overall Equipment Effectiveness (OEE) software, which connects all CSSD equipment such as steam sterilisers, washer disinfectors,
Healthcare in Rural Odisha: ADecade of Ground-Level Experience
Prof. Soumya Ranjan Mishra, CEO, Chittaranjan Seva Sadan, delivered an insightful talk on the realities of rural healthcare in Odisha, drawn from over a decade of hands-on experience in managing a rural hospital.
Sharing his journey from both a professional and personal lens—being born in rural Odisha and raised in a medico family—Prof. Mishra reflected on the unique challenges faced by both healthcare providers and patients in rural settings. He highlighted how recurring natural disasters, such as cyclones and the COVID-19 pandemic, shaped his leadership in crisis healthcare delivery.
He addressed several critical patient-side issues, including lack of awareness about
health, financial constraints, distrust towards urban hospitals, and the influence of middlemen. The fear of high costs and misinformation often discourage rural patients from
seeking better care in urban centres. Patients also struggle with accessing emergency services at night and dealing with inconsistent medical staffing.
On the healthcare provider
side, he underscored problems such as equipment downtime, manpower shortages, poor access to advanced life support ambulances, and the absence of tertiary care and ICU facilities
and plasma sterilisers via LAN. This software measures equipment performance in real time, tracks downtime, and supports immediate corrective action, thus improving productivity and equipment utilisation.
He further explained how cloud-based batch recording systems enhance data security and accessibility by storing batch records in tamper-proof formats with remote access, enabling seamless monitoring across multiple locations. These systems support standardisation and generate comprehensive, user-friendly reports. In closing, he highlighted the significant advantages of adopting intelligent CSSD systems, including improved efficiency, reduced manual errors, better infection control, regulatory compliance, cost savings, and optimized workforce deployment.
in rural belts. He also pointed out that most rural hospitals are financially constrained due to the low paying capacity of patients and government-fixed healthcare service prices under insurance schemes.
Despite these challenges, Prof. Mishra highlighted the positive aspects of rural healthcare: lower treatment costs, community trust, natural healing environments, lower operational costs, and emotional bonds between healthcare personnel and the local population.
He concluded with acknowledging the emotional and spiritual satisfaction that comes from serving the underserved and reaffirmed his commitment to overcoming the odds to strengthen rural healthcare in Odisha.
Mohnish Godbole,Managing Director,Machinfabrik
Prof.Soumya Ranjan Mishra,CEO,Chittaranjan Seva Sadan
Role of Hospital Administration in GenNext Hospitals
Prof. (Dr) Jawahar S.K. Pillai delivered a compelling session on the critical role of professional hospital administration in shaping the next generation of healthcare delivery systems. Drawing from his experience and research, he made a strong case for the urgent need for professional management in Indian hospitals, which are often led by clinicians with limited administrative training.
He highlighted how the increasing complexity of hospital operations, driven by technological advancements, patient expectations, insurance schemes like Ayushman Bharat, and accreditation requirements (NABH, NABL, JCI), demands skilled hospital administrators. Despite this, India currently faces a severe shortage of trained professionals in this domain, with only 74 PG seats in
Prof.(Dr)
S.K.Pillai,Professor and head and joint medical superintendent-Dep.of hospital admin, AIIMS Bhubaneswar
hospital administration out of nearly 50,000.
Prof. Pillai outlined the comprehensive responsibilities of hospital administrators—including operations management, hu-
man resources, financial planning, legal compliance, patient safety, IT implementation, community engagement, and emergency preparedness. He emphasized that these professionals
are essential for achieving healthcare quality, efficiency, and sustainability. He further explored how next-generation hospitals must embrace innovations like AI, IoT,
robotics, sustainable design, and smart building systems, and how administrators play a central role in guiding these transitions.
Prof. Pillai also addressed the ethical, legal, and implementation challenges of integrating AI and other technologies into hospitals and stressed the importance of trained leaders who can navigate these changes responsibly. In conclusion, he advocated for policy reforms including the inclusion of hospital administration in the MBBS curriculum, starting departments of hospital administration in all medical colleges, and making MD Hospital Administration a prerequisite for medical superintendent roles. His vision aligns with creating a resilient, technology-enabled, patient-centric healthcare system ready for future challenges.
Introspecting Healthcare Deliveryin India – Challenges, Gaps,and Opportunities
Dr Saroj Kumar Sahu delivered a comprehensive and insightful session that critically examined the current state of healthcare delivery in India, highlighting its complex challenges and emerging opportunities. His presentation offered a panoramic view of the country’s healthcare landscape, focusing on disparities in access, quality of care, infrastructure, financing, and policy implementation.
He outlined the sharp divide between urban and rural healthcare services, where urban centers are equipped with advanced facilities while rural areas continue to struggle with limited access, outdated infrastructure, and low health awareness. He pointed to geographical, economic, and educational barriers
Dr Saroj Kumar Sahu,Consultant Anaesthetist and former state president,(IMA,ISA)
that prevent large sections of the population from receiving timely and adequate care.
Dr Sahu emphasised inconsistencies in the quality of care,
noting that qualified healthcare professionals are often concentrated in urban regions, leaving rural areas underserved. He also addressed critical infrastructure
constraints, such as shortages of hospital beds, outdated medical equipment, and an uneven distribution of trained healthcare workers.
The session also explored the transformative role of technology, particularly telemedicine, electronic health records, and mobile health applications, in bridging gaps and improving efficiency. Dr Sahu advocated for greater use of public-private partnerships, policy reforms aimed at universal health coverage, and community engagement to strengthen health promotion efforts. In his concluding remarks, he proposed a multipronged path forward that includes integrated care models, capacity building, and scalable digital innovations. He called for holistic, equitable, and sustainable healthcare reform, stressing the need to empower both providers and communities to collaboratively transform healthcare delivery in India.
Jawahar
Panel Discussion: Evolving Landscape of Healthcare Financing in India
The panel discussion on the evolving dynamics of healthcare financing in India brought together leading voices from the hospital management ecosystem. Moderated by Dr. Anuj Tiwari, Group CEO, Sparsh Healthcare Odisha, the panel featured Dr. Alok Srivastava, COO of Apollo Hospital, Dr. Saktimaya Mohapatra, Hospital Director at Manipal Hospital, and Suma Devi Dash, Director of Ashwini
Group of Hospitals.
The discussion addressed critical financing challenges and emerging opportunities within India’s healthcare framework. Panelists unanimously agreed that affordability remains a significant barrier, particularly for underinsured and uninsured populations. This underscored the urgent need for sustainable, scalable financing models that can ensure equitable access to
quality care.
The panel explored how traditional healthcare financing is gradually being supplemented by flexible funding approaches and innovative insurance plans, which are improving access for both patients and healthcare providers. However, despite the increase in insurance penetration following the COVID-19 pandemic, especially through low-premium insurance products, providers noted that cost
recovery and timely reimbursements remain major concerns.
The Ayushman Bharat scheme was acknowledged as a transformative initiative in public health financing. Yet, panelists raised concerns regarding unrealistic package rates and operational inefficiencies, which challenge the viability of participation for private hospitals. They advocated for greater provider representation,
streamlined administrative processes, and revisions to the reimbursement structure to ensure the scheme's long-term success.
In conclusion, the session called for a collaborative approach involving policymakers, insurers, and healthcare providers to develop a more balanced, transparent, and patient-focused financing ecosystem that supports both accessibility and sustainability.
L-R: Dr Anuj Tiwari,Group CEO,Sparsh Healthcare Odisha; Suma Devi Dash,Director,Ashwini Group of Hospitals; Dr AlokSrivastava,COO,Apollo Hospital; Dr Saktimaya Mohapatra, Hospital Director,Manipal Hospital
Empathyas a Leadership Strategyin Healthcare Management
Dr Subraham Pany, Deputy Director-Medical Services, KIMS Super Speciality hospital and cancer centre delivered an engaging and reflective session highlighting the power of empathy as a central strategy in healthcare leadership. Drawing from personal insights and research, he emphasized that empathy is not just a moral ideal but a practical, impactful approach that enhances operational efficiency, improves patient outcomes, and builds emotionally intelligent organizations.
Using the story of Lord Rama and the boatman as a metaphor, Dr. Pany illustrated how leaders who value humility and understand the emotions of every team member can foster more inclusive, compassionate healthcare environments. He explained that empathetic leadership involves active listening, emotional understanding, and modeling compassionate behavior across all levels of a healthcare institution.
The presentation outlined the business case for empathy, showing how it correlates with higher employee satisfaction, better clinical outcomes, improved patient experiences, and
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stronger staff retention. Dr. Pany shared real-world examples from institutions like the Cleveland Clinic, Mayo Clinic, and Kaiser Permanente, where empathy-centered leadership led to
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measurable improvements in satisfaction, staff turnover, and clinical performance. He recommended specific administrative interventions such as open-door policies, re-
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flective storytelling, empathy training programs, and initiatives that support work-life balance and professional growth. According to Dr. Pany, empathetic leadership fosters a safe, inclusive, and innovative work culture where interdisciplinary collaboration thrives.
Challenges such as time constraints, resistance to change, and competing priorities were acknowledged, but he proposed integrating empathy into existing workflows, aligning it with strategic goals, and using both qualitative and quantitative metrics to measure its impact. His proposed roadmap included assessing current culture, training leaders, establishing metrics, and building sustainable systems.
Dr. Pany concluded that the future of healthcare lies in balancing data-driven decisionmaking with emotional intelligence. He called empathy a fundamental leadership quality—one that transforms healthcare organizations from efficient to truly exceptional.
tograph,preferably in colour,high resolution with a good contrast.
Email your contribution to: viveka.r@expressindia.com viveka.roy3@gmail.com Editor, Express Healthcare
Dr Subraham Pany,DeputyDirector-Medical Services,KIMS Super Specialityhospital and cancer centre
PUBLIC HEALTH
Policyapproaches for India’s public health sector
Dr P.R.Sodani, President,IIHMR University,Jaipur has been a Health Economist and Public Health Professor for more than two decades and has mentored faculty,students,and research scholars.He holds PhD (Health Economics) and MPH from the University of North Carolina at Chapel Hills,USA.He shares five policy-focused areas that state governments need to focus on to strengthen the public health sector
The “health sector” has become one of the largest and fastestgrowing sectors of the Indian economy, creating immense potential for young individuals to explore new professional career paths. State governments need to collaborate with reputed international and national academic institutions, research institutes, development partners, and eminent experts to advance the discussion towards creating a long-term impact on policy approaches for the public health sector. To strengthen the public health sector in the country, state governments need to focus on the following five policy-focused areas:
Five policy-focused Areas
Public health management cadre:
The National Health Policy 2017 advocates a Public Health Management Cadre, dividing roles into health and hospital management to enhance healthcare system efficiency through skilled professionals and structured management
and other public health institutions. Trained and skilled hospital and health management professionals will effectively
The National Health Policy 2017 proposes the establishment of a Public Health Management Cadre in all states.All the states have an extensive network of public health institutions
across public health institutions, States should develop an appropriate career structure and recruitment policy to attract young and talented professionals to manage the public health care system, including medical college hospitals, district hospitals, sub-district hospitals, community health centres, first referral units (FRUs)
manage the state's public health care system. State governments may broadly divide the health management cadre into two parts - the health management cadre and the hospital management cadre - to move the discussion towards creating a long-term impact on policy implementation in the public health sector.
Health management cadre professionals may be suitable for various positions in the State Directorate of Medical, Health and Family Welfare Services, regional-level Joint Director Offices, district-level Chief Medical and Health Officer Offices and block-level health offices. Similarly, Hospital Management Cadre professionals may be posted in public hospitals, including medical college hospitals, district hospitals, sub-district hospitals, and public health institutions, such as community health centres, primary health centres, first referral units, etc.
Management of public health institutions is essential for improving the performance of health systems. Management includes hospital planning, supply chain management, logistics management, health insurance management, hospital construction and infra-
structure management, laboratory management, emergency service management, operations management, quality management, equipment management, disaster management, ambulance service management, bio-medical waste management, promotion and communication of health services, proper budget preparation, monitoring of national health programmes, and use of appropriate technologies for managing the health system.
Human resource development and leadership development: The National Health Policy 2017 recognises that human resource development and management are essential for strengthening the health system. The availability of qualified and trained doctors and paramedical staff is vital to enhance the effectiveness of health services. For this, as per the Indian Public Health Standards (IPHS), the availability of an adequate number of specialists, medical officers, health managers, hospital managers, and paramedical staff should be ensured in public health institutions - district hospitals, subdistrict hospitals, community health centres, primary health centres, and sub-health centres in all districts, especially in those districts which have been identified as 'high priority districts'.
Medical and paramedical education should be integrated with the health care system to make the health care system effective. This will not limit the students at medical colleges and nursing schools to theoretical knowledge. Still, they will learn and work in public health institutions through personal training in real situations in district hospitals, sub-district hospitals, community health centres, and primary health
centres. This will increase their operational efficiency, and they will be able to provide better health services in future. The performance of the healthcare system will be effective only when the right person is employed at the right place, with the right skills and appropriate motivation. This requires the development of a motivating work environment and an appropriate incentive system.
States should invest in and provide regular in-service training for physicians, nursing staff and technical assistants. This includes clinical training for physicians, nursing services training for nursing staff and skill-development training for technical assistants (radiographers, lab technicians, physiotherapists, pharmacists, audiologists, optometrists, occupational therapists, etc.). States should focus on multi-skill development with various skill training to make human resources more efficient when deployed in more remote hospitals.
At the same time, in-service professionals working in the management and administration of the public health system should get opportunities for leadership and management training. This should include state-level officers such as directors, deputy directors, joint directors, district-level officers such as chief medical and health officers, deputy chief medical and health officers and block health officers. These officers are essential pillars of the state's healthcare system, and the successful implementation of various national health programmes depends on their management and administrative skills. States should also pay serious attention to officers who manage medical college hospitals and district hospitals, including deputy superintend-
ents and heads of nursing services. Apart from these officers, senior specialists, junior specialists, senior medical officers, medical officers of district hospitals, sub-district hospitals, community health centres, and primary health centres who are not professionally trained in management should get opportunities for special training and professional development courses to enhance leadership and management capacity. This will improve the management and administrative level of health services, leading to better healthcare services for the public.
The post of community health officer (CHO) is also critical. It is a vital link between the health system and the community, strengthening community participation and health initiatives. Efforts are needed to train community health officers in leadership and management to achieve better results at the village level. Many other state governments have initiated leadership and management training to achieve health policy goals. States should also focus on developing human resources and capacity building by appropriately allocating resources. Digital health technology ecosystem: Recognising the critical role of technology (ehealth, m-health, cloud, Internet of Things, wearables, etc.) in healthcare services, the Government of India is emphasising promoting the digital health ecosystem in the country.
Ayushman Bharat Digital Mis-
will be stored digitally. Ayushman Bharat Digital Mission aims to develop the backbone for the country's integrated digital health infrastructure. It will bridge the existing gap between various stakeholders of the healthcare ecosystem through digital means.
States should also encourage, develop and implement digital health across the state to ensure sustainable and holistic healthcare services. Public health institutions such as medical college hospitals, district hospitals, sub-district hospitals, community health centres, and primary health centres should be integrated with digital technology. This will improve healthcare services, referral systems, and patient-centred care. Digital technology will enhance the efficiency and outcomes of the health system. States should develop health information systems that meet the needs of all, make functioning more transparent, and deliver better services to citizens. Digital technology will make services such as e-health, m-health,
curative health information to reach every household, strengthening the healthcare system.
Health systems research: According to the National Health Policy 2017, research is key to upgrading the health system. Health is a sector where discoveries and advancements are made every day. Hence, it is essential to invest more in health research. Currently, states have not allocated adequate resources for public health systems research. To move in this direction, states should work with health management research institutes to generate new knowledge to strengthen the public health system. There is a need to generate evidence through research to make different medical systems part of a common knowledge source and mainstream them. This will include providing informed choices to patients, creating a conducive environment for medical systems, establishing an effective regulatory regime and encouraging collaboration and consultation
Medical and paramedical education should be integrated with the health care system to make the health care system effective.This will not limit the students at medical colleges and nursing schools to theoretical knowledge
sion was launched in 2021 by the Prime Minister to connect digital health solutions of hospitals across the country. Ayushman Bharat Digital Mission will not only simplify the processes of hospitals but will also increase the ease of living. With the implementation of this scheme, old medical records cannot be lost as every record
and wearables more effective. States should promote teleconsultation, connecting medical college hospitals to district hospitals, sub-district hospitals, community health centres, and primary health centres, and facilitate consultation with specialist doctors. Digital technology will enable preventive, promotive, and
among these systems. To improve the health sector, the state should strengthen publicly funded health management research, hospital management research, national health program management and implementation research, disease diagnosis and pharmacological research. This will increase the effectiveness of na-
state governments consider possibilities for developing partnership models with the for-profit and non-profit private sector. This will improve the delivery of healthcare.
The resources and capabilities of private hospitals and diagnostic centres can be better utilised. In addition, non-governmental and voluntary organisations can be actively involved in spreading awareness about
Collaboration with private and nonprofit sectors can enhance healthcare delivery through shared resources,awareness campaigns,and training.State partnerships with hospitals,NGOs, and academic institutions will improve accessibility,awareness, and workforce capacity
tional health programs and provide better direction to policy-making.
States should support research in medical product innovation, such as point-of-care diagnostics, advanced technologies and the Internet of Things. Research on social factors related to health should be promoted, as well as health system issues that have been neglected so far, such as the cost of health services, effective cost-planning, urban health, disability, the health of the elderly and transgender people. In addition, basic research should also be encouraged in key areas relevant to health, such as physiology, biochemistry, pharmacology, microbiology, pathology, molecular sciences and cell sciences. In addition, drug research on serious diseases such as TB, HIV/AIDS and malaria should be adequately promoted on a priority basis.
Collaboration and partnerships: Collaboration and partnerships are essential for strengthening the public health system, and they should be implemented on a large scale in the states. Given the critical role of the private sector in the state, it is essential that the
health. These organisations can conduct public awareness campaigns on essential topics such as worker health, blood disorders, adolescent health, safe health practices, accident prevention, micronutrient adequacy, anti-microbial resistance, screening of children and pregnant women and mental problems associated with technology misuse. The State should launch new initiatives to involve the private sector, such as establishing collaborations for health services and awareness campaigns in nearby schools, colonies, slums, tribal areas and backward areas. This will not only make healthcare accessible but will also increase health awareness among the socially and economically weaker sections.
In addition, the state should collaborate with various public and private educational institutions, academic institutions and health research institutes to conduct education, research, training and executive professional courses to enhance the capacity of human resources working in the healthcare system. This will develop the necessary skills and capacity in the healthcare sector, which will help in better service delivery.
Nurses of the future: Empowered,equipped and readyto lead
Dr Anita Kohli, Co-founder,Allied Medical Ltd emphasises that the nurses of the future are not just caregivers—they are technology-integrated professionals,decision-makers,patient advocates,and leaders
In a world where healthcare is evolving faster than ever, the role of nurses is also undergoing a significant transformation. The nurses of the future are not just caregivers—they are technology-integrated professionals, decision-makers, patient advocates, and leaders. With the global healthcare landscape shifting due to technological advancements, an aging population, and increasing healthcare demands, the future nurse will be at the epicentre of this dynamic ecosystem. Companies like Allied Medical Limited, a leading Indian manufacturer of critical care and anaesthesia equipment, are playing a pivotal role in equipping these professionals with the tools they need to thrive.
The traditional image of a nurse confined to administering medication and checking vitals is now outdated. Today’s nursing education incorporates training in advanced equipment, data analytics, and patient-centred technology. Future nurses will need to master not only human compassion but also artificial intelligence (AI)-enabled monitoring systems, automated drug delivery devices, and real-time diagnostic tools.
The emphasis on evidencebased practice and technologyenabled care is already visible. Nurses are being trained to interpret complex data from ventilators, infusion pumps, and multiparameter monitors. These insights allow them to detect early signs of deterioration, tailor patient care plans, and make life-saving interventions more rapidly.
The technological revolution in healthcare is not replacing nurses—it is augmenting their capabilities. Allied Medical Ltd. is at the forefront of this shift, offering a range of advanced med-
Despite the wave of innovation, one thing remains unchanged: the human touch that nurses bring to healthcare.Technology can monitor and assist,but it cannot replace the empathy, advocacy,and hands-on care that define the nursing profession
ical devices that are designed to be nurse-friendly, intuitive, and reliable even in high-pressure environments. For instance, the VISTA ICU ventilator, designed by Allied Medical, integrates high-end respiratory modes with a usercentric interface. It is equipped with features such as lung-protective strategies, real-time graphics, and advanced alarm systems—giving nurses the confidence to manage even the most critical patients independently.
Similarly, the Neptune Plus anaesthesia workstation with electronic flow meters enhances the precision and safety of anaesthesia delivery, enabling nurse anaesthetists to play a more prominent role in perioperative care.
Another example is the M747 patient monitor, capable of tracking five key parameters with accuracy and resilience, even under extreme environmental conditions like high altitude or mobile care setups. Such
rugged and dependable devices are vital for nurses in military, remote, or emergency medical services.
Nurses of the future will not be limited to hospitals—they will lead care in homes, communities, and disaster zones. With an increase in non-communicable diseases and pandemics, the need for mobile and remote healthcare delivery is soaring. Allied Medical’s portable defibrillator (Cardiasafe2) and transport ventilators are engineered to be compact and powerful, making them ideal for ambulatory care settings. Nurses trained in using such mobile technologies can deliver critical interventions even before the patient reaches a hospital.
Moreover, nurses will be integral in bridging the healthcare gap in underserved areas. Through telemedicine platforms and portable medical equipment, nurses will be able to consult with physicians remotely while conducting assessments and initiating treatment on-site. The expansion of such roles will demand a workforce that is not only clinically skilled but also technologically savvy and operationally independent.
To support this evolution, nursing education must align with the realities of modern healthcare. Simulation-based training, device handling, AIsupported diagnostics, and collaborative care models should be part of standard curricula. Allied Medical, through its clinical education programs and partnerships, plays an important role in training nurses to use its range of devices safely and effectively.
More importantly, the future of nursing also involves greater leadership roles. With more nurses holding advanced degrees and engaging in healthcare policy, management, and
research, their influence on healthcare delivery models is expanding. Nurses will lead initiatives for infection control, patient safety, and quality assurance—areas where familiarity with biomedical technologies and data will be crucial.
Despite the wave of innovation, one thing remains unchanged: the human touch that nurses bring to healthcare. Technology can monitor and assist, but it cannot replace the empathy, advocacy, and handson care that define the nursing profession. Companies like Allied Medical recognise this balance and strive to create tools that enhance, rather than hinder, the nurse-patient relationship.
For example, the SharpScope 100 video laryngoscope is designed for quick, safe airway management, reducing patient discomfort and increasing nurse confidence during emergency intubation. The goal is not just efficient treatment but also compassionate, safe, and patient-centric care.
The nurse of the future is not just a caregiver, but a care architect—trained in high-tech tools, equipped with clinical expertise, and driven by compassion. With the support of companies like Allied Medical Ltd., who are committed to delivering reliable, intuitive, and accessible medical devices, the future of nursing is bright.
As healthcare continues to evolve, nurses will be the link between cutting-edge medical technology and the patient’s bedside. They will be the voice of clinical reasoning, the hand of healing, and the face of healthcare’s future.
Allied Medical is proud to be part of this journey, contributing to the empowerment of nurses who are ready to lead the next era of patient care.
HEALTHCARE TREND
SysmexGroup’s newmanufacturing base in India launches “Make in India”products
The new manufacturing base boasts the largest total floor area of all the Sysmex Group’s manufacturing bases outside Japan and produces both diagnostic reagents and instruments
Sysmex Corporation has announced that its new manufacturing base in India, with production capabilities for both diagnostic reagents and instruments as the first of its kind for the Group, began full-scale operations in April 2025, and that the company has commenced manufacturing the XQ™-Series Automated Hematology Analyzer, (“XQ-320”) in the Indian market in response to the “Make in India” policy.
India is promoting the “Make in India” policy to foster economic growth, job creation, infrastructure, and technological innovation, and is implementing this policy into public procurement to favor domestically manufactured products. In response to this policy, Sysmex has achieved mass production of the XQ-320 at its new local manufacturing base, meeting the participation requirements for public procurement (local production and incorporation of local materials).
The XQ-320 is a compact and high-performance 3-part WBC differential model, specifically designed for small and medium-sized medical institutions that are often the focus of public procurement. Through various initiatives, including the selection of local material suppliers that meet Sysmex's quality standards and the training of local staff, we have established a mass production system for Indian-made products that assures Sysmex quality. With an eye on future demand for upgrading to 5-part WBC differential models, we aim to expand the market share of 3-part WBC differential models.
The new manufacturing base boasts the largest total floor area of all the Sysmex Group’s manufacturing bases outside Japan and produces both diagnostic reagents and instruments. It has become the Group’s second largest overseas instrument production base after the one in China, and the production capacity for diagnostic reagents has increased
approximately four-fold compared to the existing local factory. Additionally, the new base is equipped with a zero liquid discharge system*, ensuring thorough environmental consideration.
These enhancements will strengthen the stable supply of products to the Indian market, improve customer satisfaction, and aim to accelerate business expansion.
Sysmex will continue to
These enhancements will strengthen the stable supply of products to the Indian market, improve customer satisfaction, and aim to accelerate business expansion
shape the advancement of healthcare in the Indian market and pursue initiatives to achieve sustainable growth. Going forward, Sysmex will continue to rapidly advance the establishment of manufacturing structures to ensure the stable delivery of products to customers around the world.
HEALTHCARE TRACKER
Sysmexlaunches “Make in India”XQ-320: An advanced haematologyanalyzer
XQ-320 is designed to bring quality hematology testing to as many sites as possible in this highly diverse market segment
Developments in Sysmex's business in the Indian market
Sysmex’s business in India began in 1998 with the establishment of a local joint venture (presently Sysmex India Pvt. Ltd.) It became a wholly owned subsidiary in 2008, and its direct sales and services and support have seen steady growth, beginning with urinalysis in 2012 and progressing to hemostasis and clinical chemistry testing in 2014, and hematology, its mainstay, in 2019. Thus, rapid expansion of the business, as well as the sales and service network, has been achieved. As for the product supply system in India, a reagent production factory was established in Baddi, Himachal Pradesh in 2007 to ensure a stable supply of reagent products to customers in India.
In April 2025, Sysmex Corporation (HQ: Kobe, Japan) announced its new manufacturing base in India, with production capabilities for both diagnostic reagents and instruments. It has begun full-scale operations and has commenced manufacturing the XQ™-Series Automated Hematology Analyzer, (“XQ-320”) in the Indian market in response to the “Make in India” policy.
“Make in India” is a boost to the Indian healthcare sector and these instruments can help address the demand for accessible diagnostic tools in a rapidly growing healthcare market.
"Make in India" hematology instruments offer several advantages to mention few as below –
◆ Increased accessibility: Local production can lead to better supply chain management, ensuring a more reliable and consistent availability of instruments and reagents, especially in rural and underserved areas.
vice, for instance for physician’s office laboratories or as a supplementation in more complex facilities such as bigger hospitals where 3-part differential analyzers quickly provide results, for example in emergency rooms, on specialized wards or other rapid-response diagnostic settings.
XQ-320 is an open-tube 3part differential analyzer with a space-conscious design, very little maintenance and flexible options for connectivity. A multitude of useful features allows it to fit in all kinds of laboratory environments and do the job you need it to do – with excellence. Numerical values,
areas special. With many different users operating the system, we’ve made sure login is simple without compromising on safety. Also catering for special needs in terms of regulations, XQ-320 offers a range of functions related to quality control and patient data safety, some of which can be optionally activated depending on the area.
XQ-320 has been designed keeping in mind the needs of the pathology community for shorter TAT, higher throughput, accurate reporting, all leading to enhanced patient care.
XQ-320 is the right solution
Brief Description The SysmexXQ-320 Automated HematologyAnalyzer allows low-volume labs and hospitals to deliver high-quality results with a shorter turnaround time.
Productivity
Features
RegulatoryCompliance
Throughput
◆ Space-conscious design with a small footprint
◆ Fullyautomated and standardized measurement
◆ Quickshutdown and automatic wakeup function
◆ Minimal weeklymaintenance
◆ 20 parameters,including a 3-part differential and absolute Neutrophil count - Screening of Bacterial Infection
◆ Optional manual discrimination within histograms for challenging samples
◆ Sample Flags provide in-depth information on potentiallyabnormal samples
◆ Verylowaspiration volume of 16 μL
◆ Customizable QC lockout and alerts prevent results from being released when QC is unacceptable
◆ Reagent lot numbers available for each sample measurement for full traceability
◆ You run QC.Sysmexdoes the rest
◆ NewQualityControl securityfeature which complies with ISO 22870
Approx.70 samples/hour
Data Storage Up to 5,00,000 with histogram
◆ Promoting innovation: The "Make in India" initiative encourages local manufacturers to innovate and develop new technologies, potentially leading to advancements in hematology diagnostics.
◆ Supporting the healthcare sector: By bolstering local manufacturing, the "Make in India" initiative contributes to the growth and development of the Indian healthcare industry, fostering self-reliance.
XQ-320TM Automated HematologyAnalyzer
XQ-320 is designed to bring quality hematology testing to as many sites as possible in this highly diverse market segment. XQ-320 is equipped with a multitude of different features allowing it to meet the diverse needs of the various types of laboratories in the healthcare facilities. XQ-320 offers a great solution as it can be used as a stand-alone de-
histograms, and flags on a single screen enable a convenient result interpretation while the advanced QC settings of XQ320 support you in fulfilling your regulatory requirements.
Time is of the essence and regulations are becoming more and more strict, especially in working areas like ERs, ICUs or other rapid response scenarios. XQ-320 finds the balance between these requirements that make those
for physician office labs, stat labs or wherever high-quality diagnostic testing results within a short turnaround time are required. The launch of ‘‘Make in India’’ XQ-320 hematology analyser, is a significant leap for Indian healthcare technology and with this, Sysmex continues to provide quality solutions for all our hematology customers, from the smallest to the biggest laboratories.
HEALTHCARE TRACKER
Reducing ICU Infection Risks with Silicone Ventilator Circuit Tubing
In Intensive Care Units (ICUs), patient safety is a top priority — and infection prevention remains one of the most critical challenges. Among the various infection control strategies, the design and material of respiratory support equipment play a pivotal role. One key innovation in this area is the use of medicalgrade silicone ventilator circuit tubing, which offers significant advantages over conventional materials like PVC.
Understanding Icu- Associated Infections (HAIS)
Ventilator-Associated Pneumonia (VAP) is one of the most common healthcare-associated infections in ICUs. It is typically caused by the colonization of harmful bacteria in the airway or within ventilator tubing. The longer the intubation period, the higher the risk. Therefore, choosing the right tubing material can help mitigate microbial growth and improve patient outcomes.
WhySilicone? Material Matters
Silicone, especially platinumcured medical-grade silicone, brings a unique set of properties that make it ideal for ventilator circuits:
◆ Biocompatibility: Non-toxic, hypoallergenic, and safe for prolonged contact with patient tissues.
◆ Smooth Inner Surface: Reduces biofilm formation and bacterial colonization.
◆ Flexibility & Memory Retention: Ensures easy handling while maintaining shape and lumen integrity.
◆ Infection Control Benefits of Silicone Ventilator Tubing
1. Reduces Microbial Growth
Silicone's inert and smooth surface reduces the adhesion of pathogens. This minimizes the
risk of contamination, especially in closed-loop ventilator systems, where moisture and secretions are common.
2. Enhanced Serializability
Unlike PVC, silicone can be sterilized multiple times without degrading. This allows for safe reuse in some clinical setups and minimizes the chances of cross-infection between patients.
3. Improved Humidification Control
Silicone tubing has better thermal insulation, helping maintain consistent humidification levels in ventilated air, which supports mucosal health and reduces infection susceptibility.
4. Customizable & Leak-Resistant Connections
Tight, leak-proof joints and custom connector options in silicone tubing prevent air leaks, reducing the need for tube adjustments that may expose the circuit to airborne pathogens.
Applications in Modern ICU Setups
◆ Mechanical ventilators (invasive and non-invasive)
CPAP/BiPAP machines
◆ Anesthesia machines
◆ High-flow oxygen therapy systems
WhyChoose AMI Polymer’s Silicone Ventilator Circuit Tubing?
◆ At Ami Polymer Pvt. Ltd., our silicone ventilator circuit tubing is:
◆ Manufactured using USP Class VI & ISO 10993 compliant silicone
◆ Available in customized size
◆ Designed for custom connector fittings
◆ Compatible with both reusable and disposable setups
◆ Produced under ISO 13485 certified cleanroom conditions
◆ Soft, Flexible Design: Minimizes discomfort during longterm use.
◆ 100% Medical-Grade Silicone: Ensures exceptional biocompatibility, flexibility, and durability.
◆ Sterile Packaging: Our products are packed in sterile, individually-sealed packaging to maintain hygiene and ensure safety during use.
We offer tailor-made solutions for OEMs, hospitals, and device manufacturers seeking advanced respiratory components that align with infection control protocols.
Conclusion
Preventing ICU infections goes beyond surface cleaning and hygiene practices — it starts with the materials we choose. Silicone ventilator circuit tubing provides a safe, durable, and reliable alternative that helps protect critically ill patients from preventable infections.
As healthcare moves toward more sustainable and patientcentered solutions, silicone is set to play a growing role in ensuring respiratory safety.
HEALTHCARE TRACKER
Meril presents successful LANDMARKRCTone-year results at prestigious EuroPCR 2025
First-of-its-kind head-to-head TAVI trial reinforces the performance and safety of the Next Gen Myval THVseries
Vapi, 23rd May 2025 –Meril Life Sciences announced one-year results from its pivotal LANDMARK trial, presented during the prestigious Late-Breaking Trial session at EuroPCR 2025, one of the world’s premier cardiology conferences held annually in Paris, France.
The LANDMARK trial is the first randomised non-inferiority trial comparing the balloonexpandable Myval THV series with other contemporary balloon-expandable Sapien THV series and self-expandable Evolut THV series in patients with symptomatic severe aortic stenosis.
The Myval THV series demonstrated non-inferiority to contemporary THVs in terms of 1-year clinical efficacy composite endpoint (Myval THV Series: 13 per cent vs. Contemporary THV: 13.1 per cent, difference: -0.1 per cent, one-sided 95 per cent CI: 3.9 per cent, Pnoninferiority < 0.0001).
Additionally, in the composite endpoint of clinical efficacy combined with QoL, outcomes were comparable (Myval THV Series: 19.5 per cent vs. Contemporary THVs: 22.7 per cent, difference: -3.2 per cent, 95 per cent CI: -9.2 to 2.9, P=0.33). Hemodynamic parameters including effective orifice area (EOA), mean pressure gradient (PG), and incidence of moderate or greater aortic regurgitation remained stable and similar across all treatment arms.
Survival rates were nearly identical (Myval THV Series: 92.8 per cent vs. Contemporary THVs: 92.9 per cent), and QoL improvements were comparable, reinforcing the overall safety and durability of the Myval THV series in everyday clinical use.
Professor Patrick Serruys, Chairman and Study Director
of the LANDMARK trial, said: “This trial reflects a new era in comparative valve research.
The meticulous design and adherence to VARC-3 standards, including QoL endpoints, mark it as a pivotal study. The results of the LANDMARK trial represent a meaningful advancement for the global structural heart community— and most importantly, for patients receiving TAVI. The data not only validate the safety and efficacy of the Myval THV series, but also spotlight its adaptability to complex anatomies. This versatility is exactly what clinicians need to deliver precision care across a broad spectrum of patients.”
Professor Andreas Baumbach, Global Principal Investigator, said: “The LANDMARK trial represents a significant step forward in TAVI research. For the first time, we’ve bench-
marked Myval against both balloon-expandable and selfexpanding platforms in a rigorous randomised setting. The one-year results demonstrates that the new generation Myval THV series can match global standards in safety and efficacy.”
Mr Sanjeev Bhatt, Senior Vice President – Corporate Strategy at Meril, said: “The LANDMARK trial represents a significant milestone not just for Meril, but for the global TAVI community. The strong one-year results affirm the Myval THV series as a next-generation solution that delivers consistent safety, clinical efficacy, and improved quality of life across geographies. As the only head-to-head trial of its kind to include both balloonexpandable and self-expanding valves, it reinforces Myval THV series’s versatility and real-world relevance for di-
verse patient anatomies and healthcare systems. At Meril, we are proud to contribute innovative, evidence-based technologies that are reshaping patient care and expanding access to advanced structural heart therapies worldwide.”
The trial is designed to follow patients for a period of 10 years, aiming to generate longterm insights into clinical and echocardiographic outcomes, with a focus on valve durability and sustained performance.
About THE LANDMARK TRIAL
The LANDMARK trial is the first randomised non-inferiority trial comparing the balloonexpandable Myval THV series with other contemporary balloon-expandable Sapien THV series and self-expandable Evolut THV series in patients with symptomatic severe aortic stenosis. The LANDMARK
domised, multicenter, open-la-
for the treatment of aortic
last patient was enrolled on 5 December 2023. The trial included a total of 768 patients at safety and efficacy outcomes of
been successfully published in The Lancet and EuroIntervention, two of the most prestigious peer-reviewed medical journals.
About Meril Life Sciences:
Meril is a global medical device company based in India, committed to advancing healthcare through innovation. With a strong focus on research and development, Meril delivers cutting-edge medtech solutions across more than 135 countries and has a robust presence through subsidiaries in the USA, Brazil, Europe, Asia, Africa, and Australia. Through partnerships, precision technology, and adherence to international quality standards, Meril is helping reshape the future of healthcare.
Media Contact: media@merillife.com
HEALTHCARE TRACKER
Altus Airflow: Create projects and building confidence
Altus Airflow have experience and expert technicians to successfully complete all types pf projects in the stipulated time frame.The research and development team continuously works on improving the quality of the product and at the same time keeping it cost effective
Altus airflow is an innovation and technology driven company which give customer the best possible solutions all the time. It has established its reputation from years of experience in the field of HVAC (Heating, Ventilation and Air Conditioning) and clean room for several categories of hospitals and is recognised for providing quality, efficient and protectional services to its customers. One of the leading company in HVAC and clean room turnkey project, plus hygienic environment project for critical areas of hospitals, nursing homes & pharma companies.
Altus Airflow have experience and expert technicians to successfully complete all types pf projects in the stipulated time frame. The research and development team continuously works on improving the quality of the product and at the same time keeping it cost effective. Through vast experience in the field of HVAC and Clean Room Turnkey Projects, the company have achieved the most cost-effective method, control procedures and material technologies to produce the results at minimal cost with quality healthcare solutions.
Altus Airflow’s aim is to offer best industry solutions for clean room refrigeration and ventilation technology as per industry needs. The goal is to provide best service with high quality technical assistance all the time as pertaining to the international standards. The focus is on improving the quality of lives by offering exceptional HVAC solutions.
◆ LAF (Laminar Air Flow): Altus Airflow provide their clients with premium quality laminar Air Flow Systems, which are developed by utilising top notch material and modern technology at our well-equipped manufacturing units. These systems are suspended from the slab by an anchor fastener. The air is completely and uniformly supplied
grade on both sides. They are boded with a polyurethane foam having advantage of all factory fabrication.
◆ ICU & Recovery Room: Contamination free walls & fall ceiling panel with double skin. They are bonded with a polyurethane foam with high density, peripherally sealed with aluminium extruded profiles. The premium range is having additional advantage of all factory fabrication.
through HEPA (High Efficiency Particulate Air) filters to maintain cleanness standards. Every surgery requires different protection levels depending on the type of surgery. Protection of patient, operating team, instruments needed for the surgery can be done with different types of laminar flow systems. Our range of OT Laminar Airflow unit are made and designed as per NABH standards.
Specialisation
◆ Integrated Modular Operation Theatre, PPGI and PCGI: Modular partition walls & fall ceiling panel with double skin of PPGI and PCGI on both sides. They are bonded with a polyurethane foam with advantage of all factory fabrication.
◆ S S 304 Integrated Modular Operation Theatre: Modular partition walls & fall ceiling panel with double skin of SS 304
partitions panel with double skin. They are bonded with a polyurethane foam with high density, peripherally sealed with aluminium extruded profiles. The premium range is having additional advantage of all factory fabrication.
◆ Surgeon Control Panel: Individual control of temperature, local standard time, operating time, anaesthesia time, monitoring of the medical gas supply &
the IT network, operating theatre lights and air conditioning system surrounding lights. The control panel may consist 6 tiles or 9 tiles. We specialise in developing the product as per the requirement of customer.
◆ Scrub Sink: Made from high quality stainless steel, solid mineral board with stain polish finish with touch free automatic mechanism to fulfil the requirements of clinical staff and doctors. Other features are manual or automatic operation with hot / cold water mixing. Accessories of knee / foot operated paddle, soap dispensers, time out control, sensors etc. Available in single double and triple bay.
◆ Clean Room Flooring: Main advantage of Clean Room flooring
1. Create an easy to clean & seamless surface
2. Result in a hardwearing & durable surface
3. Provide an attractive flooring surface
4. Become a chemically resistant surface
5. Improve safety
6. Allow for designated traffic & work zone
7. Offer an environmentally ecofriendly flooring solution
8. Offer a cost-efficient flooring solution
◆ Pass Box: Static and dynamic pass box with interlocking systems for material transfer to clean area and avoid cross contamination. Alternately available with UV lights also.
REGD.WITH RNI NO.MAHENG/2007/22045,POSTAL REGD.NO.MCS/162/2025 – 27,PUBLISHED ON 8TH EVERY MONTH, POSTED ON 14TH,15TH,16TH EVERY MONTH,POSTED AT MUMBAI PATRIKA CHANNEL SORTING OFFICE,MUMBAI – 400001
