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Volume VII || Issue VI || March-April 2017 An Advance Media Publication

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News Update | Doctor Speak | Expert Views | Product Line | Industry Watch | Healthcare Management

EDITOR EVENT SPEAK

“National Health Policy makes an “Assurance” of basic affordable health services for all.”

Try to build a healthy India

Union Cabinet on 15th March 2017 approved the National Health Policy 2017 (NHP) aimed to provide assured health services to people as an entitlement. NHP states about increasing public expenditure on health to 2.5% of GDP by imposing a Health Cess. NHP has been brought after 2 years of deliberations since 2015 and after 15 years since the last national health policy that was framed in 2002. NHP was unveiled in the Lok Sabha by Union Minister of Health and Family Welfare, J P Nadda on March 16, 2017.

NHP intends to improve the health care system in the country significantly. NHP aims to strengthen the Primary Healthcare Centers (PHCs) through enhancement of public-private partnerships. Currently, PHCs handle only immunization, anti-natal checkups etc. NHC states that PHCs would also include screening Non-Communicable Diseases (NCDs). NHC also aims to address the issues concerning Universal Health Coverage, Reduction in the Maternal & Infant Mortality Rates, a betterment of immunization, etc. Since Healthcare is a State Subject, NHP suggests that the Centre must amend laws to bring it on the concurrent list in order to upgrade the healthcare system in the country keeping in tune with the current health scenario.

NHP also emphasizes on medical research.

Prime Minister Narendra Modi stated that NHP is comprehensive, futuristic and transformative and placing the interests of the citizens first & foremost and would greatly benefit the poor and the middle-class people and especially the underprivileged to get access to quality healthcare. NHP would mark a paradigm shift in “Indian Healthcare System as it marks a historic moment in Government’s endeavor to create a healthy India where everyone has access to quality healthcare.”

Have an insightful reading.

Your suggestions are most welcome!

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Magazine Volume - VII Issue - VI March-April 2017

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C o n t e n t s

Cover Story

March- April 2017

30 Suresh Vazirani

32 Rajiv Nath

38 Pawan Gupta

40 Himanshu Baid

46 Sanjay Jaiswal

56 Dr. Jagdish Prasad

35 Gaurav Malhotra

48 Sanjay Jain

42 Dr. GSK Velu

58

44 Probir Das

50 Pankaj Narula

Sumeet Aggarwal

36 Varun Khanna

60 Sunil Khurana

51 Milan Rao

52 Dinesh Lodha

62 Dr. Arvind Lal

64 Dr. Jitendar Sharma

54 Niranjan K Ramakrishnan

65 Abhinav Thakur

India needs innovative modes of funding for healthcare sector: NATHEALTH ������������������������������������������������������������������������������������������������� 6 Dr. Reddy’s and Integra LifeSciences enter into an agreement to market and distribute ������������������������������������������������������������������������������ 7 Russian Parliament Supports the Eurasian Orthopedic Forum �������������������������������������������������������������������������������������������������������������������������� 8 Mankind to provide high quality diagnostic services at an affordable price in collaboration with Pathkind ������������������������������������������ 10 The 3rd edition of State AYUSH/Health Ministers’ Conference held in New Delhi �������������������������������������������������������������������������������������� 12 Stigma attached to mental disorders leading to high mental morbidity in India: Experts ������������������������������������������������������������������������� 14 When Sleeping Beauty is not just a fairy tale! ������������������������������������������������������������������������������������������������������������������������������������������������ 16 From Tuberculosis: India’s Ticking Time Bomb a Ted Talk by Zarir F Udwadia ������������������������������������������������������������������������������������������� 16 The Times Group in association with World Medical Tourism Congress introduced the first Asia Medical Tourism Congress ������������� 18 Annexure: New Initiatives Adopted and Policies Updated in 2016 ��������������������������������������������������������������������������������������������������������������� 20 I have learnt to make a difference with little resources �������������������������������������������������������������������������������������������������������������������������������� 22 Fertility Preservation in Cancer ������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 26 Myths & Facts associated with Liver Transplant �������������������������������������������������������������������������������������������������������������������������������������������� 28 Learn to Live not Survive’ with Depression ���������������������������������������������������������������������������������������������������������������������������������������������������� 66 We need to strengthen our own fairs at home ����������������������������������������������������������������������������������������������������������������������������������������������� 68 NeoSoft HMS – “Bringing Robust ERP to Healthcare Industry” �������������������������������������������������������������������������������������������������������������������� 70 The Hospital Planning & Infrastructure Delhi summit successfully brings together projects ������������������������������������������������������������������� 71 Shortwave Diathermy is better option to therapeutic ultrasound Deep-heating agent prior to stretching ��������������������������������������������� 72 Ansell gives back at Operation Smile global mission ������������������������������������������������������������������������������������������������������������������������������������ 73 Prevention Is Better than Cure �������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 74 International Conference on Healthcare in a Globalizing World �������������������������������������������������������������������������������������������������������������������� 76

USFDA bans powdered medical gloves

NEWS Update

India needs innovative modes of funding for healthcare sector:

NATHEALTH

Private Equity Deals increase from 94 million USD in 2011 to 1,275 million USD in 2016-a jump of 13.5 times: NATHEALTH-PwC Report.

NATHEALTH in Association with PwC Released a Report on “Funding Indian Healthcare – Catalyzing the next wave of growth” To bridge the huge infrastructure gap, India will need much more participation from the private sector and for these conventional modes of healthcare funding will need to be aided by innovative modes funding to improve healthcare investments in India, reveals a NATHEALTH-PwC Report which was released here today at NATEv2017, an annual seminar organized by the Healthcare Federation of India (NATHEALTH).

The private sector has been involved in building the healthcare infrastructure in the country with active participation from private equity players and increase in FDI investments, the Paper says innovative modes of funding are needed to meet the requirements of the healthcare sector which has also been highlighted in recently unveiled New Health Policy 2017 by the government. The New Health Policy 2017 aims at universal health coverage and affordable quality healthcare services to all.

NATEv2017, an annual seminar organized by the Healthcare Federation of India (NATHEALTH) witnessed the release of the Report on “Funding Indian healthcare; Catalyzing the next wave of growth”by NATHEALTH in association with PwC. The Report was released in the presence of Shri 6

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Faggan Singh Kulaste, Minister of State, Ministry of Health & Family Welfare, Government of India.

The Report recommends four scaling innovative modes which should be introduced for funding Indian healthcare.

These include Fund of funds such as Pension funds, Investment route through PPP, long – term debt. Report bats for financing through pension funds which may provide access to a large pool of money. It also suggested funding through business trust entity like Real Estate Investment Trusts along with bilateral investment treaties.

While underlining the need of huge funding requirements, the Report says the FDI in the sector has been significantly increased in the last three years. However, healthcare expenditure’s share in GDP remains around 1.6 % in FY 16 and innovative funding modes would support the target of taking to 2.5% 2030. It also highlights the fact that Private Equity Deals are supporting the funding in the sector and value of transactions has increased from 94 million USD in 2011 to 1,275 million USD in 2016—a jump of 13.5 times.

The Report also examines the key challenges the healthcare industry is facing and the opportunities with which Indian Health Care system can overcome these challenges “With a 22% shortage of primary health centres (PHCs) and 32% shortage of community health centres (CHCs), it is estimated that 50% of beneficiaries travel more than 100 km to access quality care. India has only 1.1 beds per 1,000 populations in India compared to the world average of 2.7. Most physicians are located in urban areas, resulting in significant access issues in the rural regions.”

On the occasion, Dr. Rana Mehta, Partner and Leader, Healthcare PwC India, said “Access to capital has been one of the biggest roadblocks to the growth of the Indian healthcare sector. Today, the Indian government spends only about 1.5% of its GDP on healthcare, which is among the lowest globally for any country. Along with building highways, firing up our power plants and ensuring there is a roof over every Indian’s head, there is a need to focus on the healthcare needs of the country.”

Commenting on the findings of the Report, Mr. Anjan Bose, Secretary General, NATHEALTH expressed that, “While the opportunity for improvement of Health services in India as well as globally is huge, for it to fall into the right place the government and the entire healthcare ecosystem will have to work together even as they compete on other fronts so that the benefits percolate to the segment which most requires it. Promotional government policies such as New Health Policy and adequate regulatory regimes would support scaling up the healthcare sector.”

The Report sees four scaling innovative modes which should be introduced for funding Indian healthcare, as follows:

Fund of funds

NEWS Update

Financing through pension funds  Have access to a large pool of money  Intervention by the government required to use this pool based on redefined risk assessment criteria  Can be channeled through fund of funds

REITs/business trust entity  Dividing the asset operations and medical operations will trigger faster actions  Help in overcoming real estate costs  Insulated from instability of stock and bond markets

Bilateral investment treaties

 Healthcare investment and improvement fund with a multi billion dollar corpus to accelerate the overall pace of development – similar to India Infrastructure Finance Company Limited (IIFCL)  Management body appointed by the government to handle the portfolio, allocation and management of fund  Sources of funding – pension funds, others  I nvestment route – PPP, long-term debt, social impact bonds

 As an attractive investment destination, India already has 74 bilateral investment treaties  Has a low cost of financing, e.g. India offers much higher returns compared to countries like Japan  Potential for huge capital inflow

Long-term debt instruments  Tax-saving and tax-free bonds for financing healthcare infrastructure  Source for long-term debt financing  Potential for huge capital flow via participation from retail investors

Dr. Reddy’s and Integra LifeSciences enter into an agreement to market and distribute DuraGen Plus® and Suturable DuraGen® Dural Regeneration in India Dr. Reddy's Laboratories Limited (BSE:500124, NSE:DRREDDY, NYSE:RDY) and Integra LifeSciences Holdings Corporation (NASDAQ: IART), a leading global medical technology company, announced today that they have entered into an exclusive distribution agreement.

Under the agreement, Dr. Reddy’s will market and distribute DuraGen Plus® and Suturable DuraGen® Dural Regeneration Matrices for use in patients in India.

M. V. Ramana, Executive Vice President and Head of Emerging Markets & India Business, Dr. Reddy’s Laboratories said, “We are delighted to partner with Integra LifeSciences.

With the launch of DuraGen, we look forward to building our presence in the segment of regenerative technologies

and making a difference to the lives of patients undergoing neurosurgery.”

“Our market-leading DuraGen products have helped more than one million patients worldwide,” said Glenn Coleman, Chief Financial Officer and Corporate Vice President, International, Integra LifeSciences.

“This collaboration will allow us to continue to expand patient access globally and provide innovative regenerative technology solutions to neurosurgeons and patients in India.”

The DuraGen product line offers Duraplasty Solutions™ meant for the repair of the dura mater. Dura mater is a thick membrane that surrounds the brain and spinal cord, and contains the cerebrospinal fluid (CSF).

DuraGen Plus Dural Regeneration Matrix is indicated as a dural substitute for the repair of dura mater. It offers a

simple technique for precise placement of the matrix as an onlay graft in cranial and spinal procedures, and easily conforms to the complex surfaces of exposed neural tissue. It provides effective protection against CSF leakage with sutureless closure and is fully resorbed and replaced by native tissue with complete dural closure.

Suturable DuraGen matrix is a versatile graft that can be sutured and is designed for repairing dural defects where mechanical anchoring of the graft is preferred. This offers excellent suture retention with all the benefits of DuraGen Plus Matrix.

Integra's DuraGen products have been implanted in more than 1.8 million patients worldwide to effect dural closure following neurosurgical procedures. Integra manufactures the DuraGen family of products based on its proprietary Ultra Pure Collagen™ technology platform.

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NEWS Update

Russian Parliament Supports the Eurasian Orthopedic Forum The State Duma of the Federal Assembly of the Russian Federation has supported the Eurasian Orthopedic Forum that will take place in Moscow on 29-30 June with over 3,000 participants from all over the world. The Forum will bring together health professionals, government officials and entrepreneurship and will contribute not only to the development of healthcare service, but also to the integration processes in the Eurasian area. Earlier, the Ministry of Health of the Russian Federation had included the EOF in the official event calendar, the meeting was also supported by a number of other government agencies.

– The Eurasian Orthopedic Forum has been supported by the Committee on Health Protection of the State Duma of the Russian Federation. The event will be held in Moscow on 29-30 June 2017 bringing together over 3000 participants from Russia, the CIS, Asia-Pacific, Middle East, Europe and Americas and will become the largest event in the field of orthopedics and traumatology throughout the Eurasian area.

“The Eurasian Orthopedic Forum is the largest medical and business event, which is of key importance for the integration processes in the Eurasian area, particularly in the Eurasian Economic Union. Along with the doctors, the Forum will bring together representatives of public authorities and business community,” said Alexander Petrov, member of the Committee on Health Protection of the State Duma.

“Such a trilateral dialogue is aimed at improving Russian and international health policy, it will contribute to tighter cooperation within the framework of the EAEU, development of joint scientific projects, expansion of markets for hightech products,” Alexander Petrov added.

Previously, the Forum was supported by the Ministry of Health of the Russian Federation and was included in the Plan of scientific and practical measures of the Ministry of Health for the year of 2017. The Forum is supported by a number of other federal and Moscow government departments: Federation Council Committee on Defense and Security, Federal Biomedical Agency of Russia and Moscow City Department of Health.

Indivior’s new schizophrenia drug may improve patient compliance, says GlobalData "While risperidone is a well-established drug for the treatment of schizophrenia, Indivior may face difficulty in commercializing RBP7000 in this highly crowded market, as the increased price of the therapy compared to other generic schizophrenia drugs may prevent it from gaining a significant market share.”

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RBP-7000, a new pipeline drug developed by Indivior for the treatment of schizophrenia, has the potential to benefit patients who have previously demonstrated, or are at a high risk of, non-compliance, according to research and consulting firm GlobalData.

As explored in the company’s most recent schizophrenia report, antipsychotic products currently on the market for the treatment of schizophrenia are effective in managing the positive symptoms of the disorder, but there are still significant unmet needs for the effective control of negative symptoms and for drugs with greater compliance.

On 13th March 2017, Indivior announced that RBP-7000 had positive topline data in a Phase III trial for the treatment of schizophrenia. RBP-7000 is a novel sustained-release product using the ATRIGEL delivery system for subcutaneous administration of risperidone once a month. The data showed that, in 500 patients over a 12 month period, there were no new safety issues and patients “remained stable or improved” over the test period.

Rahael Maladwala, Associate Healthcare Analyst for GlobalData, explains: “On the back of these results, Indivior is aiming to file a New Drug Application with the FDA last quarter of 2017, giving RBP-7000 an anticipated launch date of Q4 2018.”

Risperidone was originally marketed as Risperdal by Janssen Pharmaceuticals and is currently available as two formulations.

The oral formulation, which is administered daily, is widely genericized throughout the seven major markets of the US, France, Germany, Italy, Spain, the UK, and Japan, and the long-acting injectable formulation, Risperdal Consta, administered once every two weeks.

While these provide effective control over schizophrenia symptoms, their compliance rates are poor.

Maladwala continues: “RBP-7000 looks to improve the compliance rate in schizophrenia sufferers by reducing the dosing to once a month, meeting a significant unmet need in the market.

However, there are other risperidone reformulations in the late stage pipeline that also look to address patient compliance, such as risperidone ISM

by Laboratorios Famaceuticos Rovi and BB-0817 by Braeburn Pharmaceuticals.

NEWS Update

Mankind to provide high quality diagnostic services at an affordable price in collaboration with Pathkind Mankind Pharma, a USD 800 million pharmaceutical company, is foraying into Diagnostics space with its new venture Pathkind Diagnostics. In the coming 4 years, the company has a plan to invest Rs 305 crore in its new venture, which will start its operation from August 2017.

As a part of the strategy, Pathkind would aim to reach out to the masses in tier 2/3 cities in India with the direct and clear-cut approach of providing easily accessible high quality diagnostics services at affordable prices.

Mankind Pharma’s decision of launching the new Diagnostics chain, Pathkind, is to focus on organic growth, contrasting with the game plans of its competitors.

The company is planning to open 12 large labs, 20 rapid response labs and 150 collection centres in 12 months and will operate on a three-tier model. With a reference lab in Gurgaon, it will also have multiple collection centers in small towns and villages, which will be connected through the network of labs. Initially, the company will start its operations from Uttar Pradesh and move to Uttarakhand.

To promote this new venture in the Diagnostics space, Mankind has joined hands with Sanjeev Vashishta.

Sanjeev Vashishta has been known for his ability of connecting with people and for his potential to turn around businesses. Prior to joining Pathkind Labs, he successfully managed running operations (a cluster of hospitals) in the Fortis group with whom he was around for 11 years. He was also responsible for the dramatic transformation of SRL’s business in just 4 years.

Commenting on the same, Sanjeev Vashishta, Managing Director CO of Pathkind, said,” Diagnostics industry in India is grossly under-penetrated. Given the fact that diagnosis costs fraction in comparison to the cost of treatment, and about 20% of the Indian population has ever got a blood test done due to inaccessibility/ignorance, the volumes could be taken up significantly by just educating the prescribers (about new modalities) and the masses.

There is a huge dearth of quality service providers in India, as per the demand for the healthcare/ diagnostics services. Today, people are becoming conscious about their health, which results in the need of more quality diagnostics centres. Venturing into diagnostics is also a financially prudent decision as diagnostics model is asset light, with low gestation period and a lucrative ROI. “ He further added; “At Pathkind, we are strongly committed to serve at the grass root level so that the masses don’t have to travel miles in order to get themselves diagnosed.

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Mr. Sanjeev vashishta

Managing Director CO Pathkind

Highlights  In coming 4 yrs Company to invest Rs.305 crores in its new venture, Pathkind  Pathkind to start its operation from August 2017 and would aim to reach out to masses in tier 2/3 cities  Pathkind aims to open 32 labs in 12 months apart from 150 collection centres  Company has appointed Sanjeev Vashishta, who is known for his stint with Fortis and SRL, to co-promote diagnostic venture, Pathkind C ompany will start its operations from the northern region and plans to tap Uttar Pradesh, Uttarakhand and parts of Bihar in the next year

Our aim is in line with the government’s vision to provide quality diagnostics/ healthcare access at an affordable price. It will be our endeavour to provide accurate diagnostics in the shortest possible time. Furthermore, as per the National Health Policy 2017 the govt of India is committed to give the much needed importance to Universal Health and the Govt. intends to increase the healthcare spend from a meagre 1% to 2.5% of GDP in the near future”.

In recent times, several Companies have evinced interest in getting into the diagnostics arena. Mankind has a strong presence in pharmaceutical, veterinary, OTC & FMCG segments with over 63 brands ranked at No. 1 position in their respective segments. Besides having a strong presence in the domestic market, Mankind is present across various countries in Asia & Africa. The company has ventured into a new business of diagnostics with an aim to emerge as a leading domestic player.

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NEWS Update

The 3rd edition of State AYUSH/Health Ministers’ Conference held in New Delhi

AYUSH Minister urges States to take appropriate action against misguided advertisements about AYUSH drugs

Shripad Y. Naik

Union Minister of state for AYUSH (independent charge) & MOS Health, Govt of India

The 3rd Conference of Health/AYUSH Ministers of States/UTs was inaugurated by the Minister of State for AYUSH (Independent Charge) Shri Shripad Yesso Naik in New Delhi today. The day long conference was organized by the Ministry of AYUSH to provide an opportunity to States/UT to interact with each other for the development of AYUSH sector. The conference was attended by AYUSH/Health Ministers/ Secretaries and officials from 23 States/UTs; senior officials of AYUSH Ministry and representatives of AYUSH organizations.

In his inaugural address, the AYUSH Minister said that the WHO advocates expanding the rational use of traditional medicine as one of the means to achieve Universal Health Coverage. The WHO also advocates harnessing the potential 12

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of traditional medicine, capacity building in traditional medicine practice and developing awareness among the public about the advantages of traditional medicines. Shri Naik appealed to all the State Governments to consider the WHO advisory on priority.

Shri Shripad Naik urged all State Governments to consider amending their State Medical Practitioner Act to enable AYUSH system to deal with medical emergencies. He said that States like Maharashtra, Haryana, Uttar Pradesh and West Bengal have already made such amendments in their State Medical Practitioner Acts. The Minister further said that the Ministry has been giving focus on the quality of AYUSH education. He advised to State Governments to closely monitor and ensure the quality of education as being imparted in AYUSH colleges.

The Minister also expressed his concern on misguided advertisements about AYUSH drugs appearing in the print and electronic media. He said that the Central Government has entered into an MoU with the Advertising Council of India to check such fraudulent claims relating to AYUSH projects. He said that the State Governments may also bring such advertisements to the notice of the said Council. The Minister also said that the Ministry has developed Ayurveda protocols as well as Yoga protocols for prevention & control of diabetes. The another landmark achievement, the Insurance companies have begun entertaining the claims for reimbursement made by policy holders for the expenditure made on AYUSH treatment, Shri Shripad Naik added.

On this occasion, Minister for Health & Social Justice, Government of Kerela,

Smt. K.K. Shailja Teacher said that they have decided to set up an International Research Institute of Ayurveda in the State. Minister of Health & Family Welfare, Government of Rajasthan Shri Bansidhar Bajia and Health & Family Welfare Minister, Government of Tripura, Shri Badal Choudhary also spelled out the policies and programmes being taken up by their governments to propagate AYUSH. Secretary AYUSH, Shri Ajit M. Sharan welcoming the dignitaries and delegates, briefed about the achievements and initiatives undertaken by the Ministry of AYUSH since it was accorded the status of independent Ministry in November, 2014.

State health authorities pointed out their problems in implementation of various programmes and schemes of AYUSH and concerned officers of Ministry of AYUSH addressed their issues.

The Conference will help to streamline the co-ordination with the States/UTs to ensure and effect better and affordable healthcare delivery in the country.

The purpose of this Conference was to discuss the various issues connected with propagation and mainstreaming of AYUSH, and also to take stock of the progress made and developments that took place during the last two years. The Conference aimed to deliberate upon how to take AYUSH systems forward in the healthcare delivery system of the country, as acceptance of AYUSH systems among the people of not only this country, but the world over is increasing.

NEWS Update

Stigma attached to mental disorders leading to high mental morbidity in India: Experts

 Over a dozen experts in social work and mental health disorders from US and India assembled at the International Conference on Nurturing Global Mental Health at Amrita University  Social stigma, lack of awareness about symptoms, and insufficient treatment facilities cited as major challenges in improving the plight of patients More than 100 million people in India – over 10 percent of the population – suffer from mental health disorders such as depression and anxiety, but the society’s views about these are clouded by several misconceptions, with exorcism and magic still considered a part of treatment in rural India and even some urban areas, said experts assembled at Amrita University for a three-day workshop on global mental health. They singled out stigma as a major factor contributing to the huge burden of mental morbidity in the country, preventing as many as 80% of patients from seeking treatment.

The International Conference on Nurturing Global Mental Health was organized by Department of Social Work, Amrita University, and School of Social Work, University at Buffalo, Buffalo, New York, with dozens of speakers from all over India and the US attending.

Talking about the prevalence of mental disorders in India, Dr. MK Suja, Chairperson, Department of Social Work, Amrita University, said: “Women, children, elderly and the disabled are most vulnerable to mental disorders because of their dependency on others. Depression among pregnant women and those who have just given birth is common, and dementia in the elderly. There is also an urban slant, with the prevalence of schizophrenia, mood disorders and stress-related disorders being up to three times higher 14

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in cities than in rural areas. Overall, the prevalence of mental morbidity is almost double among males than females, though specific disorders like mood disorders, anxiety disorders and obsessive compulsive disorders are higher in women.”

Dr. MK Suja added: “Most people don’t take treatment for mental illness due to the fear of stigma, isolation or rejection. Many patients prefer to visit a psychiatrist far away from their home town because they do not want to be recognized. There is also a lack of awareness about symptoms. Any change in behavior of a person is considered temper tantrums. Another challenge is denial on part of family members that someone is suffering from mental disorders, as they fear labeling the patient.”

Dr MK Suja said that Government is making efforts to address the issues: “The Mental Health Care (MHC) Bill, 2016, is landmark legislation that lays down clear responsibilities of state governments and provisions to empower individuals and families. It blocks legislation that penalizes suicide as a criminal act, fixes responsibility on authorities for rehabilitation of patients, and provides for free counseling. However, the success of this progressive law, which will replace the archaic Mental Health Act of 1987, will entirely depend upon its effective implementation. All stakeholders need

to continually put pressure on the authorities for this, which can only happen when the masses are aware about mental health.”

Nancy J. Smyth, Dean, School of Social Work, University at Buffalo, New York, said that developing nations face unique challenges in addressing mental health concerns: “Modern evidencebased mental health treatments have been developed within Western cultural models, and it's unclear how well these will transfer to developing countries.

These countries also face a variety of public health threats and limited resources, so mental health remains low priority for them. Finally, they have an extreme shortage of psychiatrists and other mental health professionals. For these reasons, we need to research the effectiveness of Western evidence-based treatments and explore any necessary cultural adaptations of those treatments for India.”

New developments in mental health in the West have focused on the impact of alternative treatment such as exercise, diet, yoga and meditation, and recognizing the interconnection between health and mental health. “These developments are very congruent with Eastern cultures and traditions. In addition, there are now many research initiatives underway, exploring the role of technology, especially mobile technologies, in treating mental health,” Nancy J. Smyth added.

NEWS Update

When Sleeping Beauty is not just a fairy tale!

Youngest child in the world diagnosed with ultra-rare sleeping disorder at Aster Medcity Everyone has read the classic fairy tale, Sleeping Beauty, about a princess who falls into a deep sleep for hundreds of years.

Doctors at Aster Medcity in Kochi found a real life ‘Sleeping Beauty’ when a 4 year old girl was diagnosed with an ultra rare sleeping disorder known as Kleine-Levin syndrome. She is the youngest patient in the world to be diagnosed with this disorder which is also known as ‘Sleeping Beauty’ syndrome. This is an extraordinarily rare neurological disorder with only around 1-2 cases per million people.

Liya was born after six years of marriage through in-vitro fertilization. Much loved by her parents, the only concern in an otherwise normal childhood was a delay in her speech which started occurring as she turned three. In October 2016, she started crying and getting irritable without any reason.

This was followed by an episode of unconsciousness where she was unresponsive for more than 24 hours. After regaining consciousness, she was confused and aloof. Suspecting epilepsy, the doctors started anti-convulsive medication. But despite this,

she had eight episodes in four months. She was hospitalized at other hospitals thrice but the problem was not diagnosed.

Dr. Akbar Mohammad Chettali, Paediatric Neurologist at Aster Medcity said, “Liya was brought to the emergency in Aster Medcity for the first time on 16th February after a sudden episode of unconsciousness, where she was found to be deeply comatose and having very low heart rate and breathing.

Continuous EEG monitoring ruled out non-convulsive epileptic state. After investigations that ruled out other suspected conditions that can cause prolonged unconsiousness, the child was found to be in deep sleep with poor responsiveness lasting almost for 5 days. This was confirmed by Polysomnography, a sleep study that records brain waves, the oxygen level in blood, heart rate and breathing, as well as eye and leg movements and is used to diagnose sleep disorders. The results of the sleep study suggested prolonged REM (rapid eye movement) sleep.

After further investigations and discussions across specialities, the condition was diagnosed as the rare disease ‘Kleine Levin syndrome’ or ‘Sleeping Beauty disorder’.”

From Tuberculosis: India’s Ticking Time Bomb

a Ted Talk by Zarir F Udwadia

“Tuberculosis is Ebola with wings. It does not differentiate between the driver in the front of the Mercedes to the CEO in the back or between the maid in the kitchen and the memsahib in the living room. It kills an Indian every minute.”

As a lead up to World TB Day, TED has combinations. In the end, Salma was released India’s first Ted Talk on TB resistant to every single TB drug. She titled Tuberculosis: India’s Ticking Time died 4 days after surgery, therapeutically Bomb by Zarir F Udwadia, a leading destitute from a virtually untreatable form chest physician from Hinduja Hospital, of TB. Mumbai.

“What could be more soul destroying than Aptly titled, the Ted Talk discusses taking 5 years of treatment but finding India’s epic TB problem terming it yourself getting worse not better? Drug India’s biggest public health problem. resistant TB is a collective indictment This claim is borne by statistics as India of us all. The tests that are too slow, the houses the largest number of TB patients drugs that are too toxic, the government in the world and has the most TB deaths program: underfunded and inefficient, globally. It kills 1 Indian every minute a the private doctors doling out drugs but statistic unchanged over the decades. TB no compassion, and no science and at costs India US $ 24 billion annually. the macro level failures of public health Using Salma’s story - one of his earliest policy -for of all the ills that kill the poor Totally Drug Resistant (TDR) TB none is as effective as bad government cases, Udwadia illustrates the numerous and poverty”, says Zarir concluding that challenges patients face in fighting TB the responsibility for cases like Salma is in India. Salma, who did not survive collective.

TB, spent months desperately trying to The talk, the first, and only one on this cure herself of her TB; travelling across subject, combines defining data, science, 2 states, accessing government TB global and Indian statistics and policy clinics and several private physicians solutions to bring attention to this while received multiple drugs in various issue. Zarir uses the talk to remind all

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stakeholders that TB remains neglected and ignored especially in India. “Forget your bullet trains PM Modi ... Give us the new drugs we need to treat, give us the labs and tests to diagnose early, give us more funds not more cuts in the TB budget. Give us social change, because TB is the perfect expression of an imperfect civilization,” says Zarir outlining what India desperately needs to do address TB. The talk released two days before World TB Day, is timed to bring greater attention to the urgent need to address TB in India across stakeholders. “ Every death from TB is an avoidable tragedy. It is our task to reverse the tide” he says concluding the talk with a call to action to fight TB in India.

NEWS Update

The Times Group in association with World Medical Tourism Congress introduced the first Asia Medical Tourism Congress The conference showcased the best of the healthcare and medical tourism industry under one roof The Times Group in association with World Medical Tourism Congress (WMTC) introduced the first Asia Medical Tourism Congress India (ASTCI). The two day conference held over 7th& 8thof March, 2017 at Crown Plaza, Greater Noida saw the largest congregation of medical fraternity who deliberated on current market challenges and strategies that will help India to be the next leader in the medical tourism industry.

The conference played host to some very thought-provoking interactions on India’s Medical Travel Sector – Trends, Opportunities and Challenges, Advanced Medical Travel Marketing, Medical Travel from Africa and Middle East and Medical Travel Opportunities for International Insurance Companies. Other interesting aspects that were discussed at the event include The Future of Healthcare and Insurance in the GCC region, using Medical Tourism Technology to Power your Healthcare Business and Governmental Partnership in Medical Travel. India ranks among the leading medical tourism destinations in Asia due to the low cost of treatment, high quality of healthcare infrastructure and the widespread availability of highly-skilled doctors.

Rising healthcare costs in developed countries and an increase in the numbers of the uninsured has also driven the expansion of the medical tourism industry by more than 25% annually.

Deepak Lamba, President, Times Strategic Solutions, commented on the event saying, “India is poised to play a critical role in the global medical tourism sector given the country’s resources of top doctors and an affordable healthcare system. We at The Times Group are glad to associate with the largest Medical Tourism Congress to bring the first episode of The Asia Medical Tourism Congress India. This conference aims to give India the required impetus to reach the next level and achieve newer successes in the global medical tourism industry.”

Jonathan Edelheit, CEO, Medical Tourism Association, shared his views in one of the sessions, “There has to be sophistication in the offering that organisations make and it has to be different. They just can’t have patients log into a pretty website as the competition is growing regionally and globally. You can’t be stagnant, because what worked yesterday doesn’t necessarily work today.”

Dr. Mahesh Sharma, Minister of State for Tourism, Culture and Civil Aviation Chairman of Medical Wellness Tourism Board, Government of India giving his inputs towards the summit said, “India in today’s time 18

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is specifically known for medical tourism. We are trying to address all issues related to medical tourism through a single clearance window. India now has a simplified e-medical visa facility which allows you 3 visits to the country. We will try to address more issues in time to come, like standardization and accreditation of services. We want to make the processes transparent, to rationalize services and make them all of them available in a transparent manner so that no one is deprived of much needed healthcare services”.

The other notable speakers present at the event were Pronab Sarkar, President, Indian Association of Tour Operators, Jeanine Bowen, COO, Euracare Multi-Specialist Hospital, Nigeria, Dr. Geeta Jotwani, Deputy Director General, Indian Council of Medical Research, Dr. Prathibha Shetty, Principal Scientist, Reliance Lifesciences, Dr. H.S. Chhabra, Chief of Spine Service & Medical Director, Indian Spinal Injuries Centre, B. S. Bedi, COO, Telemedicine Society of India and Sherene Azura Azli, CEO, Malaysia Healthcare Travel Council.

NEWS Update

Annexure: New Initiatives Adopted and Policies Updated in 2016 National Strategic Plan for TB Elimination

Jagat Prakash Nadda

Union Ministry of Health & Family Welfare, Government of India

Active Case Finding Initiative:

Private Sector Engagement Projects: implementation plan (PIP) and state

An aggressive active case finding campaign was launched in January 2017, in 17 states covering 50 districts in first phase, to search and treat TB among undeserved and vulnerable population groups in a campaign mode.

The objective of the initiative is to enhance TB case finding among high risk / vulnerable populations like urban slums, tribal pockets, remote areas, etc. Increased coverage is being achieved by focusing on clinically, socially and occupationally vulnerable populations. The programme has identified 100 high priority districts in states including Maharashtra (Thane and Bhiwandi), Arunachal Pradesh, Haryana, Uttar Pradesh, Rajasthan, and Kerala based on factors like TB burden, co-morbidity rated, drug resistance, and case finding efforts. In the first phase more than three million populations were screened for symptom. 69,000 patients were examined out of which more than 2600 people were diagnosed with TB

RNTCP has adopted a number of innovative approaches for encouraging compliance with the mandatory notification of TB cases as well as to streamline the quality of care in the private sector. These include e-nikshay, a web based case reporting platform and “Universal Access to TB care” a public private partnership intervention implemented in Patna, Mehsana, Mumbai and Nagpur. In 2015, only three of the districts contributed 18% of national TB patient notifications from private sector.

National Strategic Plan for TB Elimination (2017-2025):

PIPs, as well as district health action plans (DHAP) under the national health mission (NHM). This NSP replaces previous strategies, and will inform and guide the technical and operational guidelines refresh and associated programme tools modifications.

The vision of the NSP is a TB-Free India with zero deaths, disease and poverty due to tuberculosis. Through this the programme aims to achieve a rapid decline in burden of TB, morbidity and mortality while working towards elimination of TB in India by 2025. New, comprehensively-deployed interventions are required to hasten the rate of decline of incidence of TB many fold, to more than 10-15% annually.

The requirements for moving towards TB elimination have been integrated into the four strategic pillars of “Detect – Treat – Prevent – Build” (DTPB).

The MoHFW will soon be releasing the NSP 2017-2025 which builds on the success and learnings of the last NSP, and articulates the bold and innovative steps required to move towards TB elimination. It provides goals and strategies for the country’s response to the disease during the period 2017 Tackling TB-HIV co-infection to 2025. The NSP will guide the The programme, in collaboration development of the national project with National AIDS Control Program

Trends of case notifications by the private sector (2012-2016)

For state level details, please refer to the Annual TB report 2017 20

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NEWS Update

Trends of DR-TB case finding and treatment initiation (2011-2016)

(NACP) and with technical support from World Health Organization, India, has expanded the ‘Intensified TB case finding and appropriate treatment’ through single window delivery of services from all ART (anti antiretroviral treatment) centres. Till now, over15, HIV-TB patients have been enrolled across all ART centers in the country. Out of the 529 ART Centers in the country, 373 have enrolled at least one patient The strategy focuses on comprehensive methods to reduce TB burden among People living with HIV AIDS (PLHA).

The services include:  Intensified TB detection through screening, followed by rapid diagnosis  Fixed Dose Combination daily treatment for TB  Preventive therapy among PLHIV  Technology-enabled adherence support through 99 DOTS  Airborne Infection Control measures at ART centers

Introduction of Daily Regimen for with other anti-TB drugs based on drug susceptibility testing. treatment of Drug Sensitive TB The programme is changing the TB treatment strategy from Intermittent to Daily Regimen in phases. This has already been initiated in five states – Bihar, Himachal Pradesh, Kerala, Maharashtra, and Sikkim, covering 27 crore people of the country. The rest will be covered by October 2017.

For PLHIV co-infected with TB, daily regimen has been introduced across the country. Features of the new strategy include:  Daily drug administration, dosage being as per body weight  Use of Fixed Dose Combination (FDC) tablets, reducing number of pills to be taken by patient  For children, child-friendly formulations as dispersible tablets are being introduced  Use of Information Technology (IT) enabled systems such as 99 DOTS for adherence support

Introduction of a new anti-TB drug – Bedaquiline:

 Implementation of The new drug Bedaquiline has been pharmacovigilance by establishing introduced in six sites in five states adverse drug reaction monitoring - Ahmedabad, Chennai, Guwahati, Mumbai, and New Delhi. Bedaquline is centres at ART centres a novel drug, introduced after 40 years, For further, details please refer to the and is administered in combination Annual TB Status Report 2017.

Bedaquiline is currently being provided in a conditional access manner to prevent irrational use. Being a new drug, the RNTCP has established a committee at the national level and pharmaco-vigilance monitoring system at all sites to report and monitor adverse drug reactions.

Till now, more than 300 drug resistant TB patients have been initiated on Bedaquiline containing regimen. The programme will be expanding its use along with drug susceptibility testing guided treatment to other parts of the country for which capacity building measures have already been initiated.

Expanding use of Cartridge based nucleic acid amplification test (CBNAAT) machines:

The RNTCP established 500 additional CBNAAT laboratories across country over the last year. With this expansion of laboratory network, now, the country has 629 CBNAAT laboratories linking every district to high sensitive, rapid, molecular diagnostic test for TB. Currently, CBNAAT is used for:  Diagnosis of drug resistant TB, patients with positive results at any time during treatment, HIV-TB patients and TB patients in contact with MDR-TB patients  Diagnosis of TB among children, PLHIV, and others w w w.medegatetoday.com March-April 2017

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INTERVIEW I have learnt to make a difference with little resources Please tell us your professional journey from bachelor of medicine from Lady Harding to max healthcare.

I am an alumnus of Lady Hardinge Medical College, Delhi and have 38 years of experience in the medical profession ranging from core medical practice as a Clinical Pathologist, Allergist & Hospital Administrator.

I am the founder member of Max Healthcare Institute Ltd.I was actively involved in strategizing and developing different verticals of the business. In my current capacity as CEO of Max Institute of Health Education &Research, I am actively engaged in developing the educational and skilling vertical for the group. I also serve as a Board member of Antara Senior Living &Cross lay Remedies Limited. I am providing leadership in the development and establishment of the Medical College, Nursing College and School of Allied Health and Wellness Professionals. I Identify conceptualize and guide growth in special projects such as Hospital expansion Program, Education & training programs, and M-Health technologies across Max Healthcare facilities.

I am pivotal member to the Confederation of Indian Industry(CII) National Healthcare Council and have spear headed, led and continuing to guide on critical policy matters that effect and impact the healthcare sector at large.

These issues include multi-stakeholder policy deliberations, developing and building strong industry government linkages on pricing of healthcare services & medical devices and equipment’s in India, Health insurance and reimbursements mechanisms, remodelling higher medical education, including healthcare services within lower tax slabs under the GST regime, catalysing public private partnership (PPP) opportunities as well as skilling of healthcare/paramedical workers in India.

I am the Convener of CII- NITIAayog Government of India Central Planning board Working Group project on ‘Pubic Private Partnerships (PPP) for Non-Communicable Diseases (NCDs) for defining the levels of services and specialties of critical services’ and work closely with The World Bank, IFC and WHO in this capacity.

I have been instrumental in the formation of the Healthcare Sector Skill Council (HSSC) which creates a robust and vibrant eco-system for quality vocational education and skill development in Allied Healthcare space in the country.I am the Founder Governing Council member and Chairperson

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Dr. Shubnum Singh

Chief Executive at Max Institute of Health Education & Research New Delhi

of Healthcare Sector Skill Council (HSSC)National Occupational Standards (NOS) Committee. I do strong advocacy for employing skilled and certified workforce and represent HSSC at various high-level national and international forums. I am also the member of various committees that helps looks into quality assurance, technical inputs, awareness creation etc.I am a Governing Council Member and Secretary of the Life Sciences Sector Skills Development Council.

Tell us about national health policy 2017, the new health policy can help India achieve universal coverage?

National health Policy 2017 is a well drafted document.

The goals of public health can be met by actively working in public private partnership mode. This has been very well enunciated in the policy as is the need to address the acute manpower shortage currently facing the country. Policy also recognizes and addresses the need for attacking a new frontier in the form of non-communicable diseases

You’ve got a reputation across the country, what do you think is the state of Clinical Allergiesin India?

In India, occurrence and severity of allergic diseases has seen on a rise .Within the country, around 20% to 30% of whole population experiences one or other form of allergic ailments and among them the most common ones are:Rhinitis,Asthma,Anaphylaxis,Food, insects and drug allergy,Urticaria,Eczema and Angioedema.

The rapidly growing heavy environmental pollutants, changing lifestyles, low-quality dietary habits and existence of variety of communicable and non-communicable diseases further complicate the prevalence of allergic diseases in the country.

INTERVIEW I have conducted a study to identify the most common sensitizing food and inhalant allergens in physiciandiagnosed allergic children and adults in North India.

Phadiatop/fx5 determined 59% (162/274) of the patients as atopic, where of 159 were included in further evaluation; 10% were in Group A and 90% were in Group B. Higher proportion (36%) of patients had the medical history of urticaria followed by atopic dermatitis (26%), asthma (23%) and rhinitis (23%). The commonest sensitizing food allergen was banana (68%) followed by sesame seeds (66%), lemon (45%), rice (31%), wheat (24%), cashew (23%) and peanut (21%). Among inhalants, house dust mite, D. farinae (83%) was the most prevalent sensitizing allergen followed by cockroach (79%), weed pollens (29-50%), tree pollen (1629%), grass pollen mix (26%) and mold mix (25%). Less than 20% of patients tested positive to cow’s milk, tomato, spinach, aubergine, soybean, egg white, dog dander, legume mix, chicken, cat dander, and fish. The geometric mean of total IgE was 943 kU/l (21->5000 kU/l, range 2-5000 kU/l).

This is the first Indian sensitization data of this dignity analyzed by ImmunoCAP® which provided useful native information of prevalent sensitizing Indian allergens that would improve cost effectiveness of allergy treatment and hence increase the quality of life of allergic patients in India. Phadiatop/fx5 revealed that the physicians’ diagnosis of IgE mediated allergy was accurate only in 59% of cases and thus highlights the importance of using allergy tests in conjunction with clinical findings for correct allergy diagnosis.

Food allergy is also a serious and growing health problem, India is the only lower or Middle Income Country (LMIC) to have conducted research using standardized methodology established in a large European study (Europrevall) Findings among Indian

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adults reveal a high level of sensitization (26.5%), yet a correspondingly low prevalence of probable food allergy.

This discontinuity between sensitization and probable food allergy suggests a possible protective effect of the Indian environment which, if identified and proven causal, could lead to the discovery and implementation of new prevention strategies.

India is a rich culture with a long history of introducing various foods to infants early in life, including many with medicinal properties such as honey, yogurt, cow’s milk and a variety of nuts. Complementary supplementation of infants is common and frequently includes honey or cow’s milk.Recently released guidelines for infants and young children in India - based on WHO principles - outlines the importance of exclusive breast feeding until 6 months. However, after the completion of six months, “introduction of optimal complementary feeding should be practiced preferably with energy dense, homemade food.” However, rates of food sensitization are high in India, particularly to cow’s milk and apple, which are widely consumed.

Interestingly, children of Indian origin who are born in westernized countries have been found to have higher rates of food allergy than even the native population. This raises the question of what protective factors may be present in the Indian environment.These protective factors may be most visible in rural areas of India as many urban centers are quickly adapting western food and living habits. Common American food chains like Pizza Hut and McDonald’s can be found throughout India and especially in urban areas. Early environment and diets of infants of busy working parents in urban India are beginning to look remarkably similar to the western world.

million beds are required to fulfill our goals of Universal Health Coverage.

With an increase in Government spending in Healthcare from the existing 1.15% to 2.5 % by 2025 will see growth in the sector across the range of primary, secondary , tertiary and quaternary levels of care. To serve the needs of Universal Health Coverage and aforementioned service delivery, there will be increased impetus to ancillary industry like medical equipment, pharmaceutical, Bio medical waste management etc which will correspondingly grow. Healthcare is the second largest employer after education industry. Hence the waterfall effect of the growth will undoubtedly be reflected in GDP growth. We are well known across the globe as leaders in providing affordable quality healthcare and will continue exceptional growth to command a stewardship role in this space.

What’s your message to our readers and all the young doctors out there?

India is a land of opportunities and sitting on the cusp of a very strong growth trajectory. No nation can sustain its growth without a healthy population.

Your role in being able to realize our goals of “India Shining” cannot be underestimated. Every ounce of your input will matter. I would urge all young aspirants and graduate doctors What do you see the future of to instill a strong sense of empathy as healthcare sector of India? well as a belief that despite recent events The future of Healthcare in India is people still trust us. We must live up to extremely bright with an estimated their collective belief in the medical CAGR of around 18%. An additional 2 profession which knows no boundaries.

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DOCTOR SPEAK

Fertility Preservation in Cancer Dr. Sonia Malik (DGO, MD, FICOG, FAMS) PROGRAMME DIRECTOR OF SOUTHEND FERTILITY & IVF

The incidence of cancers is on the rise worldwide. Daily scientific advancements and availability of newer diagnostic and therapeutic techniques not only make earlier detection of cancers but also make them amenable to treatment. They improve survival and increase the disease free period.

A lot of cancers are detected very early in life-in childhood, adolescence and young adulthood which are the prime years for fertility. A multidisciplinary approach in improving the quality of life of such a group of cancer survivors is to provide them an opportunity to produce their own biological child, when they are disease free, despite the disease and its associated chemotherapy and radiotherapy that have damaging effects on their the reproductive organs(ovaries and testes).

The role of the cancer specialist is paramount in such a scenario. The guidelines published by the American Society of Clinical oncology in 2006 states that the treating oncologist should include in their counseling the need for fertility preservation before therapy. They should educate the patient regarding the impact of cancer treatments on the future reproductive potential of the patient and refer them to a reproductive medicine specialist for fertility preservation. This would be based on the nature, aggressiveness, intended surgery including chemotherapy and radiotherapy and prognosis of the cancer. Cancers like lymphomas, leukemia, breast cancer etc can be addressed and fertility preserving treatments given either before or in the time intervening between two therapeutic modalities.

Options of fertility preservation are available for both the sexes.

In men, the option of semen cryopreservation or semen freezing is available in which semen collected by masturbation is frozen in the laboratory and used in future IVF process when fatherhood is desired.

For women, the options available are as follows

F or young girls and women without partners,the options available are oocyte freezing and ovarian tissue freezing.

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For oocyte freezing ,the patient’s ovaries are stimulated to make eggs using artificial hormones and the eggs once mature are collected under anaesthesia and frozen in the laboratory for future IVF use whenever motherhood is desired. The advanced regimens available to make eggs are safe and cause no delay in initiating the actual cancer treatment.The results of ovarian tissue freezing, although considered experimental, have the advantage of keeping the fertility window open for a longer duration of time. F or women with partners, the option of embryo cryopreservation is available. As already explained, the woman’s ovaries are stimulated to produce eggs and the eggs thus obtained are mixed with the partner’s sperm in the IVF laboratory to make embryos which are frozen to be used in future whenever parenthood is desired.

To sum up,

C ancers with a good prognosis and survival, early in life should be managed by a multidisciplinary team approach which should include a reproductive medicine specialist to keep the future fertility needs in mind. S afe regimens for ovarian stimulation are available that donot worsen the existing disease T ime to start the cancer therapy is not delayed as newer regimens to stimulate the ovaries are available that can be started randomly irrespective of the woman’s menstrual cycle. F ertility preservation can be seen as a means to improve the quality of life of a cancer survivor by producing his/her own biological child.

DOCTOR SPEAK

Myths & Facts associated with Liver Transplant the liver due to compatibility issues. The main purpose of the transplant is to ensure that a healthy liver replaces the diseased organ. After the transplant is conducted the patient is put on immune deficiency medications to ensure that the body does not reject the liver.  Myth – Rich people are more likely to get donations than the poor.  Fact – A liver transplant takes place to save someone’s life irrespective of their race, caste, gender, and status. Once a patient is determined to be a liver transplant candidate, his or her name is placed on a waiting list according to blood type, body size and medical condition. There are three main tests on the basis of which a patient is given a priority score: creatinine, bilirubin and INR. Based on the MELD (model of end-stage liver disease) score in adults and PELD (paediatric end-stage liver disease) in children, a candidate is given a higher priority on the transplant list. [2] Liver Transplant Programme Fortis Memorial Research Institute  Myth – The cases, in which a liver transplant leads to failure, is it that doctors knew this before and they The number of liver transplants has increased at a steady transferred it for money? pace in India over the last few years. This is happening because of several lifestyle choices such as excessive  Fact – Liver transplant is a long arduous procedure that doctors only engage in if they feel there is a chance of drinking, smoking, obesity among others. It could also be success. because of cancer, hepatitis B, hepatitis C or the presence  Myth - Will I not be operated if I have applied to be a of a metabolic disease. Every year around 50000-60000 donor? patients require liver transplant in India. [1] Liver is the most transplanted organ after kidney. It is important for liver  Fact – The doctor will attempt to save your life as this is transplant candidates and their families to understand the his main concern. Only once declared brain dead is the basic process involved with liver transplants, to appreciate person eligible for organ donation. some of the challenges and complications that face liver  Myth – To be a liver donor there is a ‘right age’. transplant recipients (people who receive livers), and to recognize symptoms that should alert recipients to seek  Fact – Organs can be donated from new born as well as elderly people. The general age limit for tissue donation medical help. Dr Ajitabh Srivastava, at Fortis Hospitals is 70. At the time of death, doctors assess if the organs shares some myths and facts associated with liver transplant are usable or not.  Myth - Live donation is better than obtaining a liver from a deceased donor.  Fact – Live liver donation and deceased liver donation are equally good. When a person is about to die they may want to donate their organs before they get infected. A deceased donor’s organs are always collected within a specified time period after death to ensure that they are still usable.  Myth – Liver Transplantation is a cure.  Fact – Transplantation is not a cure.

There is a chance that the body may reject

Dr Vivek Vij

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COVER STORY

Committed to a Healthier and Happier World Brief us about your journey in electrical engineering to becoming CMD of largest diagnostic company of India?

My journey started when I was 19 years old, I had just quit my first job as an engineer. Life then crossed paths with Mr. Rajmohan Gandhi, who was at that time working to empower the youth of the country to build a clean, strong and united India. I ended up spending 9 years with ‘Initiatives of Change’.

During those years I had the opportunity to learn from various powerful thought leaders and attended youth empowerment training workshops promoting Peace and Change for a better world and for a better India. We played a crucial role during the Emergency in 1975. It was truly a life enriching experience during which I found purpose and passion in living for a cause bigger than just myself. As I got closer to 30, I had to find work that not only provided some financial income but also gave me a bigger purpose for life.

A few years later, accidentally, I came across the opportunity to use my engineering expertise to repair a dialysis machine that was needed to save a life at that moment. The foreign company’s service engineer was travelling, and so I volunteered to give it a shot. Fortunately, I was able to make it functional in time and the patient survived! Right then I knew this was my calling; to provide India with its own affordable and accessible medical instruments provider, especially for disease prevention.

Suresh Vazirani

Chairman & Managing Director Transasia Bio-Medicals Ltd.

With cut-throat competition, companies are using different ways to lure customers. Awareness for different products and their features is generated through offers and use of media as a promotional tool.

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So I started off with being a distributor to a Japanese company, as a one man show for sales and service. The aim was to provide their products with the best after sales service. Over the next few years we scaled up, that’s when my wife, Mala, and I decided to start our own R&D and manufacturing.

Five years ago, we became the No. 1 supplier of blood analysis systems in India. We continue to spread our low cost model to other emerging markets and even mature ones such as Germany and USA.Today, we serve millions in over 104 countries.

Shed light on challenges you faced while establishing Transasia as brand and how did you overcome it?

Thirty years ago technology was not as advanced as it is today.

There was not much emphasis laid on indigenous research and development. As a country we relied mostly on imported technology. Products from the West have always been widely accepted. It was a challenge to change the mindset of the customers. From the beginning we laid emphasis on a 'no

COVER STORY

compromise policy' where quality and customer service are concerned. I started with marketing of a Japanese automated blood cell counter. It did take sometime for people to accept automation. However, at that time i.e. in 1980s and early 1990s these machines were relatively expensive. Only a few pathology labs and top hospitals in big cities were able to afford them.

That’s when I focused on in-house R&D and production. That way I was able to provide automation at a relatively cheaper cost. I backed my production with the best after-sales service and that helped create a place in the top rankings in the sector.

So our mission has been to provide ‘affordable and reliable diagnostic solutions’.

In your three decade experience what are the changes you have seen in diagnostic industry?

Over the last three decades, the Indian Diagnostic Industry has grown by leaps and bounds. Medical need is high today.

Lifestyle changes have led to more and more people requiring medical treatment. This has thus led to an increase in demand for the diagnostic industry. Lab technicians and doctors have also become more technology savvy. Today, they are more open to accepting innovations.

Patients too today are better read and demanding. This has led companies to ideate and provide new solutions.

Govt. Support: The Government is realizing the importance of early diagnostics for prevention of diseases. As a result, the diagnostic industry has grown. Government has encouraged Foreign Direct Investments as well as indigenous research thereby promoting the sector.

Aggressive marketing: With cut-throat competition, companies are using different ways to lure customers. Awareness for different products and their features is generated through offers and use of media as a promotional tool.

What is the size of diagnostic industry in India and what is your contribution?

The Indian diagnostic industry comprises of over 1,00,000 laboratories at present. As per research, the Indian diagnostic market is expected to grow at CAGR of 20% to $32 billion between 2012-2022, from $5 billion in 2012.

Transasia Bio-Medicals Ltd. is the leading in-vitro diagnostic company in India. Our in-house sales force of about 400 technical sales specialists, and 200 technical service engineers, cover larger cities, Tier 2 and Tier 3 cities and governmental entities. We provide direct service to over 30,000 labs in 300 cities and towns of India. In addition, to achieve broader coverage, Transasia also has a network of 350 channel partners.

What is your expectation from Health ministry and how you want to see healthcare industry of India?

We are now able to provide the latest advanced medical solutions, for prevention and diagnosis to the remotest village in India. But even today, only about 25% of Indian population has had a blood test and hence they aren’t even aware of the

diseases they have. It is very important that the Government enables regular blood testing for every Indian so that diseases can be diagnosed and hence treated early. While I say so, it’s important to also mention that though the technology has advanced and we have greater penetration, even today 70-80% of India's needs have to be imported. In the past decade, the import duty on finished goods has become much lesser than on the raw materials. As a result, conditions are not favorable to Make in India.

Make in India can succeed if the import duty on raw materials is waived while that on the finished goods is hiked. That way, we can aim to manufacture medical devices in India, not just for India but also the world.

The other thing that can be done is to give the local manufacturers a preference in Government purchases. In countries such as China, Brazil and Russia, the success of the local industry is because of the preferential treatment for the locals. As done in these countries, the Indian Government could consider giving a 15% price benefit to Made in India goods. So that way, a local manufacturer or an MNC can manufacture in India and avail the 15% price benefit. I think that will really revolutionalize the Make in India concept.

As you are leader of industry so what is your message to youth and upcoming leaders?  Walk the Talk-Passion and ethics are not for preaching.

A leader must be a living example of it every moment.  Change is the only constant thing- In today’s dynamic world, it is important to quickly identify the varying customer needs.  Teach and Learn- Leadership and learning are indispensable to each other.  Learn to listen- God has given us two ears and one mouth. We should learn to listen to our customers and employees. B e humble- Pride is concerned with ‘Who is right’. Humility is concerned with ‘What is right’.

Transasia has traversed a triumphant journey that started with marketing and after sales of diagnostic instruments. Today, it is recognized as India’s Largest Diagnostic Company.

Headquartered in Mumbai, Transasia offers an entire gamut of products and services across the sectors- Biochemistry, Hematology, Coagulation, ESR, Immunology, Urinalysis, Critical Care, Molecular Diagnostics, Diabetes Management and Microbiology. It has fortified its presence, being recognized as India’s top manufacturer and exporter of diagnostic instruments and reagents in over 104 countries. Infact, it is the first Indian company to manufacture and export sophisticated, state of the art Blood analyzers and reagents.

Transasia has over 50,000 installations across the country with a vast network of more than 200 service engineers, 400 Sales and Marketing Team, 16 zonal offices, and 350+ Distributors, daily living upto its motto of providing ‘customer service of the highest quality.’

Its foray into indigenous research has resulted in development of state of the art products and technologies, enabling Transasia’s deliverables to be synonymous with the best in the world.

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HMD first ICMED Certified

Medical Device Company in India 

We specialize in plastic disposables and precision engineering and strive to provide added safety features with extra care and innovative ideas like auto-disable is a step ahead than single-use syringes and IV cannulas with sharps injury-prevention feature that we sell to Scandinavia and scalpels that we sell to US



Mr. Rajiv Nath

Forum Coordinator of Association of Indian Medical Device Industry (AiMeD) and Jt. Mg. Director of Hindustan Syringes and Medical Devices Ltd (HMD)

Please tell us your professional journey from your beginning to become as chairperson of AIMED. I am the Jt. Managing Director of Hindustan Syringes & Medical Devices Ltd. which is having a turnover of over 500 Crores & also the President of All India Syringes & Needles Mfg. Association (AISNMA) & as well as the Founder and Forum Coordinator of Association of Indian Medical Device Industry (AiMeD) with over 350 Members nationwide whereby Medical Device Manufacturers of all types of technologies have been attracted nationwide on one platform.

I was born in 1962 and soon after I finished my college in 1984, I entered my family business i.e. Hindustan Syringes & Medical Devices Ltd. (HMD). I started from the scratch i.e started my career on the shop floor of HMD to have first hand technical experience of all the ground realities & learning basic production techniques of Medical Devices Industry.

HMD has capacity of manufacturing over 6 Billion Disposables per annum. The company’s turnover has grown from a mere Rs. 2 crores to over Rs. 500 crores in the year 2015, an impressive growth rate of over 250 times in less than 30 years. We challenged the rules of the market & wrote our own script with respect to syringe design, packaging and presentation. HMD created a niche for our disposable syringe “DISPOVAN” which is today the most popular brand in Syringe market in India with over 60% market share and thereby displaced renowned MNC’s – an inspirational case study for other Indian Entrepreneurs.

As Forum Coordinator of AiMeD, I have taken many initiatives of establishing a collaborative framework with various Dept. of the Govt. and media to bring to their attention issues troubling the industry and attract investments into India in our quest to make India as the Preferred Manufacturing Destination and the leading supplier of Medical Devices worldwide.

AiMeD is an Umbrella Association of Indian Manufacturers of Medical Devices covering all types of Medical Devices including consumables, disposables, equipments instruments, Implants, electronics and diagnostics. With a Primary Membership of over 350 Manufacturers and additionally of over 200 Associate Members representing the interest of over 700 Manufacturers of Medical Devices to address the manufacturer’s problems. (www.aimedindia. com)

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Position held:  Jt.Managing Director of Hindustan Syringes & Medical Devices Ltd. (HMD)  President of All India Syringes & Needles Mfg. Association. (AISNMA)  Forum Coordinator of Association of Indian Medical Device Industry (AiMeD)  Jt. Coordinator of Indian Medical Device Regulatory Review Group (IMDRRG)  Jt. Coordinator of UdaiMeD (Forum of User – Developer – Academia – Industry – Medical Device Development interface with the Govt.)  Member of Expert Advisory Group (EAG) / Committee for Biomedical Device and Technology Development (BDTD) by Dept. of Science & Technology  A Member of International Association of Safe Injection Technology (IASIT) and served on the Board.  Member of “International Safe Healthcare and HIV/AIDS Working Group”.  Member of “India Coalition on Injection Safety”  Member of Think Tank Pharma Forum  An active Member of expert committee and Task Force for Medical Devices Regulation in India.  He has widely travelled all over World to over 58 countries and has attended various meetings of WHO/ICASA/ SIGN.  Member of ISO/TC 84 What makes HMD unique to its Indian market competitors?

Premium Quality World Class Product with Affordable Reasonable Prices. Trust amongst the Customers.

Availability to all corners of India through our Stock points.

Please tell us your market size in medical device industry and your share in the market.

HMD Dispovan Brand Disposable Syringe – 65% Market Share worth Rs. 350 Crores. In I V Cannula – Kith Kath & Cathy are also a well known Brands with combined Market Share of approx. 30 to 40%.

What is your expectation to the Indian government and to the ministry of health in regards to medical device industry?

From Ministry of Health we expect them to focus on  Buy Indian Policy To launch a PMA Policy at the earliest as we are only seeking ‘Preferential Market Access’ not ‘Total Access’ for Indian Manufacturers nor are we seeking ‘Restricted Access’ for Imports. (In case for a Tender there is No Indian Bidder unable to Bid for entire Bid quantity then the Foreign Bidder / Importer can still Bid for the balance Tender quantity) for

achieving twin objectives of the Make in India and to Boost Domestic Manufacturing.

Background: The Inter Ministry Task Force led by Dept. of Pharmaceuticals among its recommendations to Govt. Of India for boosting domestic manufacturing of Devices and address India’s Rs. 25000+ Crore import dependency, had mentioned the need for a Preferential Treatment in Government Procurement to Indian Manufacturers. A similar recommendation for Preferential Market Access was made by the Commerce Secretary on 28.03.2016 at a Meeting called for addressing Medical Device issues and also by DeitY to MOH&FW.  ICMED Certification Recognition of ICMED Certification to be considered as a Compliance option.

ICMED – Self Certification and Self Regulation, It provides credibility to Indian Products and Low Cost access to Local Certification rather than getting expensive Overseas Certification for CE / ISO 13485 etc. and respect for Indian Brand. A Law to Regulate all Devices may not be there for few years and a Law can permit Voluntary Certification.

In absence of Regulations to encourage Voluntary Compliance to GMP & QMS Standards and reward those who have made the effort, there may be a consideration to additionally grant a 5% price benefit for ICMED Certification and 2% for IS:13485 Certificate Supplier to reward Quality Compliant Companies at the time of Tender Evaluation for Medical Device.  Regulations – New Law Govt. creates a Separate Medical Device Regulations Act (based on International Best Practices) in India, independent of D&C Act for ensuring Patient Safety- intention announced and Rules published- opportunity to Make in India and not allow traders to be incorrectly defined as Manufacturers.

Irrational EXIM duty regime is only working to inflate our import bill and dampen ‘Make in India’ program.  Higher import duty on critical devices which can be made in India is not protectionism but sound economics and the preferred policy tool the world over to boost domestic industry and employment!  Government will do well to take cue from its own successful import duty policy which has galvanized domestic mobile handset and auto components manufacturing For medical devices, AiMeD has consistently been advocating a nominal duty cover of 10% for those items where exports are over Rs 5 crore - ensuring availability of international quality products and 7.5% for below this to enable ‘Make in India’, otherwise we will keep playing the chicken and egg game - no businessman will invest in this

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line if it’s not profitable to manufacture in India and existing Please brief about your company profile. manufacturers will resort to imports to expand their range if HMD ( Hindustan Syringes & Medical Devices ) is located in it’s not viable to Make in India.

Faridabad, Haryana’s most High-Tech Industrial city. HMD Some good steps have already been taken but government Ltd. is one of the renowned and pioneering companies of needs to walk the entire mile to make real difference. On Jan India in healthcare and medical devices. Its primary markets 19th 2016 last year, Government withdrew duty concessions are India, USA, Europe, Middle East and secondary markets on 78 medical devices, thereby increasing Basic Duty by 2.5 -Africa and South East Asia. HMD has seven plants in India % to 7.5% and reinstated the Special Additional Duty that and has more than 3500 employees. Its major products are had also been withdrawn to 4%. To address the problem of Single use Syringes, Single use Needles, I. V. Cannulas, inverted duty structure where the imported raw materials had Safety I. V. Cannulas, Surgical Blades, Scalpels, Scalp vein a higher duty the government kindly reduced this to 2.5% for Sets, Auto Disable Syringes & Blood collection systems. these 78 items. While this was a much needed step in right Hindustan syringes & Medical Devices Ltd. (HMD) is headed direction we need to do more to have impactful results. by our CMD , Mr. Narindra Nath and myself, Rajiv Nath We are hoping that the government will similarly consider Jt.Managing Director. Founded in 1957, it is a closely held the balance 21 Devices which are mainly Diagnostics family Corporation. HMD has been making and innovating Analysers and Electronics and Reagents and will similarly the low-cost Medical devices of high quality for over 59 provide nominal protection of 7.5-10% duty as stated above. years. It was the very first Indo-Japanese joint venture in We are confident that like Telecom industry there will be India. Japanese leadership in medical technology was not so a quick turnaround with this fiscal tariff support policy if developed at that time. We were the first company that time making essential low-cost Medical devices, Glass Syringes continued. and therafter surgical blades. The company strives sincerely To address the criticism that this will make Imports costly for excellence and has been the recipient of many prestigious and unaffordable we have recommended that Government awards including recently winning the 6th Medgate Today may consider to put a 1% Cess as Excise Duty on the MRP Award (MT) India’s most prestigious Healthcare award in of the Devices payable by importers and manufacturers to act Health sector. as a disincentive from keeping excessively high MRP prices.

HMD’s Dispovan was awarded top 50 Brands in Asia Pacific We have also recommended Government to ban import of in Medical Field. This has come about due to the processes second hand medical equipment and electronics even if and systems we have put in place for ensuring consistent Refurbished till such time we have a strong regulatory frame quality in mass production with precision of plus minus one work to ensure patient safety by way of protection from micron across millions of syringes made over many years Radiation or inaccurate results by validation, calibration in making interchangeable GlassVan syringes that had to fit and testing. Does Government allow import of second hand well and never leaked or jammed and yet ensure that they cars? No? If it will allow the huge investments that are in are affordable. After that, we moved onto high precision automotive sector will stop and car manufacturing will surgical blades and then DISPOVAN syringes and needles suffer. Our PM did not permit Apple to bring in pre-owned - currently we produce over 3 Billion Injection Needles per phones - so why allow for medical devices? annum which are automatically checked 100% by digital If government does not act on our suggestions then India will vision camera inspection systems . Market leadership came continue to be dominated by Imports of 70-90% and I am from a progressive open minded attitude of listening to our customers, acting swiftly on their suggestions and by sure nobody wants that. following fair ethical business practices by way of which we What legacies will you leave behind in the world? And earned respect and trust of the medical community. We now what is message to upcoming CEO’s and leaders in the have over 4000 Dealers all over India. Internationally we medical device industry? are among the top 5 manufacturers worldwide for Syringes To be in the Top 5 Manufacturer Worldwide. Invest in & Needles and in Auto Disable syringes probably the Technology and aim to produce premium end quality without largest. We specialise in plastic disposables and precision engineering and strive to provide added safety features with any compromise. extra care and innovative ideas eg auto disable is a step How will you see healthcare industry at 2020? ahead than single use syringes and IV Cannulas with Sharps Market is opening for Healthcare Sector. Systems are Injury prevention feature that we sell to Scandinavia and improving. New Private Hospitals are coming up rapidly to Scalpels that we sell to US . We have invested heavily in cater the needs of Patients. Public Health Care will focus on buying the best technologies from all over the world - Japan, Switzerland, Germany , Sweden , Denmark , Italy and Israel.

Preventive Care and Private Healthcare on Curative Care.

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We will treat our patients as one of our own loved ones Mr. Gaurav Malhotra is the Managing Director and C.E.O. of Medicover Healthcare a leading European healthcare group and is recognized as 100 Most Impactful Healthcare Leaders by the World Health and Wellness Congress. The company has won the Gold Award in the Category “Health Start Up of the Year 2016” in its’ 1st year of operations in the India Health & Wellness Summit and Awards by Times Now (part of India’s largest media conglomerate). He was earlier M.D & C.E.O. of Bourn Hall International which had won Frost & Sullivan Healthcare Excellence award for 2014 and Best Single Specialty Brand of the year in 2015 which is a reflection of clinical and commercial excellence under his dynamic leadership. He has twenty two years of experience in healthcare domain, in leading business and change management across MNCs, start-ups, joint ventures and reengineering organizations. He is the Charter Member of TiEDelhi. He was the M.D. & C.E.O. of Patni Healthcare Ltd. He was the Founder & C.E.O. of Medfort Hospital which achieved Top 4 Eye-Care Player leadership position in India in just two years of its inception. He was the Managing Director and Board member of all the acquired healthcare companies for providing strategic and operational direction to ensure delivery of sustainable profitable growth. He was the Business Head-South Asia for Bausch & Lomb and Business Director for Johnson & Johnson Medical where he was instrumental in creating a strong pipeline of successful leaders and achieved commercial excellence by delivering profitable growth consistently.

He has done Advanced Management Programme from Wharton Business School University of Pennsylvania. He is an M.B.A. from Xavier Institute of Management and guest speaker at various reputed forums like I.I.T.,I.S.B., Fuqua School of Business- Duke University and CII. He is a Healthcare Council Member of Gerson Lehman Group. He is also a mentor & strategic advisor to many healthcare start-ups, Private Equity investors as well as established healthcare companies. He is a member of the Corporate Advisory Board of prestigious SRM University & Health Start a healthcare incubator. He has been awarded 2015 IMA Medachiever Leadership Award for achieving excellence in Healthcare. He has won leadership excellence award from IIM Lucknow.

Vision

e are committed to achieving superior W pregnancy results and consistently delivering patient-centric fertility treatment.

We will passionately serve childless couples in their journey of parenthood. They are the reason of our existence and we won't forget that no matter what. We will treat them as we would treat our own loved ones. Mutual Trust and Respect will be our pillar in our relationships with employees. We will create a merit-based organisation and will give our employees equal exciting opportunities to unleash their potential.

We will actively engage in social initiatives to make a positive difference in our community.

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Building Trusted Relationships are Critical to Successful Outcomes for The Organization and Stakeholders Varun Khanna Managing Director BD-India

Elevate and differentiate in today's fast shifting environment and stay committed to help the industry provide innovative, compelling and relevant solutions to India's healthcare needs

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Let’s start with the beginning of your professional journey, when you first entered Med-Tech industry and what led you to BD. I saw my father with a chronic illness while still in my teens. During this time, my younger brother and I were exposed to the healthcare system in the country without realizing the lessons on patient expectations.

At a time when major private sector investments were being pumped in, I decided to take the plunge into this industry. This sunrise sector had skill gaps and was likely to see a substantial growth over the next two decades.

I have always been a seeker and I strongly believe that learning is an ongoing process and therefore I wanted to make the most of this opportunity.

Tell us about your dynamism and passion to understand customer challenges at BD. 120 years of BD’s history and India growth trajectory has taught me that business cannot operate in isolation; instead it operates with a commitment towards meeting the needs of the society we live in. I recognized the need to invest in relationships to achieve a sustained value for our businesses. Identifying an opportunity truly differentiates us to influence more through the challenging times of managing risks and any hurdles.

Our relationships over the years with our customers and partners have helped us to contribute to the conversations happening across the industry and will continue to work with one purpose of advancing the world of health.

How is BD working differently than others competitors in the market? What are your feature products?

We are a company that develops innovations for better discovery, better diagnostics and better delivery of care. We are helping to increase access to healthcare, enhance outcomes, reduce costs and improve healthcare safety. Throughout the world we are tackling complex global health issues like patient and healthcare worker safety, diabetes, healthcare associated infections, medication management, maternal and newborn health, antimicrobial resistance, TB and cancer, to name a few.

What makes us unique is our expertise and partnerships that we have, enabling the discovery, diagnostics and delivery of care worldwide and in India.

Please share your value strategy at BD. "Every life, every healthcare setting, with innovation, safety, technology and pride"– my vision for BD in India. I believe in collaboration. If we collaborate, to find solutions that any customer is seeking, we can

inspire the industry to think of common impact areas where BD can work with stakeholders to ensure clinical excellence and quality patient care. BD is today able to have conversations with its customers at a completely different level. There are no product sales pitches at the meetings anymore since the agenda is focused on finding solutions for their customers. We anticipate and address the challenges of patients and customers globally which makes us one of the most relevant healthcare brands in the industry today.

Please describe your leadership style?

I believe in trust and inspiration and imbibe it in my everyday leadership. If I am able to connect and align my team through my personal commitment and aspiration, that gives me the thrill of achievement. Trust plays a huge role and I strongly believe that building trusted relationships are critical to successful outcomes for the organization and stakeholders.

What would you like to give message to the upcoming leaders in healthcare industry?

Elevate and differentiate in today’s fast shifting environment and stay committed to help the industry provide innovative, compelling and relevant solutions to India’s healthcare needs.

BD is a global medical technology company that is advancing the world of health by improving medical discovery, diagnostics and the delivery of care. We lead in patient and health care worker safety and the technologies that enable medical research and clinical laboratories. We also provide innovative solutions that help advance medical research and genomics, enhance the diagnosis of infectious disease and cancer, improve medication management, promote infection prevention, equip surgical and interventional procedures, and support the management of diabetes. Our associates across 50 countries work in close collaboration with customers and partners to help enhance outcomes, lower health care delivery costs, increase efficiencies, improve health-care safety and expand access to health.

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Diversity in Healthcare is the engine of invention. It generates creativity that enrich the Industry Star Imaging & Path Lab Pvt Ltd (SIPL) has well established Pathology, Imaging, Cardio, Neuro, Onco Diagnostic services & Para Medical Institute, Health Care App, Wellness Centre etc, has been serving Delhi/NCR over the last 40 years.



Tell us about SIPL & your motive to establish such a premier institution?

We realized this fact much earlier; in near future diagnostics services will be the main probe for any kind of medical treatment. But big questions were that, how will be the quality and technology will ensure for every citizen of India in justified price? How will be the best business practices & business ethics with natural ethics will be served? How will be our clients become well informed about their health issues & its remedies? With keeping these basic questions into our mind we have started our journey way back in 1978 with the name of Janta X-Ray Clinic from Tilak Nagar, Delhi with a great desire to serve the society in best way. From that instant of time, by quality & technology wise we are continuously working on our mission 24 X 7. And after 40 Yrs. from Janta X-Ray Clinic to SIPL , we can say that we are successful in our mission but still many more things we have to do. Today we are proud to say, SIPL has more than 60 branches & 600 plus employees working at deferent levels. We have a huge team of in house doctors & with many hospitals we have tieups where we are providing diagnostic service inside their premises. Now we are also cashless, paperless, filmless & moving towards completely Green IT concept.

What services you are offering for patients as well as for pathologist & radiologist?

For patients we are totally dedicated & we offer them all pathological, radiological services, known in the medical world. We also believe in full taken care of our employees & colleagues too. So either they our pathologist & radiologist or any other Star family member, we offer them all medical 38

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Mr. Pawan Gupta

Managing Director & CEO Star Imaging & Path Lab Pvt. Ltd.

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services with proper technical & professional qualifications up-gradation helps. We are promoting cashless & paperless concept between our patients as well as employees from years. Our mobile app & digital document management system is beneficial for pathologists & radiologist more to organized their experience & knowledge in a better way. Similarly same system help our patients to keep their records save & 24 X 7 availability.

What are the latest investigation done by SIPL?  SIPL done highest number of MR Iron studies in India  3D Imaging, Digital Low Dose X-ray, 5D Ultrasound,  Best collection of 5-CT Scanners which include GE Optima 660 (Lowest Radiation Dose)  CT Coronary Angiography, CT enterography, 5 Beat Cardiac Angiography, Pediatric Coronary Imaging, dedicated VIVID 7 for doing Dynamic Echocardiography

by DM Cardiologist.  Whole Body MRI Scans which help to detect Cancer and tumors, Emphysema,  Heart disease, Spinal disease, Aneurysms, Osteoporosis, Ovarian disease, Endocrine tumors etc.  Dental Imaging Revolution Occlusal x-ray  Also upgraded to fully automated lab which is bidirectional, bar coded and runs on DRY platform from Johnson & Johnson for both immuno assays and biochemistry.  Filmless or Green technology implementation  All latest Pathology testing system.

How you are competing with latest technology for premier world class facilities for the patients?  We have a dedicated R&D Team, working over products, services & delivery system  We believe in engaging people in productive works, so time to time we organized many health related camps as well as religious prorammes.  We established a strong relationship with our clients or all stakeholders by providing them online free access to their medical records.  Marching with all Govt. policies & following all standers or norms governed by govt. or any responsible authority.  We are making capable all hospital which is behind purchasing these high ended devices & machines or diagnostic kits by providing them in house services.  We always put forward our patients over ourselves & this is unique quality which make us different form rest of the mob.

Three decades ago, there was an exigent call for diagnostic facilities in West and Outer Delhi.

This is why 'Janta X-Ray Clinic' was established in 1978. Today, medicine is advancing by leaps and bounds. New technologies and newer tools are being developed for diagnosis and treatment of diseases. Many new medical and diagnostic centers have sprung up in the last decade but, most of these do not have the resources and infrastructure to provide the latest in technology to the patients.

Keeping one step ahead 'JANTA X-RAY CLINIC' has decided to offer all these latest tech based diagnostic services under the name and style of STAR IMAGING AND PATH LAB at our Tilak Nagar Center at 4B/4 and 4B/5, New Delhi. Star imaging and Path Lab is providing services related to Open MRI, CT Scan, 4D Volumetric Ultrasound, Whole Body DEXA Bone Densitometer, Digital Mammography, Digital OPG, Digital X-Rays, Auto-Analyzer for Biochemistry, Immunoassay Analyser for special tests, Computerized ECG and much more to West Delhi under the name of your own M/S Janta X-Ray Clinic Tilak Nagar.

Dr R A Gupta, the chairman of the company is fully committed to provide the people of Delhi with most modern diagnostic facilities under these firms.

We are a team of dedicated professionals engaged in providing ultra-modern diagnostic facilities to the people of Delhi. In the highly specialized world of medicine today, one needs specific qualifications and experience for different fields such as radiology, pathology, anesthesia etc. At Star Imaging & Path Lab, we have full time Radiologists, Pathologists, Anesthetists, Biochemists, Microbiologist, Gynaecologist and wellness consultant each with ample experience in their respective field. Total quality management and superb efficiency are the core of success in any field esp. diagnostics. In our team, we have highly experienced people who take care of the day-to-day management leaving the specialized doctors free to concentrate on diagnosis.

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We Dream of A World in Which Highest Quality of Healthcare is Made Available Tell us about journey from bachelor’s degree in Engineering to “Business Leader in medical device industry?

POLYMED was conceived in 1995 and Commercial Production Commenced in 1997. Over a period of time Company has made an excellent progress. Our vision “We dream of a world in which highest quality of Healthcare is made available to all” and Mission “ To excel in designing and delivering of Healthcare products and services with User friendliness and safety features using latest technology to earn trust and confidence of all our stakeholders”. We wanted to be the best medical device manufacturer in the Country and to Compete with the best in the world.

I will give full credit to my father who is the recipient of various awards including National Award2010 for outstanding Entrepreneurship from the former President of India Ms. Pratibha Patil, He has inspired and motivated us to get into this venture. After generation of Project report, question arose of funds. It was hence decided to go for Public Issue thru IDBI. In order to make this project a reality loans were arranged from close relatives.

Thereafter 500 meter industrial plot was taken in Sector 59 of Faridabad and the construction started Approx. 3500 Sq. ft. of clean room manufacturing space was created with all allied facilities with an investment of Rs. 2.5 Crore, We started the operations with IV Cannula, Blood Bags and 3 Way Stopcocks and first consignment of 20 ft container of IVC was exported to Egypt.

Now, total manufacturing area across all our 4 plants is approximately 400,000 Sq. ft. which includes approx.

100,000 Sq. ft. of class 100,000 to class 1000. For future expansions we are allocating capital expenditure of approximately 100 Crores.

Polymed Manufactures its products using state of art technology in ultra modern facilities. Tool Room with modern facilities supports the manufacturing processes. A high degree of Automation and an effective process control helps in delivering consistent product quality.

Today it has grown into one of the most dynamically versatile manufacturers of medical devices globally with over 100 different products.

Polymed Quality systems and encompasses comprehensive an exhaustive series of Physical, Chemical, Biological & Microbiological tests and inspection at different stages in the manufacturing cycles, beginning with constants surveillance of raw materials and its suppliers; intensive inprocess control of all manufactured components and SubAssemblies to the final inspection and testing of the finished products.

To excel in designing and delivering of Healthcare products and services with User friendliness and safety features using latest technology to earn trust and confidence of all our stakeholders

Himanshu Baid

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Managing Director, Poly Medicure Ltd.

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Presently we are exporting to almost 90 Countries through Distributors and we are contemplating to place our staff at strategic locations. However for Domestic marketing we have appointed Super Distributors in various States who in turn have their Distributors and Dealers and in addition we have a filed Staff of approx. 150. who regularly visit Private Hospitals and separate team which takes care of Corporate Hospitals, CME'S are being conducted on regular basis in all regions to promote brand building and showcase new products. In additions Dealers Meet Programmes are conducted all over India. We regularly participate in various State Tenders and target Private Hospitals through our Field Staff.

Out of total turnover 70% revenue is generated through Export and balance 30% Domestic, Europe contributes approx. 42% of our Export Sales & next comes Latin & South America and this mostly consists Infusion Therapy range. Export Sales are growing at approx. 20-25% per annum.

2) You have some investment plans to up your capacity; could you walk us through how much you are planning to invest, by when?

With our new investment of Rs. 60 crore greenfield project at IMT Faridabad in Haryana, we will significantly broaden our existing manufacturing facilities to tap on new market opportunities. This will enhance our journey to capitalize on the growth opportunities in the medical devices sector and also to expand our product offerings by introducing a slew of products. The project is geared up to commission in third quarter of 2017 with all statutory approvals.

You also have some inorganic plans of a possible medical devices company in the US or in the EU, could you fill us in on that as well?

Yes, we are on lookout for a suitable opportunity and will invest accordingly.

You also have some plans to the diagnostic business; can you throw some light on the growth potential you see from that market and also whether it would be domestic focused, export focused?

25% every year. Currently major demand is met thru import.

Polymed has already launched few products in diagnostic field and will expand the range in years come to offer complete solutions to the labs.

What are your future expansion plan?

We are introducing new products in Gastrology, Oncology, Nephrology and Respiratory care. Scheduled to add more Diethylhexyl-Phlthalate (DEHP) & polyvinyl chloride (PVC) free range of products in the portfolio which will provide better patient and healthcare professional safety.

Our new Research and Development center in Faridabad

commissioned in November 2016 This doubled our current infrastructure for tooling and design. Added 15-20 qualified dedicated research staff and state-of-art software’s helping us in creation of new generation of medical devices.

Domestic Sales & Marketing future plans includes vast brand awareness and product training campaigns by our existing 190+ sales team by conducting medical education programs in key hospitals in the Country. We are also planning to double our sales team strength in next 3-4 years to reach out 10000+ hospitals across India.

International market strategy includes: Increase the basket of products with existing customers, Organizing Training Program for Global Distributors, Participation in various conferences and exhibitions, appointment of representatives in key markets.

We intend to continue our initiatives on Innovation & greater manufacturing excellence create better awareness of products, pass benefits of cost savings to stakeholders community including patients.

What is the size of the medical device industry in India and what is your contribution ?

Current global medical technology market is around US$ 350 Billion. Which is expected to grow 5% annually for next 5-7 years. The Indian market is among the top twenty in the world by market size, and fourth in Asia after Japan, China & South Korea.

The Medical Technology sector in India valued at approx.

US$ 10 billion in 2015 at end consumer prices and is growing at 10-12% per year. Currently the Indian medical devices industry represents just over 2% of the global medical device market.

The Indian Medical devices industry has huge potential to grow to top 5 Medical devices manufacturing hubs globally and also significantly contribute to GDP of the country that will result in fulfilling the government’s vision of Healthy India.

POLYMED was conceived and established in 1995 by a group of engineers and technocrats dedicated with a vision of providing highest quality of healthcare to the mankind at affordable price.

At POLYMED, our pursuit of excellence is a reflection of our commitment to matters closest to our hearts such as care, concern and love for humanity.

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The Make in India campaign serves as an effective catalyst that plays an important role in boosting the manufacturing scene today Dr. GSK Velu Chairman & Managing Director, Trivitron Group of Companies.

ď ˝

Trivitron and its continuous pursuit to Innovate and Provide Medical Technology Products, Services and Solutions to make Healthcare Affordable and Accessible to everyone across the Globe.

ď ˝

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Trivitron medical system already enjoys a place of pride among the top medical technology companies of India, What is your vision regarding Trivitron brand building in long terms.

For the past five years, we have focused our attention towards manufacturing and we plan to hold onto the same for the coming years as well. Contract manufacturing is definitely going to be our main focal point. This will boost our growth as well. As far as acquisitions are concerned, we are surely looking at opportunities both in India as well as in other countries. Our attention with respect to acquisitions is in the cardiac devices industry. In the near future we are looking to consolidate imaging and diagnostics and we are looking to enter into the cardiac devices sector as well.

What new Geographic’s are you targeting?

Currently we are selling our products in over 165 countries across the globe. Our focus for this financial year would be Asia, SEA, MENA, Europe, and USA. How do you see the opportunity in the Indian med-tech market? How has it been growing?

The Indian med-tech industry is growing at a brisk pace.

With an annual growth of 10-15%, the Indian Medical device industry is burgeoning in the world market as it is one of the top 20 industries. The growth of medical industry leads to a quality healthcare, more investment in healthcare by the people, a hike in funding in the healthcare sector by the private bodies, large and evolved wavelength of the health insurance policies, discovery and emergence of new technology etc. The safety, reliability and the performance of the devices are of utmost importance. A lot of thought has been put to make the regulation rules stern, and on par with the western protocols. The Med-tech sector in India has an enormous potential to lay a greater impact on global healthcare. Medtech is becoming large in India and could provide significant opportunity for investment. These companies now need massive visibility and that is what the state government is trying to do.

How was 2016 for Trivitron and the industry and what lies ahead?

In July last year, we acquired 60% stake in Turkish firm Bome Sanayi Urunleri Dis Tic Ltd Sti. With this acquisition, Trivitron will have direct access to the Turkish, Middle Eastern, African, South and South East Asian Markets.

Trivitron also has entered into a Joint Association with

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Shimadzu Corporation, a Tokyo based company, a leader in analytical instruments, for clinical diagnostics in the area of Newborn Screening.

With respect to industry incentives through the budget, we witnessed withdrawing of concessional duties from a few medical devices. Our focus now is on Make in India initiative which will boost domestic manufacturing to a great extent.

Many Indian medical device manufacturers are associating with overseas manufacturing companies for expansion. But the growth of the industry as a whole depends on the level of economic growth in the country. In India what we see is most medical device companies are focused towards a single vertical. There is hardly any company that is present in multiple segments and that is exactly where we plan to place in Trivitron. Although we are present in 5 verticals as of now, we will be entering a couple more in the coming years.

What is your wish list from Govt. to facilitate the growth of medical device industry in India to realize Hon’ble Prime minister Shri. Narendra Modi vision make in India?

this segment. The Ultysis platform has been indigenously designed and developed by Trivitron’s Kiran Research and Development team.

Company profile: The genesis of Trivitron Healthcare Private Limited, dates back to 1997, when as a first generation entrepreneur, I decided to build a company on the premise of delivering cost-effective medical technology solutions and services to the underserved. Today, Trivitron Healthcare, through successful inorganic synergies with local and global firms, and is the largest medical technology company of Indian origin, with 200+ products in our portfolio and exporting to over 165 countries 

The Make in India campaign serves as an effective catalyst that plays an important role in boosting the manufacturing scene today. Additionally, it also improves the innovation scene which is much required at present. Special tax exemptions for domestic manufacturers and provision of domestic resources are some of the things that need to be looked upon. Make in India should be able to facilitate affordable and accessible quality healthcare to all people.

What are your plans in terms of adding new products/ service lines to Trivitron in near future?

2017 will be defining the 20th year Journey for Trivitron and its continuous pursuit to Innovate and Provide Medical Technology Products, Services and Solutions to make Healthcare Affordable and Accessible to everyone across the Globe. We have progressed substantially in Research and Development and manufacturing with 9 state of the art facilities spread across the globe in India, Turkey and Finland. Kiran, the radiology division of the Trivitron group has been entrusted with the responsibility of developing a full suite of products to make superior quality digital radiography accessible to all and the launch of the Ultisys Direct Radiography system in January this year is a pivotal milestone in this journey. We are committed and focusing extensively on research and development to develop smartpractical products that offer incredible clinical functionality at an affordable cost. The Ultisys Direct Radiography system is the first of wide range of product launches planned in 2017, which would include mobile x-ray and digital mammography systems. Kiran has a strong legacy of manufacturing high quality radiology accessories and radiation protection products and the equipment portfolio further strengthens Kiran’s presence and market share in w w w.medegatetoday.com March-April 2017

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Our Strategy is Super Focused on Building A ‘Togetherness’ Oriented High Engagement Culture Medical Technology industry depends on both breakthrough and incremental innovation simultaneously. Within Terumo, we have regenerative medicine led skeletal myoblast ‘HeartSheet®’ for treatment of heart failure as an example of breakthrough- first in world- innovation, while we deliver incremental innovation for our thousands of medical devices continuously for better patient safety and efficacy.

Please shed light upon your professional journey since inception to well-known brand Terumo.

Currently, I am fortunate to represent the highly respected Terumo brand in India and South Asia markets.

Over the past 26 years, I have been fortunate to have been a part of several domains of the medical technology industry, namely cardiac and vascular, clinical diagnostics, medical surgical, ophthalmology, infection control etc.,. I was also fortunate to learn from my experiences in such reputed institutions like Johnson & Johnson, US Surgical, Boston Scientific and Becton Dickinson.

Please tell us your strategy focused on growth of subsidiary’s footprint in south Asia.

At Terumo, our strategy for India and South Asia are structured around driving high growth through select market penetration, scaling-up customer engagement, high focus on clinical skill development, and developing market appropriate products.

Apart from being very focused on growth, our strategy is super focused on building a ‘togetherness’ oriented high engagement culture and driving world-class efficiency with minimal process wastage.

What is your expectation for innovation in medtech industry in future?

Medical Technology industry depends on both breakthrough and incremental innovation simultaneously. Within Terumo, we have regenerative medicine led skeletal myoblast ‘HeartSheet®’ for treatment of heart failure as an example of breakthrough- first in world- innovation, while we deliver incremental innovation for our thousands of medical devices continuously for better patient safety and efficacy.

In my view, medical technology innovation will be driven by trends of convergence, not just amongst devices but also with drugs, and the scale-up of digital technology to aide remote diagnosis and treatment.

What challenges have you faced to maintain Terumo as a brand in healthcare market?

Probir Das

Managing Director Terumo India Private Limited

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Frankly, given Terumo’s tremendous brand respect, most of my work is centered around the supply side strategy. However, to live up to the Terumo brand expectation from our customers is challenging enough. We do that through constantly adding clinical and educational value to their practice.

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What is your take on price regulation on medical devices especially on stents?

In a resource restrained country like India, a certain level and pattern of price regulation may be needed to drive access for medical devices. However, the same needs to be done through globally trusted Health Technology Assessment methods, in full cognizance of the fact that India already is one of the lowest priced medical procedure markets in the world. Also we need to understand that no matter how low prices are controlled, high quality and effective universal access can only be driven through a meaningful reimbursement system, not through price control alone.

I would have been very encouraged to see the Stent Price Control decision factor capping of prices differentially for different generations of Coronary Stents.

As a leader of the healthcare industry what would you like to give message to startup of the medtech industry?

Honestly, with so many stalwarts ahead of me, I do not consider myself a worthy Leader to start giving messages.

However, given that I am fortunate to work alongwith several start-ups, I feel that their ability to solve real-time, deep user problems and their ability to demonstrate holding power in the face of an adverse environment will be the two main determinants of success.

My personal time and interest is always available to any medtech start-ups.

TERUMO, founded in 1921, with Corporate Headquarters in Tokyo, Japan, is a leading manufacturer of medical devices with over 20,000 Associates across the world (Website: www.terumo.com).

Terumo India Pvt. Ltd., was established in 2013 with headquarters based in Gurgaon, NCR Delhi. In India, Terumo has an expanding field force & distribution network including several acclaimed academic programmes.

(Website: www.terumoindia.com).

‘Contributing to Society through Healthcare’ is both Terumo’s starting point and unchanging corporate mission.

To fulfil this mission, we strive to respond to India’s health system skill requirements by working continuously in collaboration with our customers and our academic partners to contribute to skill enhancement.

Our global vision - ‘Innovation at the speed of life’ inspires us to relentlessly stay committed to our work - to bring new value to the ever-changing medical settings, and to patients who await vital care.

Terumo contributes to society through three business areas – Cardiac and Vascular products, Blood Management products, General hospital products.

Each of our Associates are charged with producing innovation not only in product development and production, but also in each of our work processes as well.

It is with this ‘Associate Spirit’ that we will continue our pursuit of new value to realize our vision.

We are proud that we touch 10000 lives everyday

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Texturing Modern Hospitals Sanjay Jaiswal

MD, Airox Technologies & Pvt Ltd

To revolutionize the concept of modern hospitals in India.

AIROX pledge to deliver new innovative ways to ensure working takes place in safer environment for both doctors and their patients by offering leading edge technology with stronger returns on investment in healthcare sector.

What challenges have you faced while establishing Airox and tell us about your unique product features?

Please elaborate us about your professional journey from BE Chemical to the Airox?

I have passed B.E. (Chemical) from J.N.E.C. Aurangabad in 1997 & M.B.A. (Marketing) from K.J. Somaiya Institute, Mumbai in 2000.

Entered in Medical equipment field in 2001& had association with SIEMENS,Agfa & MAQUET medical equipment companies. This experience has helped me to understand medical equipment and healthcare market. I have launched Airox in 2011, after analyzing the oxygen supply problems faced by hospitals across the India like purity and quality of oxygen, quantity of oxygen supplied, manpower cost involved, loading & unloading of cylinders & evaporation of liquid oxygen. So to take care of all these issues, moving towards automation & to reduce hospital oxygen cost by 60-70%, I have launched oxygen generator under Airox brand. Airox now deals in oxygen generator, Telelift modern hospital logistics solutions ,BAROXHBO Ohyperbaric chambers & Wondermed woundhub system for advance and pain free burn and wound treatment.

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It was quite difficult to convince hospitals to promote oxygen generator in initial days, the major obstacle was similar technology supplied by competitors never worked properly.

The oxygen cylinder and liquid oxygen supplier also tried to confuse prospects on purity issue but after proving our oxygen quality test done by NABL accredited laboratories better than liquid oxygen and cylinders, and our O2 standard as per U.S., European and Indian Pharmacopeias, all their argument failed. Infact our oxygen quality was found to be far better than liquid oxygen,especially the harmful gases content like Co2 & CO in our system was far lesser than cylinder and liquid oxygen.

We started getting good success in end of year 2011 and now we have more than 240+ satisfied customers across the India. We carry 90% market share in private hospital segment. Major corporate hospitals and government hospitals are our customers.

Talking about unique features of our oxygen generator, this product is highly dependent on external environment like temperature, humidity & above sea level installation. Ours is only proven product in Indian environment. We are expert in giving oxygen at consistent purity and constant pressure. We use

dedicated process and sieves, which separates oxygen from air is unique to us and even companies across the globe failed to copy it.

In addition to fantastic product we have excellent after sales service, which result in customer satisfaction.

So by using these systems, hospitals became self sufficient on oxygen & gets lots of advantages over liquid oxygen and O2 cylinders like,

 Cost saving: Saves 40 to 70% cost on oxygen, which is third major cost in any hospital after Labor and electricity ( a 100 beded hospital spends on an average 17/18 Lakh per annum on oxygen, same cost comes down to 4/5 Lakh Per annum in our system)  Safety: System is much safer than liquid oxygen or cylinders. (We have seen fire blast in few hospitals across the India on lower and higher scales due to O2 cylinders), these can be avoided in our system.  Saves Space: Can be installed on terrace or any other convenient location acceptable to hospital (Liquid oxygen takes prime space on ground floor, the same land cost goes in few lakhs)  No Losses: Liquid oxygen is at -180 Degree C which is given to patient on room temperature which leads in huge heating transmission, evaporation & leakage losses. Our system makes oxygen in Gaseous form at room temperature.

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 The O2 cylinder supplied always have filling capacity issue & never sure about its filling capacity, also when cylinder is changed 7/8 % oxygen goes as waste( average lose around 20% oxygen)  Our system is completely automatic helps save manpower cost.  We have seen in normal case O2 supply affected due to supply chain issues like Floods in mumbai/ Chennai, riots,strike etc., which is not the case with us.

It’s all about automation and modernization.

Please tell us about recent accomplishment and key-highlights to this financial year?

Airox has received following awards,

 Fastest Growing Indian Company, Award from International Achievers Conference in 2014.  Best Healthcare Enterprise of the year 2015, at six sigma healthcare excellence awards,New Delhi  Sarthi SME Excellence Award 2016, at Make in India-Global opportunities, Mumbai We have been successful in installing systems in big corporate hospitals groups like Adani, Birla, Narayana, Escort, Jindal, Pushpanjali etc.

Demonetization has impacted our sales in November and December months, but January onwards it got normalized. Our present turnover is touching 20 Cr this financial year, which we want to take it to 100 Cr. in next 4 years time. We are working on fixed plan and confident of achieving it.

What strategy have you applied to make Airox as brand within the limited period of time?

Identifying need of Indian hospitals, Giving best quality product at reasonable price & maintaining best possible services is our front line strategy.

Beside success in oxygen generators, Airox has invested in R & D, which

has resulted in launching new compact oxygen generator with Advance Technology Fractionator technology in India. This technology made oxygen generator system compact, reduced electricity cost by 50%, completely oil free operation with low maintenance.

We got great success in this segment and already have more than 30 systems running across the India. We have also started exporting these units. This technology is available only with 3 companies in the world, 2 of them are based in Germany and we are 3rd company.

Airox worked aggressively on hyperbaric chambers. A successful technology across the Globe but in India it is in nascent stage but has a great future. We can treat Diabetic wounds, Radiation tissue damage (Osteoradionecrosis), Osteomyelitis (Refractory),Skin grafts and flaps (Compromised), Thermal burns, Crush injuries, Air embolism,CO2 poisoning, Severe anemia etc Airox also entered in modern hospital logistics solution by entering in agreement with Telelift, Germany.

We lay down tracks with hospital sealing and with help of trolleys it transports hospital goods like Sterile goods & surgical instruments, IV bags, pharmaceuticals, Blood bags, consumables, files, reports, cash, C.D. etc efficiently by maintaining hygiene.

This system increases efficiency, reduces manpower & electricity requirement, which are major cost component in the hospital.

So Airox launched these new technologies, promoted it aggressively through our established sales network & given them good after sales services, made Airox a big healthcare brand in India.

What are the keys points of successful entrepreneur in healthcare industry?

A successful entrepreneur has to see the need in the healthcare market or find a solution for difficulties faced

by hospitals and launch product accordingly. Enter in market after doing complete research in that product segment.

An entrepreneur should have some knowledge about Building sales infrastructure,Managing finance, hiring right people, building good service team & logistics. We don’t need to be expert in these streams; it’s better to delegate these activities by appointing right people at right place. Delegating, trusting and empowering your team is very important.

A successful entrepreneur should give time on a daily basis to develop a growth mindset, acquire new knowledge, learn new skills and change their perception.

He should set up measurable goals and measure it on Daily/weekly basis and make sure to achieve it on short and long term 

Airox is known for introducing newer healthcare technologies in India. Airox launched Airsep Oxygen Generator System in private hospitals in India, which has created major revolution in Indian healthcare market. Airox is un-challengingly a market leader with 90% market share in private hospital segment. Airox deals in Oxygen generator, hyperbaric chambers; Telelift modern hospital logistics solution & Wondermed woundhub system for advance &less pain burn and wound treatment.

Airox has head office in Aurangabad, Maharashtra with 100 employees ( with 55 engineers) & 12 strong distributors network across the India.

Airox have branch offices in World Trade Tower at New Delhi, Diamond Heritage at Kolkatta & Vapi, Gujarat.

We have 240+ Indian satisfied customers who are using our system to take care of all their hospital.

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Honesty and sincerity towards work always pay out Tell us your journey into healthcare IT as a leader?

I was born and brought up in Delhi in a Jain family with simple upbringings and high moral values. The family values that I have learned has guided and motivated me through each stage of life. My professional career as a leader started in the year 1993 when I joined Mr. Murthy and got the opportunity to polish my skills under his guidance. Just within few years, the company saw a boost as we worked dedicatedly to capture some of the big hospitals which gave us a great edge. In the year 1995, we saw the business opportunity in Delhi and decided to set up our Head Office from where we operated and expanded their business globally. My optimistic attitude helped to see the positive side of every situation which made it quite easier to handle the problems. I have always been lauded for calm mentality as even in the burden of work I have dealt it with a smile.

My father once said that “Honesty and sincerity towards work always pay out” and this has been my guiding light throughout my journey towards success.

In 2003, the concerned management decided to step down and handed over the rein to me and Mrs. Rekha Jain, Founding Director to run the company. With the back of business family and the knowledge gained over the period of education and learning, she stepped into the shoes of Mr. Murthy. Since then she worked tirelessly to lead the team of

All healthcare institutions must have an expert IT team. An excellent hospital management system might fail if the skills and knowledge of I.T. team are compromised in their domain.

Healthcare institutions must identify the exact requirement that fits the need of the institution and documents it into a Request for Proposal.

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technical developers to develop new and innovative products matching to the demands of the customers. As a leader, she has been very straight-forward and has a focused approach.

Mrs. Rekha showcased her skills in countless ways as the company implemented some of the most complex solutions flawlessly and has accomplished nearly impossible tasks in an unbelievable time frame. She led the teams of developers with brilliance and proved that she is one of the best domain experts. She believes that “if you hate to lose then, in the end, you will always win” and she always shares the same belief with other Akhilians.

Sanjay Jain Managing Director, Akhil Systems

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Brief us about unique products for healthcare institution & hospitals?

We have a wide range of products to cater different needs of healthcareFirstly one of our oldest range of product series is known as Miracle HIS i.e. Hospital Information System which has three versions depending on the needs and size of healthcare institutions. These products are namely,  Miracle Enterprise  Miracle Premium, and  Miracle Xpress This Miracle range of products is comprehensive and flexible which empowers the hospitals to work in a less paper environment.

For Clinics, we provide Miracle Practice Management System (PMS) specially designed to handle OPD clinics efficiently with the support of clinical decision support systems like CIMS/MIMS, Lexi, UpToDate etc.

We also provide another range of product known as Fortune HIS which is a standard hospital management software and can be implemented within just 10 days. It is budget hospital information system which is targeted on small segment hospitals as it is intelligently designed to provide unbelievable features at a low cost.

Who is the pillar behind Akhil systems?

On a very honest note, Akhil Systems wouldn’t have reached this point without the sincere efforts of all the Akhilians. We would like to give full credit to all the members of Akhil Systems for their dedication, hardwork and commitment towards the organization, despite numerous hurdles that came in their way. We will like to give special thanks to many Akhilians who have been supporting us for more than a decade.

What are your message to hospital owners, small clinics, and doctors in regard to the implementation of IT? Information Technology has become an integral part of all business operations, in one way or another. It has enormous possibilities and touches the life of many while improving their life and making work easier. Implementation of healthcare IT solutions gives operational efficiency by eliminating the chances of human errors. There are countless advantages that are served by implementation of IT solution as you get better decision making a support with the help of MIS and KPI dashboards, better clinical decision support with different integrations, eliminates the chances of pilferages and monitor daily performances with just one click. I must say it is a miraculous solution.

My message to all healthcare institutions is to have an expert IT team is as important as having expert doctors. An excellent hospital management system might fail if the skills and

Rekha Jain Director, Akhil Systems knowledge of I.T. team are compromised in their domain.

Healthcare institutions must identify the exact requirement that fits the need of the institution and documents it into a Request for Proposal (RFP). Just following the simple steps like these can make the implementation of Hospital Information Systems a great success. Success or failure of any implementation lies in the hands of both the parties “equally” and this makes it crucial to dedicate the most experienced people for the implementation of HIS 

With more than 200 projects running across India and around the globe, Akhil Systems has created benchmarks by providing innovative solutions with its Hospital Information System (HIS) platform. Being an eminent player in the Healthcare industry for more than 22 years, Akhil Systems has flawlessly worked on the single domain of Healthcare by providing specialised management information systems for Hospitals, Medical Colleges, Clinics, Diagnostic Centers and Pharmacy Chains. Akhil Systems is an organisation of a unique kind, aimed at implementing the latest and industry proven e-healthcare technologies and advanced models of patient care in the healthcare arena. With an aim of being a successful player in the long run, Akhil Systems has created a digital platform with high industry standards in Connected Care for patients as well as providers, thus equipping themselves to be future-ready for the up-coming generation of digital-savvy patients and doctors.

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SNG INDIA Leading Healthcare Solutions Provider of India & South Asia

Pankaj Narula

Managing Director & Head Marketing & Business Development with SNG India

SNG under the leadership of Mr. Pankaj Narula along with his brother Puneet Narula, has been rated to be top 500 leading healthcare brands in India by MBI & has been recently awarded as:  The Most Emerging Brand of the year 2015 by Medgate.  Top 100 SME in India 2016 by India SME Forum.  Top 10 fastest growing healthcare group 2016 by Silicon Review.  Top 10 Most Valuable Healthcare Solutions provider Company by Insight Success, 2016  Best Emerging Brand of the Year by National Awards for Excellence in Healthcare, 2016

SNG is leading Healthcare & Medical Solutions group, offering high-tech Healthcare Automation in the space of Healthcare Logistics, Hospital Pharmacy Automation, Hospital Warehousing, & Turnkey packages for OR, ER, ICU etc

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Please tell us your key points to become as a emerging leader in healthcare industry?

What is the latest vertical offered by SNG and what are the advantages of this new solution?

Pankaj Narula, Managing Director & Head Marketing & Business Development with SNG India a.k.a Sun Narula Group, has taken forward the family legacy of 63 years and have sculpted overall strategic direction and effective operations of the company, ensuring that SNG remains a front-liner in providing high tech healthcare solutions in India and the region.

“We are not a medical equipment or a medical supplier organization. We are solutions provider, and that is what we focus on. We provide customized solutions and technologies which are continuously innovated and improved, enabling the introduction of new technologies and solutions to our customers’ time to time. We are in a very niche space and our solutions are for enhancing hospital facilities and help reduce healthcare delivery costs,” says Pankaj

The latest solution which we are bringing to Indian Healthcare space is the Automated Drug Management a.k.a. Hospital Robotic Pharmacy - a high speed OP/IP Pharmacy loading, storage & dispensing system. This is a fully automated solution that improves the TAT by over 90%, helps reduce inventory by 70%. It stores packaged drugs inside the machine and per prescription line order the packaged drugs are then placed in the dispensing station automatically for the picker / pharmacist to pick up and complete the Prescirption order per patient in a few seconds rather than several minutes someties even 10 – 15 minutes.

What are the challenges SNG face to reach out this level and to maintain SNG as well known huge brand?

While discussing the challenges SNG has faced, Pankaj disclosed, “Challenges are good its helps us evolve. One of them was that the Indian healthcare givers were not ready to spend even a single dime on logistics automation or pharmacy automation. They majorly focussed only on diagnostics, radiology and interiors of the facility. It took us few years to educate our customers aware why they need automation and better technologies in other areas as well. Thankfully, they have listened to us, and everything has evolved since then.” Another challenge is the lack of commercial and technology sensitivity.

Often customers only look at the bottom line–the price–and overlook the medium and long term advantages and benefits our solutions offer. Customers should be highly sensitive to the subject or else they end up losing more.

Would you like to give some messages to upcoming leaders in the healthcare industry?

We haven’t made it large yet, but we are trying to do it. However one’s focus should not be only to make it large focus should be delivering the best. One must be always focused on customers needs, the gaps, the voids and should fill those gaps and provide customers with the right solutions at the right cost.

Over the years we have evolved as An important healthcare organization infrastructure, When it we have solutions that enhance hospital facilities, that are functional, that are clinical, that help reduce healthcare delivery costs and improve healthcare quality. So the most important verticals that we have today is hospital healthcare logistics which is automation of materials transports within the hospital campus, Turnkey packaged solutions for OT, ICU & Critical care areas. and the latest vertical we have is the Hospital Pharmacy & Storage/ Warehousing automation solutions Our flag is the brand SNG –Sun Narula Group, The name SNG is also synonym with perseverance & history of our group.

It also signifies high & trusted quality.

Our other well known brands are Meditek & Srishty.

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Innovative Healthcare leader Milan Rao President & CEO of GE Healthcare South Asia

Milan Rao is the President and CEO of GE Healthcare South Asia and Managing Director of Wipro GE Healthcare.

Milan is leading GE’s vision of “healthy imagination” for a healthier India Milan has over 20 years of leadership experience in multiple industries including Telecom, Financial Services and FMCG. Since August 2013, Milan served as the Chief Operating Officer of GE Healthcare in India and was directly responsible for its business strategy. Prior to joining GE, he was the CEO of Enterprise business at Bharti Airtel, and prior to that has held leadership positions at Morgan Stanley, Citibank and Seagram. Milan has 20 years of experience in driving business strategy, sales, marketing and general management and has a proven track record of building winning organizations.

He is a graduate in Computer Science & Engineering from Indian Institute of Technology, BHU and holds an MBA from Indian Institute of Management, Calcutta.

Milan Rao, said, “Wipro GE has achieved several milestones on the promise of delivering affordable and accessible healthcare. I am looking forward to expand our leadership in the healthcare market, accelerate innovation and distribution capabilities to continue enhancing customer centricity and technology adoption for the quality healthcare diagnosis everywhere. We hope to build on our successes in local innovation, partnership with all Governments and healthcare providers to achieve our vision of a healthier India and also help transform lives world over.”

GE Healthcare provides transformational medical technologies and services to meet the demand for increased access, enhanced quality and more affordable healthcare around the world. GE (NYSE: GE) works on things that matter - great people and technologies taking on tough challenges.

From medical imaging, software & IT, patient monitoring and diagnostics to drug discovery, biopharmaceutical manufacturing technologies and performance improvement solutions, GE Healthcare helps medical professionals deliver great healthcare to their patients.

In India, GE Healthcare is focusing on some of the country’s toughest healthcare challenges– lowering maternal and infant deaths, enabling early detection of cancer and addressing heart diseases early. GE Healthcare pioneered innovation of healthcare imaging technologies ‘In India for India and the world’ to enhance access to quality healthcare at affordable costs to more people.

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Increased Awareness and Access

to Healthcare will be the Driving Forces of Growth One of the challenges faced by the Healthcare Industry is Medical Inflation, trends indicate that India is one of the highest in the region. We are continuously engaged with surgeons and clinicians to help deliver high quality, innovative surgical solutions at a reduced cost per procedure.

Please tell us your transformational journey from being a promoter driven Indian company to a professionally managed Global leader in medical consumables business?

We began our journey with gut sutures in 1992, Sutures India today has grown to become the fourth largest suture manufacturer in the world and the number one suture manufacturing company in India. Now, we have a range of surgical products such as meshes, staplers, haemostats and specialty sutures and consumables such as gloves, catheters and tapes.

Today the number of Suturites is more than 1,500 across 5 locations in India. Under professionally managed leadership, with leading global investors like TPG and advisory board comprising some of the top surgeons from across specialties; we are poised for rapid growth.

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Please tell us your business strategy and innovative verticals of Sutures India?

From a product perspective, we see growth opportunities in Highroad wound closure categories. The company is now focused on bringing comprehensive higher- end wound closure solutions to the surgeons. From a market access perspective, having a large distribution network of more than 1,500 active channel partners and a field force of more than 300, market penetration has been one of our biggest strengths. Today we are in a unique position to deliver personalized service to our customers.

One of the challenges faced by the Healthcare Industry is Medical Inflation, trends indicate that India is one of the highest in the region. We are continuously engaged with surgeons and clinicians to help deliver high quality, innovative surgical solutions at a reduced cost per procedure.

What would you feel challenges in this industry?

Sutures India has a significant share of the gynecology and general surgery segment. Healthcare parameters in Indian women continue to be a cause for concern. As per the Planning Commission report, the Infant mortality rate is 2.5 times more in the poorest quintile compared to the richest quintile. Large differences exist between districts within a state and not just the states. Access to good healthcare solutions continues to be a challenge, which hopefully will get addressed with the intervention of various healthcare schemes.

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What advice would you offer someone considering the carrier in this industry?

According to Deloitte India research, the Indian Healthcare Industry is expected to grow at a CAGR of 23% to US$ 280 billion by 2020. The outlay of Government Healthcare spends under the Union Budget 201718, was pegged at 2.27% compared to 1.97% the previous year. Much of the Industry growth is coming from Tier II and Tier III towns. Increased awareness and access to healthcare will be the driving forces of growth.

Indian Healthcare Industry presents many opportunities; the work- life balance is a huge plus factor for somebody considering a career in this industry.

Sutures India was established in 1992 at Bangalore, India with the mission of protecting lives. We began with manufacturing gut sutures, and with continuous support and guidance from the clinical fraternity and significant investments over a period of time in product development, we added a broader portfolio surgical sutures and other products. Today, we have the entire range of surgical sutures across therapeutic areas such as obstetrics/ gynaecology, gastroenterology, general surgery, orthopaedic surgery, cardiovascular surgery, neurosurgery, transplants etc. We also have several other surgical and medical consumable products that are now a benchmark of quality worldwide. Our pride rests in the fact that we offer top quality solutions to surgeons, physicians, and hospitals across 100 countries including countries such as the USA, France, UK, Poland, China.

Our innovative surgical supplies are engineered to meet the highest quality standards and needs of surgeons and physicians around the world, while helping reduce the cost per procedure. We have a strong focus on manufacturing, across five state-of-the-art manufacturing locations in India, with two dedicated for the international markets. We invest significantly in our manufacturing systems, safety systems, regulatory processes and quality systems – key factors to implementing our “Make in India” strategy.

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Stakeholders of Healthcare Organizations are Seeking Relevant And Credible Deliverables From

The Healthcare CIO

Please tell us something about your journey to chairing as increasing the value of investment, selection of software and Hardware vendors, adaption techniques of IT in the Clinical CIO in Sir Ganga Ram hospital.

Primary objective of association with Sir Ganga Ram Hospital was to seek relevant and credible deliverables from any Healthcare CIO in the ever growing industry such as, assessment of the real status of health IT in the medical practice. Scope definition of the business requirements when acquiring IT system. Process to choose a right IT vendor / partner. Demonstration of tangible benefits with the investment on IT. Ensuring the clinical outcome of practice' to improve patient care. Business Process and Human Resource improvement using Health IT. Data Integrity & information security in the organization and adopting innovation to reduce costs but ensuring the patient safety intact.

Groomed by the Industry as a professional Healthcare CIO, I was able to help in gaining significant perspective on healthcare consulting for small and large healthcare institutions from the strategic and tactical approaches whether it is mainstream or niche. My association with Sir Gangaram Hospital began as a Healthcare Consulting CIO started as an IT auditor to h e l p the organizations in reviewing the existing IT system,

Niranjan K Ramakrishnan CIO, Sir Ganga Ram Hospital

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functions, integrated Healthcare IT platform, internal controls & IT governance, Data Integrity checks and revamping of IT Infrastructure review.

Stakeholders of Healthcare Organizations are seeking relevant and credible deliverables from the Healthcare CIO in the ever growing industry such as assessment of the real status of health IT in the medical practice. Scope definition of the business requirements when acquiring IT system. Process to choose a right IT vendor / partner. Demonstration of tangible benefits with the investment on IT. Ensuring the clinical outcome of practice' to improve patient care. Business Process and Human Resource improvement using Health IT. Data Integrity & information security in the organization and adopting innovation to reduce costs but ensuring the patient safety intact.

Where do you think Sir Ganga ram hospital is heading and what needs to be done?

Sir Ganga Ram Trust Society and Board of Management (team of eminent Doctors) are always committed to be innovation and digital as long as it does not increase the cost to the patient.

Sir Ganga Ram Hospital is one of the leading healthcare organizations in the Capital when it comes to providing quality health services to all sections of the society irrespective of their demographical, economic and social status. We are one of the pioneers of adopting IT in the Country. We are one among very few hospitals automated for more than a decade with a considerable budget way back in 2002.

For Sir Ganga Ram Hospital, the roadmap and vision during Year 2017-18, is to make the institution one of the SMARTTEST hospital in the region. On top of enterprise HIS, we were very proactive in digitizing the hospital by cloud based eProcurement portal, most unique DIGITAL (SMART) OPD solution and smart Data Centre. SmartSGRH is our digital innovation framework which has series of smart digitization solutions that would enable us to deliver Smart Healthcare without adding cost to the patient.

Possible Solutions that our hospital is dealing with are in various stages of implementation (evaluating, piloting, installing and adopting): Internet of Things for bringing in the efficiency of vitals tracking. Mobility solutions for improving the patient experience while availing healthcare service.

Tracking technologies for the assets, resources and productivity management. Cost & expense management. Digital Cash management. Home health, TeleICU and Telehealth solutions.

Health Information, collaboration & Portal Solutions.

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Let’s talk about Hospital how it did business as develop such a global presence?

Sir Ganga Ram an eminent engineer and a great philanthropist established hospital in 1921 at Lahore, which still exists.

Present hospital in New Delhi was established in 1954 by Sir Ganga Ram Trust Society. The hospital is managed by Board of Management consisting of eminent doctors appointed by Sir Ganga Ram Trust Society.

With selfless devotion of Sir Ganga Ram Trust Society and dedicated services by consultants and employees, this hospital has emerged one of the leading tertiary care hospitals in nongovernment sector not only for providing excellent healthcare but also in the field of medical education and research. The hospital is thus involved in capacity building of human resources not only in India but also in the neighbouring countries. Our priority is always to improve our quality of health service to the patient community without adding burden to their pocket.

Please tell us how to become a motivated business executive, can you tell us about your first deployments?

“Health Information Exchange in a Box – Patient2Care” was my dream project that was witnessed, reviewed and appreciated by the greatest Indian of the Century Dr. APJ Abdul Kalam, in my parent’s native district. This would remain always be on the top of my list as it was aimed for the rural Indians to have access to their health information by just using the blood veins patterns of the palm to identify and access to the electronic medical records through a patient kiosk operated by Health IT technicians from the local district.

Healtherp.com – exclusive healthcare eProcurement Portal that enables the eCatalogue, eTendering, eProcurement, eNegotiation and inventory management connecting Healthcare buyers and sellers through a digital market place.

Digital OPD Automation - Digital Transforming Technology came to the rescue for the reputed Sir Ganga Ram Hospital to automate the OPD practice from the time the patient started thinking of availing the healthcare service till reaching home after getting the best care. mCURA ’s mobility solutions, NFC based digital Healthcard, ePayment solutions, IOT platforms and uniformed clinical Secretary solutions and world class HIS solutions comprehended the entire automation of OPD.

What would you like to give message to the upcoming leaders?

Establishing the tangible benefits and value of the investment is a key responsibility of any CIO. While adopting the innovation, CIO should have a bigger picture and put together Hospital Digitization Framework and ensure that each and every activities are part of the framework. Focus areas of and becoming with the real-time use cases of how innovation could do these wonders, there are initiatives across the industry by the healthcare CIO community, eGovernance initiatives and other forums are unveiling series events and programs that

will change the way all the stakeholders of Indian Healthcare would get the of high-quality care beneficiaries expect and deserve, at a cost our nation can afford.

Primary role of a virtuous Healthcare CIO is to construct a resilient internal management team within the healthcare organizations, purge the dependency on external consultants, propose, structure and implement an integrated solution to fit the current and future requirements of the organizations.

Any innovation that was conceptualized and designed to resolve challenges faced with affordability, availability and accessibility issues and keeping in mind that money is not the only outcome of the innovation would be well adopted by the healthcare industry.

Innovations should cut the cost and not the quality of the care. Old age telemedicine solutions and new age virtual health innovations addressed availability issues but not the affordability rather it increases cost to the patient. Too much expectations from IT & CIO as IT is just an enabler and CIO is a catalyst for adopting the innovation with the right value of the investment. While working on a long term digitizing framework, CIO should always continue to bring in small changes periodically to manage the expectations.

What is the importance of IT in healthcare domain and how it manages the cost of the hospital?

Successful role of Healthcare Innovation can be measured by the intent of enhancing the quality standards in offering the Cure & Care. But in true sense of Indian healthcare, we shall appreciate and adopt an Innovation, should the new era technology become the catalyst to deliver the best comfort with lesser cost to the end users of healthcare. Measuring the clinical efficiency of innovation to ensure that quality is improved without compromising the patient safety is the biggest challenge.

Evaluating the market size and valuation of the business in the healthcare innovation before launching the product, through a normal supply chain increases the uncertainty of the success of the innovation. With so many similar but departmental solutions, culturally, healthcare industry is unenthusiastic in taking risks and contemplate the solutions that were proven.

4 big Cs which are the 4 major aspects of healthcare service that impacts the end consumer are CURE - Core clinical services, CARE - Overall experience while availing the healthcare service, COMFORT - Through various resources including human services and COST - Payment options & methodologies.

With the volume of the consumers waiting to avail the healthcare services with the limited infrastructure, every stakeholder are totally time-pressed and adopting innovations may not on be on the priority list with the high-stress environment. The above challenges faced by the innovative product inventors adds up to the cost of distributing, implementing and owning the solutions and these costs are passed on to the patients & healthcare consumers. w w w.medegatetoday.com March-April 2017

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"The National Health Policy 2017 is a huge milestone in the history of health sector in the country.

With the Integration of AYUSH with National Programme for Prevention and Control of Cancer, Diabetes, Cardiovascular Diseases and Stroke (NPCDCS) in 6 districts in the country, by combining contemporary medicine and our traditional health systems Dr Jagdish Prasad,

Director General of Health Services, Ministry of Health & Family Welfare, Government of India Professor and Chief of Cardiac Surgery Vardhman Mahavir Medical College & Safdarjung Hospital, New Delhi He was awarded “PADMA SHREE” by Government of India in the year 1991 in recognition of the pioneer work done for establishing and developing of the Specialty of Cardio-Thoracic & Vascular at Safdarjung Hospital, New Delhi and economizing the cost of cardiac surgery.

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Tell us about your journey into healthcare from safdurjang hospital to DGHS?

“I served as the founder principal and professor & chief of cardiac surgery at Vardhman Mahavir Medical College and medical superintendent of the associated Safdarjung Hospital in New Delhi.”

I did his MBBS and MS (General Surgery) from the All India Institute of Medical Sciences (AIIMS), New Delhi in 1977 and 1981 respectively and super specialization (MCh) in cardiothoracic and vascular surgery from KEM Hospital, Mumbai in 1985. He has also done DNB in cardiothoracic surgery in 1986.

I joined safdurjang hospital in 2008 there is huge pressure because patients are refered by AIIMS and other hospitals, so the people were not getting the proper treatment so decide to have superspeciality in hospital

Please share some major achievements of last years?

We began Major initiatives to control tuberculosis, eradication of Small pox, Guinea worm and Polio and

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Elimination of Leprosy and Yaws. We have deep focus on Containment of diseases like Avian Influenza, H 1 N1, CCHF, Plague, Leptospirosis. We brought under control through focused action Cholera, widely prevalent as well as Public health burden of diseases like Malaria, trachoma, filarial, Kala-Azar got substantially reduced.

To controlling the Non Communicable Diseases: With the Integration of AYUSH with National Programme for Prevention and Control of Cancer, Diabetes, Cardiovascular Diseases and Stroke (NPCDCS) in 6 districts in the country, by combining contemporary medicine and our traditional health systems Another one Pilot Intervention has been initiated for prevention and control of Rheumatic Fever / Rheumatic Heart Disease in 3 districts by NPCDCS in collaboration with Rashtriya Bal Swasthya Karyakaram (RBSK).

The Standard Treatment Guidelines for common conditions of 21 clinical specialties / super specialties have been prescribed.

Minimum standards for clinical establishment, belonging to different categories of allopathic and AYUSH system of Medicine have been prepared.

There is launch of National Program for Palliative Care (NPPC) as a new initiative.

Please brief us about National Health policy2017?

“Several pilots of public-private partnerships have been successful. However, none of them were scaled up to meet India’s health challenges.”

Incidentally, 2002 was the year that marked the announcement of India’s last health policy, which had also failed to meet desired expectations on many accounts.

Some of the major goals set by the national health policy, 2017:  Progressively achieve universal health coverage  Reinforce trust in public healthcare system

Do you think policy will helpful for healthier India?

This policy recently adopted by the cabinet has weak targets and hands too much over to the private sector.

"The National Health Policy 2017 is a huge milestone in the history of health sector in the country. The last national policy was framed in 2002,This policy has come after a gap of 15 years to address the current and emerging challenges necessitated by the changing socio-economic, technological and epidemiological landscape,"

 Reduce TFR to 2.1 at the national and sub-national levels by 2025  Reduce under-five mortality to 23 (per 1,000 live births) by 2024  90 percent of all people diagnosed with HIV+ should receive sustained anti-retroviral therapy, and 90 percent of all people receiving anti-retroviral therapy will have viral suppression, and 90 percent of all people living with HIV should know their status by 2020  We Achieve and eliminate status of leprosy by 2018, kala-azar by 2017, and lymphatic filariasis in endemic pockets in 2017 We Increase the healthcare expenditure by government as a percentage of GDP, from the existing 1.5 percent to 2.5 percent by 2025.  Achieve and maintain a cure rate of above 85 percent.  Reduce under-five mortality to 23 (per 1,000 live births) by year 2024.  Achieve and maintain a cure rate of above 85 percent in new sputum positive patients for tuberculosis and reduce incidence of new cases, to reach eliminated status by 2025  To reduce premature mortality from cardiovascular diseases, cancer, diabetes or chronic respiratory diseases by 25 percent by 2025

What message you would like to share with doctors?

I would only say: follow the ethics, do the research that is required. Health is considered as a state of complete physical, mental, spiritual and social well-being and not merely the absence of disease or infirmity so Doctor should Talk to the patients nicely, and think of them as your family like brother, sister, mother. You must have a feeling of family towards your patients; treat them as your own.

What do you usually do in your free time?

In real life, my favorite thing to do in my spare time is to read. I used to like to play all sorts of sports with my children. Also, if this is considered something that one does in one's spare time (rather than part of work) I like to do things with my kids -- playing games with them and doing things like that.

Please share us your priorities for this year 2017?

We seek to achieve and maintain elimination of leprosy by 2018, kala-azar by 2017 and lymphatic filariasis in endemic pockets by 2017.

To Increase life expectancy from 67.5 to 70 by 2025

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To Anticipate, Create and Lead the Best Healthcare Experience for All Brief me about yourself , your education & your professional journey since inception?

My experience has spanned over 17 years. I have had the privilege to work at the World Economic Forum, Deloitte and Fortis Healthcare, while taking leadership courses at the Aspen Institute, Legatum Institute, and various global Universities.

In my current capacity as Managing Director of Midmark (India) Private Limited, I am focused on quality, production and manufacturing, overall operations, people development, sales, business development in domestic and international markets, opportunistic M&A and new product development.

Currently I am also focusing on enhancing capacity and capability at our manufacturing unit Prior to joining Midmark India, I was associated with Fortis as Director, Office of the Executive Chairman, where I led acquisition due diligence for millions of dollars between 2011 and 2013, and designed post-merger integration process for three geographies. I steered business planning, and partnered with investors to lead and manage the divestment as well as asset handover process. Also, as the Business Development & Alliances GM, I focused primarily on developing business and strategic partnerships across various sectors, thereby driving additional revenue.

To drive the agenda for 2014-15 at Nathealth, I supported the President in planning events, demonstrating health and healthcare potential in India, contributing to white papers, and led overall strategy.

Prior to Fortis, I was a Global Leadership Fellow at the World Economic Forum in New York, where I was responsible for leading the engagement of business, political, academic and other thought leaders of society to shape the global health and healthcare agenda of the Forum. I was spearheading projects that orchestrate the value of investment in health to governments and other stakeholders, articulating key principles and values to achieve better health outcomes.

Through my experience, I have strengthened my skills in outlining business expansion, leading new partnerships, and instituting the creation and implementation of new programs that also match organizational objectives. As a part of my associations, I have chaired global conferences on healthcare and innovation and presented at and attended conferences on healthcare, innovation, and leadership, I have also nurtured skills in all aspects of strategizing and directing business operations and creating operational synergies across all functional units.

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Broadening our offering to include products and services that touch various “points of care� including hospitals, clinics and home care I hold a MBA degree from INSEAD and a Bachelor’s degree in business with a concentration in Management Information Systems (MIS) from The University of Arizona. As a Global Leadership Fellow, I was invited to attend executive leadership seminars organized by the World Economic Forum in collaboration with Columbia University, Wharton Business School, INSEAD, London Business School and Harvard University.

When you started your professional journey and shed a light on challenges you faced initially ?

I started my professional career with Deloitte in August of 1999 in Sacramento, USA. I joined as an Analyst and after some training, I found myself to be deployed on client sites.

It was both intriguing and challenging. I was 21 at that time and I had just been in the United States for under 2 years. So I was just getting used to the cultural nuances and at the same time had to exhibit a great deal of confidence, foresight and

Sumeet Aggarwal Managing Director Midmark (India) Pvt. Ltd.

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willingness to learn to be a value adding billable resources to my clients. It required steadfast commitment, comfort with ambiguity and the willingness to make a difference.

Further, I started working for public sector clients and in a matter of months was assigned to healthcare clients, which was again challenging to get the industry dynamics understood. It constantly required long hours, working with people and clients from different offices and sectors, travel and continually maintaining a rapport with your clients.

I however found the challenges to fulfilling and these experiences have had a lasting impact on my personality and how I approach problems today.

What new you introduce for your company & healthcare fraternity?

We are pioneers in the patient positioning segment in India.

Our local competitors aspire to be “like” Midmark/Janak and we have never lost an order in India due to another local competitor’s perceived quality to be better than Janak.

We compete with global companies and are proud to be an Indian manufacturer that is second to none. We follow MPS (Midmark Production system) in our manufacturing processes and systems attempting to eliminate waste based on the ideas of “Continuous Incremental Improvement” and passing on the savings to our customers, directly or indirectly.

In summary, we are a values driven organization that keeps the promises made to our stakeholders. Our customers have rewarded us with their trust and loyalty in return.

Our vision is “To anticipate, create and lead the best healthcare experience for all”. Thus, we are broadening our offering to include products and services that touch various “points of care” including hospitals, clinics and home care. Our new orthotic rehabilitation support division to grow multiple fold across India next year as well as a successful launch and growth of various products like Protilt (motorized bed with lateral tilt), Digital ECG, Midmark OPD furniture including examination tables and casework.

I expect Midmark India to maintain its leadership position in India in the medium and long term.

How you are seeing global healthcare system and what is your opinion to improve healthcare system of India?

In India, where most people have dug deep into their pockets to pay doctors, pharmacies and diagnostic centers (or ‘out-ofpocket spending’) as the norm for a long time, vulnerability to impoverishment caused by medical expenses remains high.

The lack of an Electronic Health Record (EHR) prevents the development of transparency throughout the healthcare system. At present, India’s health care system consists of a mix of public and private sector providers of health services.

Networks of health care facilities at the primary, secondary and tertiary level, run mainly by State Governments, provide free or very low cost medical services. There is also an extensive private health care sector, covering the entire

spectrum from individual doctors and their clinics, to general hospitals and super specialty hospitals.

According to the World Bank and National Commission’s report on Macroeconomics, only 5% of Indians are covered by health insurance policies . Such a low figure has resulted in a nascent health insurance market which is only available for the urban, middle and high income populations. There is very low penetration of Insurance sector in Indian market.

India has shown notable growth in pharmaceutics but its health devices sector is highly underdeveloped. Regulatory measures should be relaxed and this sector should promoted under Make in India campaign. Innovation is a critical component in improving individual and institutional performance. Real innovation is not easy to come by.

India faces a growing need to fix its basic health concerns Innovative healthcare start-ups in India are transforming how people get access to healthcare services. We should encourage business schools to develop executive training program in healthcare, which will effectively reduce the talent gap for leadership in this area. Revise the curriculum in medical, nursing, pharmacy and other schools that train healthcare professionals, so that they too are trained in the new paradigm. Rapid implementation of national accreditation of hospitals is a must. We need to look at reimbursement based on outcomes, encourage hospitals to publish and benchmark the outcomes and also look into bringing about population health solutions across India.

What is the market size of the hospital furniture Industry & what is Midmark market share?

Where you are seeing healthcare industries in 2020?

We are the leading manufacturer and supplier of patient positioning equipment in India (Midmark India) and US (Midmark Corp). Midmark India (earlier Janak Healthcare) has the deepest sales and service network in India with a legacy of 65+ years of customer centricity and product quality of global standards. We believe the hospital furniture industry is ~ 60 Million USD in India and is growing at ~13% annually.

What is your secret of success?

I truly believe that there is no secret recipe to success. I like keeping it simple and always keep an open learning mind. I take every decision guided by their own inner thinking and assessment of the situation. I have my own moral compass to lean on, which guides me to check the course and change direction when I know for sure which is the best way to go.

Other than that persistence and perseverance have always worked well for me.

What is your hobby and what you would like to do in your leisure time?

Swimming and reading make me feel at ease and allow me to rejuvenate and focus. Also, I love to travel and immerse myself in new cultures and environments on a continual basis. w w w.medegatetoday.com March-April 2017

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BPL Medical Technologies is pioneer in Anaesthesia and Critical Care Brand Philosophy Happier Living Everyday

Brand Profile

Sunil Khurana CEO & MD at BPL MEDICAL TECHNOLOGIES Pvt. Ltd & Penlon Ltd

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BPL Medical Technologies has been recognized as one of the first home-grown companies in the field of healthcare with emphasis on serving the unending needs of the industry. The company is one of India’s most widely recognized, awarded and respected brands with its five decades of service to the medical fraternity.

Established in 1967, the company has achieved the unique position of a trustworthy medical device manufacturer with its constant deliverance of post-sale services and its largest sales distribution network and this has made BPL one of industry’s top players in the medical devices space.

An ISO 9001:2008 & ISO 13485 certified organization, BPL Medical Technologies has created a value in the industry with its wide portfolio of innovative, reliable, durable & superior products. The Company ensures manufacturing of products that conform to global standards to regulatory & quality assurance. Most products from BPL Medical Technologies are certified

by CE & US FDA. Anaesthesia and Critical Care is a very promising portfolio for BPL Medical Technologies and in this direction we recently acquired Penlon Ltd, a UKbased, leading manufacturer of Anaesthesia Work Stations, Vaporizers & Operating Room solution’s with worldwide distribution network.

In our commitment to delivering Innovative products , BPL makes its foray into the m-Health & connected health space with its innovative Cardio-diabetic monitoring devices LifePhone + & LifePhone+ BG which have been developed in partnership with Intel Corporation .

Product differentiation through innovations in Industrial design, Electronic & Mechanical design & Design for Serviceability shall continue to remain the core focus of BPL Medical Technologies.

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BPL MedTech has conferred 6 global awards in the area of medical technology innovation.

Major initiatives

BPL Med Tech has taken major initiatives across the product segment that it represents to become “a complete Med Tech solutions provider – One stop solution” Technology partnerships with global companies to manufacture & market latest technologies in ECGs , Patient Monitors, Defibrillators, Ambulatory Blood pressure monitor & Ultrasound .

Enhancement of Anaesthesia & Operating Room solutions with the acquisition of Penlon Ltd UK, a world leader in these technologies since 1943.

Continued investments into Imaging product development has led to the recent introductions of X-Ray & C-Arm solutions.

Partnership with global healthcare IT majors to develop & market m-health & connected health technologies.

To foster long term relationship with customers BPL Med Tech has partnered with academic organisations in medical education to offer technical & clinical educational programmes in ECG & Imaging.

Making a difference

Under CSR Initiative, BPL MedTech partnered with Manipal hospitals, on the occasion of World Heart day 2015 and conducted ECG screening of over 10732 patients across India.

Similar ECG screening camps have been conducted in rural areas of the country in partnership with state healthcare departments.

Service Excellence

Customers are at our core. Their satisfaction is what we strive for. “BPL Smart UpKeep” branded after -sales service offering ensures superior service delivery with global standards of quality assurance and best practices.

Our Service Mantra is:

Always Close to customers -> Dedicated Service Helpline -> Customer-Centricity -> Low Life Cycle Costs-> End-to-end service solutions

Innovations –

BPL MedTech always focuses on Commitment to Innovation, Product differentiation &is committed to deliver High quality & cost effective products that improves quality of millions of lives .

In a nutshell Core Values

To be the preferred and trusted medical technology company, setting the highest standards on products and services, delivering affordable solutions to the last mile in the markets we serve, with commitment to customer centricity and ethical business practices.

Brand Impact –

Recognized as one of the most trusted brands by Brand Trust report 2015 & Customer Value Leadership awards 2016 from Frost & Sullivan. BPL got several design and product innovation awards in recent times.

From the MD/CEO’s desk BPL as a brand has served the medical fraternity for close to 50 years.

Customer centricity is at our core and forms a part of everything we do at BPL Medical right from product development to servicing these devices. Our customers should view us as their preferred choice of supplier in the product categories we operate in.

Building trust of a customer is journey which does not end at a sales order, in fact that is the starting point. We as a brand want to keep our customers happy throughout the lifecycle of the product and beyond by ensuring high quality standards, minimum downtime and quick serviceability of our machines. Happy customer translates into better references and spread through word of mouth which are key in the industry that we operate in. We would like to thank ET awards for acknowledging our efforts towards building a sustainable brand in Healthcare arena. w w w.medegatetoday.com March-April 2017

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Quality, Service and Innovation is a way of life’ Tell us about National Health policy 2017 and is it really fruitful for healthcare industry.

DR. ARVIND LAL, PADMA SHRI

Chairman and MD, Dr Lal Pathlabs

Brig. Arvind Lal is a pioneer in bringing laboratory services in India at par with the Western world. He is an alumnus of the Armed Forces Medical College (AFMC), Pune, having received his graduate and post-graduate medical degrees from the prestigious institute.

In 1977,Brig. Lal took charge of Dr Lal PathLabs, the medical diagnostics laboratory founded in 1949 by his late father Dr. Lal is a member of many expert and advisory bodies constituted by the central and the state governments. He is accredited to having the first PPP (Public Private Partnership) in the field of laboratory testing with the Govt. of Tripura since 2004 and later with Govt. of Gujarat for testing over 30,000 new born babies since 2011till date.

He is currently the Senior Vice President of NATHEALTH, Healthcare Federation of India. He is also the Chief of the Academic Council of IIHMR (International Institute of Health Management Research), New Delhi. Dr. Lal is also an active member of National Healthcare Committees of CII, FICCI & ASSOCCHAM and has played a significant role in promoting the Indian Healthcare sector abroad. He is also leading the Healthcare Sector Skill Council Curriculum Development Committee for Medical Laboratory Technicians.

Dr. Lal was appointed as the Honorary Physician to the President of India in 2001. He has also been serving as a pathologist to almost all the present and past Presidents’ and Prime Ministers of India. His laboratory is the nodal laboratory testing the largest number of government employees in India from CGHS, ECHS, Ministry of Railways, Delhi Government and many others. He has been invited as the Keynote Speaker at IIM- Ahmedabad and also by the Harvard Business School, USA. Conferred with the Padma Shri, Brig. Lal is also the first civilian doctor to be granted an honorary Brigadier’s rank in Armed Forces Medical Services. He is also the recipient of many other awards from various national and international organizations.

Recently he was awarded the “Entrepreneur of the Year” by All India Management Association (AIMA).

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Dr Arvind said taking the route of taxing to raise the required revenue may not be feasible: “Target of health allocations cannot be done with states reeling under financial hardships, and especially when the NHP talks about government as the single-payer system, banking on taxes solely. This is infeasible, unrealistic and needless. The 2025 target of 2.5% of GDP amounts to postponing the task. There is little regulation of the sector, especially with diverse players such as profit to non-profit, informal t2% of the allocation would be required just to fill vacant seats (posts of doctors, nurses, etc) and to ensure payments through Seventh Central Pay Commission. The middle class should be roped in for the pocket private expenditure, without putting the burden solely on the government,” he added.

What is needed for successful Public Private Partnerships in the Healthcare Sector?

NHP 2017 is bringing in greater private partnership for strategic purchasing in fields where the government alone cannot manage to dole out the desired facilities. While there is concern over increasing public-private partnership falling prey to shoddy and unregulated market mechanisms, Dr Arvind lal called the partnership inevitable, required to plug the gaps in the public systems.

Please tell us what kind of growth prospects now that you are listed. What are the revenue projections for 2017?

Would like to maintain our growth so far which we have shown. And with the expansion plans, the profit margin might come down a little bit. We are going to build two more national reference labs, one in Kolkata and one in Lucknow and the ecosystem around it. So, there might be a little bit of a diminishing of the earnings before interest, taxes, depreciation and amortization (EBITDA) margins, but net-net we have been there for the last 67 years and shown a very healthy growth trajectory, so I am sure that we will be growing profitably.

COVER STORY

In FY17, what may be the total number of labs you will have? Do you have a number or a direction in mind?

We would probably be growing at an average of about 30-40 labs per year, but do not forget that we are also coming here with two huge labs, one in Kolkata and one in Lucknow which would take about 1.5-2 years to build.

Dr Lal PathLabs was established in 1949. Today it has a network of over 170 labs and serves over 12 million customers annually. Our promise is to constantly upgrade our service levels not only to meet our customer expectations but to exceed them.

Our USP’s – What differentiates us from others • Hi Tech: Quality -Technologically superior – India’s first lab to master quality and accuracy • Hi Speed: Faster turnaround time, customer centric systems and more convenience - faster registration time, processing of samples and report delivery • Hi Touch : Customer centric approach Better lab ambience, lab comfort, hygiene, response time and overall customer delight • Hi – Reach : Locational advantage, accessibility and high coverage pan India • Hi-Spread: A wide test menu covering over 3500 tests • Hi- Connect: 24x7 , 365 days a year – ‘customer service’ We have one of the most advanced diagnostic lab which is spread over an area of approximately 85000 sq ft, at Rohini, New Delhi and is equipped with state of the art technology and best professionals in the industry, delivering world- class diagnostic

Regulate stent prices to prevent exploitation of patients what would you say on price regulation of stent?

The move may improve opportunities for Indian stent makers.

Currently valued at Rs1,400 crore, India's stent industry is heavily import-based, which has also added to the higher procedure costs here

services round-the-clock. Spread across 6 floors, each dedicated to a different discipline, the center is a one stop solution for diagnosticpathology, super- specialized tests, radiology and cardiology. This cutting edge laboratory is an example of India’s growing prowess in establishing international benchmarks in the health care industry. Latest intra-laboratory sample handling and distribution techniques have helped in providing the fastest turnaround time (TAT) in the industry. The lab conforms to strict international standards of quality and is poised to serve as an efficient unit in handling the highest workload in Asia. We have a Pan India presence and also are receiving samples internationally from countries like Bhutan, Sri Lanka, Nepal, Bangladesh, Maldives , Saudi Arabia etc Dr Lal PathLabs is committed to deliver worldclass quality. It boasts of pioneering the most prestigious accreditations that include College of American Pathologists (CAP), National Accreditation Board for Testing and Calibration Laboratories (NABL), ISO 9001: 2008 certification from British Standards Institution (BSI) etc. for delivering its superior laboratory services.

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I believe, there would be an economic phenomenon in which many businesses would simultaneously but positively compete and collaborate to gain different economic advantages. of 40 manufacturing units are completed on priority and that manufactures are provided with sufficient technology transfer & financial support institutions.

Put a light on AMTZ project?

Dr. Jitendar Sharma Director & CEO of Andhra Pradesh MedTech Zone

Would like to know about your journey into technology?

My journey in MedTech started with my work at the Medical Devices Unit, at WHO, Geneva previous to which I was focussing on patient safety & health policy. Since my engagement with NHSRC under Ministry of Health & Family Welfare, Govt. of India- as Head of Healthcare Technology Division which I was fortunate to establish, the roles kept growing as per the requirements in health services since medical technology aspects had remained un-saturated need for a long time.

You have closely worked on different medical device project and Govt. schemes, please put a light on that?

My role as Head of Healthcare Technology NHSRC and founder director of the WHO collaborating centre for medical devices gave me an opportunity to look into health services from a perspective of medical technology application.

Without the progressive approach of the Government, this led to launch of Biomedical Equipment Maintenance Program, Free Essential Diagnostics Program, Tele-radiology program, National Dialysis Program, National Materiovigilance Program among others.

Your journey as CEO in AMTZ, what are your key priorities?

AMTZ’s unique position of being the first medical device manufacturing park unlike the Pharma parks presents itself into an opportunity to explore the unexplored scientific pathways.

The creation of Andhra Pradesh MedTech Zone (AMTZ) is based on the fact that medical devices manufacturing requires certain high investment facilities which are too capital intensive for individual manufactures to invest upon. Priorities are to ensure that a very robust and scientifically trained team is built to work on AMTZ project, that the first phase of the zone which includes all scientific facilities and a minimum

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A manufacturing zone with in-house high investment scientific facilities would help manufacturers reduce the cost of manufacturing. While AMTZ would have all such facilities in-house to reduce manufacturing process costs, it would have modern state of art 250-300 independent manufacturing units, each over a built-in ready to use area in 1.00 acres/0.50 acres/0.25acres at a very cost effective long term lease.

Located in an area which is well connected with Railways, Roadways, Waterways and Airways with near presence of Industrial Corridors, Port and Harbour to reduce logistical costs, AMTZ in Visakhapatnam is India’s first medical device manufacturing zone spread over 270 acres. AMTZ now expects to be amongst the first wave of medical equipment production hub to address the medical equipment production opportunity globally by leveraging its development capabilities, worldclass manufacturing facilities and strong global and regional partnerships.

I believe, there would be an economic phenomenon in which many businesses would simultaneously but positively compete and collaborate to gain different economic advantages.

Empowered by the state government, AMTZ is now pursuing the goal of generating huge employment through exploring the tremendous market opportunity of medical device manufacturing.

What is your strength?

The logical pursuit should be to link service delivery which represents consumption market to industry promotion that represents supply or production market. While good quality and sufficient production could harness economies of volume; a consistent & formidable consumption pattern reflecting the essential needs accurately, could help industry in achieving a critical mass to ensure that market risks do not gloom their efforts. Our collective strength would be to design technical strategies to ensure this logical and economic balance.

What is your message for upcoming CEO’s and Leaders?

While all are leaders in their own work perimeters, my suggestion to professionals would be just two: firstly- identify causality of a challenge, and secondly to break the challenge into technical segments for their comprehensive solution.

COVER STORY

Visionary Leader of Healthcare Let’s start with the beginning of your professional and Urinalysis Test Strips with over 30 years of expertise in journey, where you first entered the Med-Tech industry. this area.

I started working as Managing Director in Accurex at the age of 22 after the premature death of my father, Mr. Anil J Thakur the founder of Accurex and a pioneer in the industry.

How do you see the growth agenda of your company ACCUREX? We have experienced over 30% growth in FY 15-16. This year we are moving towards 50 Cr. We see great potential in exports and rural India. We have expanded our distribution network overseas and launched a new division–Point of Care (POC) which will help us reach where the lab cannot.

How is the ACCUREX working differently than other competitors in the market? What are your features products?

Accurex has a great history and what keeps us going is our culture and values. Since our products directly impact lives, we make sure every product is delivered with premium quality. Our USP remains in our distribution network and quality products.

We manufacture the highest selling glucose reagent in India, this is only possible due to our quality standards. By this I mean, we have better stability, longer expiry and accuracy.

Our company name is composed of two words, ACCU and REX. 'ACCU' refers to the word 'accurate'. Its definition as described by Oxford dictionary portrays the essence of our existence. ‘REX’, a Latin word for ‘king’, speaks of our authoritative influence in the diagnostic industry.

Guided by clear vision and driven by innovation; Accurex has gained considerable expertise in manufacturing and marketing of In-vitro Diagnostic reagents. It has built a reputation of quality products, a strong financial base and dynamic marketing.

Effective communication is imperative and it should be a two way street. It's good to be heard and understood but it’s also great to listen.

Please describe your leadership style working propaganda?

As a leader I try to set a good example to my employees.

Professionalism is a priority and hence I accordingly set the tone for my employees to follow. Effective communication is imperative and it should be a two way street. It's good to be heard and understood but it’s also great to listen. I am constantly encouraging myself and my employees to learn more and improve or master a new skill. I motivate my employees by appreciating their work, which in turn aids in boosting their confidence.

ABHINAV THAKUR

Managing Director Accurex Biomedical Pvt. Ltd.

What would you like to give message to the upcoming leaders in healthcare industry?

Customer service is not a department, it is everyones job.

Customer feedback is our text book. Once we understand what the market demands, and focus on it with our strengths we will see happier faces and better numbers.

Please describe your company profile within 100 words.

Established in 1984, Accurex Biomedical Pvt. Ltd. is one of the top 3 manufacturers of quality Clinical Chemistry Reagents w w w.medegatetoday.com March-April 2017

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DOCTOR SPEAK

Learn to Live

not Survive' with Depression Ahead of World Health Day 2017 (Theme: Depression), Dr. Y A Matcheswalla, Honorary Psychiatrist and Head of Department at Masina Hospital's psychiatric ward, reveals the 'what, why, and how of Depression'.

How does one know that they’re suffering from depression?

There are few symptoms which indicate that you might be suffering from depression and you might need some help. these are as follows: loss of interest in things you like to do, and pervasive sadness or irritability, Feeling empty, Inability to enjoy anything, Hopelessness, Loss of sexual desire, Loss of warm feelings for family or friends, Feelings of self blame or guilt, Loss of self esteem, Inexplicable crying spells, General slowing down, Neglect of responsibilities and appearance, Poor memory, Inability to concentrate, Suicidal thoughts and feelings, Difficulty making decisions, a loss of energy; a change in appetite; sleeping more or less, anxiety; restlessness; feelings of worthlessness, thoughts of self-harm or suicide 2.Depression or not? Are there physical signs of Depression?

Ans: Physical symptoms are common in depression, and, in fact, vague aches and pain are often the presenting symptoms of depression. These symptoms include chronic joint pain, limb pain, back pain, gastrointestinal problems, tiredness, sleep disturbances, psychomotor activity changes, and appetite changes. A high percentage of patients with depression who seek treatment in a primary care setting report only physical symptoms, which can make depression very difficult to diagnose.

What are the remedies?

Dr. Y A Matcheswalla Psychiatrist Masina Hospital.

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 Lifestyle changes can bring powerful relief- exercises, good nutrition, sleep, getting social support, stress reduction.  Staying connected to others is an essential part of depression treatment  Regular exercise is a powerful antidepressant—it can be as effective as medication  Therapy can teach you lasting skills to help you fight depression  It’s important to rule out medical causes of depression, as treatment will be different How can you tell if someone is being an attention seeker or is genuinely suffering from depression?

Real depression results from not being able to think about anything other than how worthless one is, how ashamed of one's self one is, how everything is going wrong because of one's self being a worthless piece of crap, and unworthy of existence so it is where all thoughts are pretty much focused

DOCTOR SPEAK

Please share some of the Depression myths that people need to stop believing.

1-Myths: Depression doesn’t affect me. Fact: someone in your life that you care about (or maybe yourself) could face depression at some point in college or in adulthood.

2-Myth: Depression is not a real medical problem. Fact: Depression is a real and serious condition. It is no different than diabetes or heart disease in its ability to impact someone’s life. The medical community recognizes it as a disease.

There is involvement of genetic and biological factors play a significant role in development of this disease.

3-Myth: Depression is something that strong people can come out by thinking positively. Fact: People with depression cannot just come out their depression any more than someone with diabetes can. It is not a sign of weakness or laziness to be depressed; it is a health problem resulting from changes in brain structure or function due to environmental and biological factors.

4-Myth: Depression only happens when something bad happens in your life, such as a breakup, the death of a loved one, or failing an exam. Fact: Depression can arise suddenly, even when things in life seem to be going well. on one's self. Fake depression is a creation of ego , where 5-Myth: Depression will just go away on its own. Fact: one imagines one's self to be the center of the universe , Without treatment, symptoms of depression can continue for and one is dramatic to boost the ego by seeking attention. weeks, months or even years. Depression can lead to suicide, So real depression is about hiding from the world , whereas the third leading cause of death for 18 to 24 year olds. The fake depression is seeking the attention of the world. good news is that most people do get better with treatment.

Neither afflictions is pleasant , but real depression is a lot 6-Myth: Antidepressants will change your personality. more dangerous and ironically people with real depression are Fact: Antidepressants are designed to change only certain the ones who need the attention, love and sense of belonging chemicals that underlie the symptoms of depression, not to that the egos often dramatically demand. change your personality.

Can depression be caused by chronic illness?

7- Myth: Talking about depression only makes it worse. Fact: A chronic illness is a condition that lasts for a very long time A lot of people with mental health problems are stigmatized and usually cannot be cured completely. Examples of chronic in our society, so the best thing you can do to help a friend illnesses include diabetes, heart disease, arthritis, kidney is be a good, supportive, and non-judgmental listener if they disease, HIV/AIDS, lupus, and multiple sclerosis. choose to talk with you. Being alone with your thoughts is Many people with these illnesses become depressed. In even more harmful when facing this disorder. fact, depression is one of the most common complications What are the advancements in the treatment for Depression? of chronic illness. It's estimated that up to one-third of Please elaborate on some of the new technologies and people with a serious medical condition have symptoms of therapies available now. depression. A chronic illness can make it impossible to do the Pharmacologic developments things you enjoy, and it can eat away at your self-confidence and a sense of hope in the future.In some cases, the physical CRF antagonists, glucocorticoid receptor antagonists, effects of the condition itself or the side effects of medication substance P receptor antagonists, NMDA glutamate receptor antagonists, transdermal selegiline, so-called "triple" lead to depression, too. reuptake inhibitors.

Can there be Depression Relapse? What are the warning Nonpharmacologic advances have - focal brain stimulation signs for this condition? techniques includes vagus nerve stimulation, transcranial Yes depression relapse is possible within 6 months of starting magnetic stimulation (TMS) magnetic seizure therapy, and treatment. Some signs which help you realise its a depression deep brain stimulation (DBS). relapse are: social withdrawl, loss of interest, general Anything else you would like to share? gloominess, sleep disturbances, irritability, weight changes, fatigue,decresed concentration, generalised body aches and Depression can happen to anyone please talk to someone pains. All of these symptoms start emerging again whenever when you feel any of the symptoms quoted above and if required don’t feel shy in visiting a psychiatrist because you there is a relapse. must learn to live and not survive. w w w.medegatetoday.com March-April 2017

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INTERVIEW

We need to strengthen our own fairs at home

Messe Düsseldorf Group focuses on core sectors and wishes to increase the proportion of Indian customers in Düsseldorf

unparalleled experience to get an insight on emerging trends, innovations, solutions and products in the Indian Medical industry. The event showcases a wide range of products, equipments, technology & solutions from the medical industry and is attended by thousands of healthcare professionals.

Please share us your business strategy to strengthen the medical fair -23rd international exhibition and conference 2017.

Thomas Schlitt

Managing Director in India Messe Düsseldorf India, New Delhi Please shed some light upon your professional journey to become as MD of Messe Düsseldorf.

Competitive edge of Medical Fair India is to present innovations and newest technology, and to bring together professionals from all over the world. This year Medical Fair India is presenting two new themes: FRT4H - FTR4H pronounced as Future for Health explores how Mobile, IOT & Big Data transform the healthcare industry.

FTR4H is an international platform which acts as a think tank and definer to connect all global Digital Health Ecosystems in markets like China, Europe, India, Israel and the US. FTR4H enables discussions, meetings, dialogs, and networking among thousands of Digital Health start-ups, corporations and investors, including accelerators and media from around the world.

Clin Lab India - Clin Lab India is an international exhibition and conference on Laboratory and IVD. CLI offers a series of carefully curated show-cases, talks, panels, and collaboration opportunities to engage the most creative minds in Life Science and IVD sector.

The conference will include four tracks: chemistry, point-ofcare testing, molecular diagnostics and immunochemistry

Previously I was working for the trade fair companies of the cities of Munich and Nuremberg. My responsibilities were the export of trade fair topics into promising markets. At that time I was already quite active in the Indian market. Once I got the offer to take over the operations of Messe Düsseldorf in India, As a leader and MD of Messe Düsseldorf India, what I took that challenge, not only working in India but also living made it difficult to achieve your objectives? in India.

The Indian exhibition market is very competitive and Please tell us about Medical fair India Trade fair in challenging, but as an innovative company with motivated general. experienced staff we are very much convinced to further grow As you all know the 23rd edition of Medical Fair India 2017 our events and increase the portfolio of Messe Düsseldorf is scheduled from 6-8 April, 2017 at Pragati Maidan, New India.

Delhi. Medical Fair India (MFI) is India’s No. 1 Trade Fair What is your strong succession plans throughout the for Hospitals, Health Centers & Clinics organized by Messe organization?

Düsseldorf India.

A-By deepening our commitment on the Indian market we are Medical Fair India is a satellite event of MEDICA, which strengthening our sales activities to increase the proportion of is the World’s largest event for the medical sector, held in exhibitors and visitors from the sub-continent at trade fairs Düsseldorf every year. Medical Fair India provides you an of Messe Düsseldorf at our home base in Düsseldorf and 68

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INTERVIEW worldwide. The high number of exhibitors at trade fairs in Düsseldorf clearly shows the extent of business interest in leading global trade fairs in Düsseldorf and the potential they hold for Messe Düsseldorf.

What are the challenges and opportunities for hospitals and current scenario of healthcare in India?

Over the past few decades, we have seen a definite shift from the agro-based production economy India earlier was to a service oriented economy that taking its steps towards becoming a developed nation. Of this shift, we can easily contribute a big chunk to the growing healthcare industry within the country that attracts heavy investment from foreign companies, particularly in terms of capital investment and provision of private healthcare.

India faces very real challenges in the provision of healthcare to its entire people. The idea of healthcare as a social and welfare concern and the idea of healthcare as a business is dichotomy that is very clearly visible within the country.

Please brief about The Messe Düsseldorf Group and please share annual company turnover.

Messe Düsseldorf was founded 1947. Shareholders are the City of Düsseldorf and the State of North Rhine-Westphalia.

Messe Düsseldorf is owner of the trade fairs center in Düsseldorf with 19 halls with an exhibition space of 262,000 sqm and outdoor space of 43,000 sqm. 850 employees are working worldwide for the Group.

With a turnover of EUR 430 million last year, the Messe Düsseldorf Group has again confirmed its position as one of Germany's most successful trade fair companies. During that year more than 32,000 exhibitors presented their products to 1.6 million trade visitors at events in Düsseldorf. Add to this more than half a million congress delegates. The Messe Düsseldorf Group is a leading global platform for export.

About 50 trade fairs, including 24 number-one events, take place at the Düsseldorf Exhibition Centre in five areas of expertise: machinery, plant and equipment, retail, skilled trades and services, medicine and health, fashion and lifestyle as well as leisure. In addition, Messe Düsseldorf runs between 80 and 100 proprietary events, international participations and third-party events in other countries. Messe Düsseldorf GmbH ranks first in terms of international capital goods exhibitions.

The international share at the company's proprietary trade fairs in machinery, plant and equipment in last years was about 74 per cent for exhibitors and 65 per cent for trade visitors; customers travel to the Rhine from about 180 countries. The Group has a global network of sales organizations in 134 countries (7 international representation offices) as well as centers of expertise in 8 countries.

What do you usually do in your free time?

Despite the fact that I have to travel a lot for business reasons, I still like to travel during my vacation and to explore different cultures. Beside that I am a dedicated runner.

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PRODUCT LINE

NeoSoft HMS –

“Bringing Robust ERP to Healthcare Industry” A comprehensive HMS (Hospital Management Software) has become imperative in today’s competitive world, for a standalone hospital as well as multi-location hospitals. The increased focus on the NABH quality indicators and its’ compliance by the Hospitals also requires a robust and scalable HMS to adapt quickly to the fast changing requirements.

NeoSoft HMS, the flagship product from Shivam Medisoft Services, brings to the fore a comprehensive hospital management solution addressing the operational, financial, administrative & clinical workflows of a Hospital. NeoSoft is browser based, independent of platforms, pilferage proof, scalable and future ready.

Online access to EMR (Electronic Medical Record) information: In NeoSoft, the patient’s EMR can be created, retrieved and updated online by any authorized hospital personnel, thus providing a consistent data flow of the patient’s vital details (Clinical) from any of the linked hospitals or clinics within the same network.

Most features of desktop version are also available in NeoSoft Mobile App including the Bubbles, Dashboard, EMR/DIS, Prescriptions, and Financial Reports etc

EMR on “Bubbles”—the Innovation: Though healthcare practitioners are adopting the EMR solutions at an increasing rate, it still remains a nightmare mainly due to technical challenges and time consumption.

Shivam introduced EMR that works on one touch Bubble. It has an online 70

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prescription facility that takes appx 70-80% lesser timeand gives better accuracy when compared to the written one, allowing doctors to spend more time with patients.

Similar Bubble concept introduced in Nursing Station not only ensures proper medication on time but also reduces substantial clerical work at Nursing Stations.

The 3 major features of NeoSoft HMS that delights our clients: Framework –Allows NeoSoft to add the new requirements or customizations desired by Clients to cope with the constant changes demands in healthcare management.

Bubbles- The useful task manager for increasing the hospital operations efficiency.

Robust Security- Controlling the pilferages.

Established in 2002, Shivam Medisoft Services Pvt Ltd, is a prominent player in the HMS (Hospital Management Software) segment. The 600+ satisfied clients, the strong technical team, the framework, the dedicated Customer Support Team, the functional knowledge of Hospital operations, etc has evolved

NeoSoft HMS into a comprehensive ERP covering all hospital operations (viz from Registration to Financial Accounts) including EMR (Electronic Medical Records). Please visit www.shivammedisoft.com for more details.

POST EVENT

The Hospital Planning & Infrastructure Delhi summit successfully brings together projects representing over 11,000 beds Hospital Planning & Infrastructure (H.P.I.) Summit created a new chapter for the healthcare infrastructure and planning industry in New Delhi on March 17th. Adding to the Mumbai conference, H.P.I. introduced a new seminar in Delhi that brought together top industry experts and critical stakeholders in the hospital design, build and management cycle with over 105 validated industry buyers including key private and government budget holders and investors attending.

The Silver Partner for the fourth edition of (H.P.I.) was Cognota Healthcare. Sio Vassundhara Ltd, Helix Healthcare and Bharat Surgical were Bronze Partners and Berkeley HealthEDU was Education Partner. It brought together top executives from more than 50 hospitals across India representing more than 11,000 worth of new bed projects, leading healthcare consults and architecture firms together under one roof to interact and witness latest innovations and trends in the hospital design and planning space whilst improving the scope of healthcare construction in India.

The healthcare industry in India is one of the fastest growing sectors, both in terms of employment and capital investment and continues to grow at a tremendous pace owing to increasing expenditure by public as well as private players. This growth needs proper healthcare and design planning to help achieve India’s future healthcare vision. H.P.I. aims to provide this industry an exclusive platform for key stakeholders, potential investors and developers to further accelerate growth in this sector.

The H.P.I Summit saw leading industry professionals shed light on their experiences of operating in the hospital design and build sector, the challenges they encountered and solutions that helped them overcome those challenges. The summit was power packed on designing and building 21st century hospitals, the panellists included Martin Fiset, Founder, Fiset Hospiconsult; R Chandrashekhar, Advisor (Architecture), HLL Lifecare Ltd; Rajesh Sivan, Head-Projects, American Oncology Institute; Gaurav Dewan, Director, KGD Architecture and Jayesh Dave, Associate General Manager -Architect, Fortis Healthcare. The session was moderated by Vivek Desai, Managing Director, Hosmac India.

Gaurav Chopra, Managing Director, HKS India then gave a presentation on patient centric design of hospitals. The second session was on successfully embedding technology in designing and running of healthcare facilities, which was addressed by Prashant Naidu, Head - Healthcare Transformation Services and Infrastructure Advisory (South Asia), Philips India Ltd. This was followed by a topic on customisation of hospital management system by Dhanraj Bhosle, CEO, Cognota Healthcare.

The summit also hosted further panel discussions that covered critical topics pertaining to the financing and revenue models behind hospitals. The second panel session was on designing a financially sustainable business model which was moderated

by Vivek Desai, Managing Director, Hosmac India. The panel members included Malyawant Passi, Director – Finance, Jaypee Hospitals; Umesh Verma, Managing Director, Aarogya Hospital; Rajkumar V. Patil, Director Medical Services, Bombay Hospital and Amit Sharma, Co-founder, eMediNexus.

The last panel session was on raising capital for healthcare business which was moderated by Prashant Naidu, Head – HTSI (South Asia), Philips India Ltd. The panel members for the session were Vivek Srivastava, Co-Founder & CEO, Healthcare at Home; Sunil Thakur, Director & COO, Quadria Capital; Amit Sharma, Co-founder, eMediNexus and Soumya Kanti Purkayastha, Chief Executive, Berkeley HealthEDU Pvt Ltd. The attendees found the seminar content resourceful and valuable with Dr. Ali Asghar Jawa, a consultant from USA stating, “I’ve attended Arab Health in Dubai and this is the first time I’m attending the H.P.I. Summit. I must say that the content and topics being discussed here has surpassed my expectations and I found it on par with leading international hospital infra seminars, if not better.”

Hospital Planning & Infrastructure in 2017 is hosting a series of conferences and bringing together experts from the industry to share their valuable knowledge and experiences to build better healthcare facilities. The fifth edition of Hospital Planning & Infrastructure (H.P.I.) Summit will be held in Nagpur on 16 June followed by the sixth edition in Kochi on 11 August and then the main three day expo and summit in Mumbai on 6 – 8 Oct, 2017. w w w.medegatetoday.com March-April 2017

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Shortwave Diathermy is better option to therapeutic ultrasound Deep-heating agent prior to stretching or joint-mobilization techniques In diathermy, a high-frequency electric current is delivered via shortwave, microwave, or ultrasound to generate deep heat in body tissues. The heat can be used to increase blood flow or to relieve pain.

Diathermy means to heat through, and electromagnetic energy can produce thermal and non-thermal physiologic effects. The new generation of SWD devices are better designed and esthetic look. The modality is easy to use and safe.

Decreased muscle flexibility and joint hypo mobility are two common impairments that rehab clinicians treat.

When selecting a deep-heating agent prior to stretching or joint-mobilization techniques, many clinicians turn to therapeutic ultrasound.

However, ultrasound is intended to treat areas that don't exceed two times the size of the sound head, and it doesn't efficiently heat deep muscle. Shortwave diathermy effectively heats large areas, while safely heating deep muscle. It matches the depth of penetration and heating rate of 1 MHz of ultrasound, with the added benefit of heating a larger area. Because

Anil Singhal

SWD preferentially heats low impedance tissues (e.g., skeletal muscle, blood, synovial fluid), it can heat deep muscle more efficiently. In addition, soft tissue treated with SWD maintains the tissue temperature increase two to three times longer than an ultrasound treatment. Muscle only maintains its peak temperature Life Care Systems for 3.3 minutes post-ultrasound treatment. Tendons and ligaments maintain therapeutic heating levels for up to 5 minutes post-ultrasound treatment. Shortwave diathermy extends these stretching windows, which gives you more time to use passive stretching, joint mobilization and soft tissue mobilization before the tissue temperature retards to a baseline level. You can also perform low-load, prolonged stretching techniques during and immediately after the SWD treatment.

SHORT WAVE DIATHERMY:Â LCS101D SHORT WAVE DIATHERMY UNIT (500W) with disc electrode unique induction field circuitry provides a short wave frequency of 27.12 MHz that penetrates deep into muscle tissues with negligible heating in the fatty layer or bone.

APPLICATION SWD is effective in decreasing joint stiffness, increasing vasodilatation, muscle spasm relief, to reduce pain from ligament sprains and strains to reduce viscosity of joint fluids.

LIFE CARE SYSTEMS 57, IPS, Indl. Estate, Meerut Road Morta, Ghaziabad (UP) 201003 Mob: 09312247417, 09654875195, 09717493666 e-mail : aks@lcsindia.com, sales@lcsindia.com www.lcsindia.com, www.physiotherapyequipments.com

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PRODUCT LINE

Ansell gives back at Operation Smile global mission Since 1982, Operation Smile has provided hundreds of thousands of free surgeries for children and young adults in developing countries who are born with cleft lip, cleft palate and other facial deformities. They have improved the health and lives of children born with cleft through the highest standards of safe, surgical care.

These standards align with Ansell’s mission of providing innovative solutions for safety, wellbeing, and peace of mind, no matter who or where you are.

Our partnership with Operation Smile and our generous donations of MICROTOUCH®, GAMMEX®, and MEDI-GRIP® medical gloves as well as SANDEL® sterile marking pens, allow them to continue their global mission. But donations are not where the journey ends for Ansell. The medical GBU team has often gone beyond the donation to the heart of the cause – bringing smiles to the faces of underprivileged children.

In January 2017, we did just that. Operation Smile needed assistance getting product into India so we gladly secured their needs for medical gloves. Moreover, two of our very own medical colleagues had the amazing opportunity to volunteer at Operation Smile’s global mission in West Bengal, India.

Anna Lobanova, Director – EMEA/APAC Emerging Markets, and Rajat Khosla, Marketing Manager – Indian Sub-Continent, recall their experience for us: Adults may still express their pain but imagine a child with cleft palate who can’t speak, rather doesn’t know how to speak. Try feeling the pain of a child who watches normal children enjoy delicious delicacies but he can’t even gulp properly. This is the reality of a child born with a cleft palate.

To prepare for this mission, it took Team Operation Smile India over six months to pre-screen a pool of nearly 400 people living with cleft through multiple camps in the region. They personally visited every one of these potential candidates for surgery to perform an evaluation. You can only imagine the phenomenal network they have built in order to reach every last patient/parent in the mission area. It seems like you can name any big or a small institution and Operation Smile has them

in their network. Let it be a police station or an Asha worker, they’re all supportive of this noble cause.

After screening all candidates, almost one third of these patients were approved and then brought to West Bengal for the weeklong mission where their cleft palate & lip surgeries were performed at absolutely no cost to the family. Operation Smile’s humanitarian model also scopes in logistics, food and shelter for the parents and their families who accompany the patient.

The medical and non-medical volunteers rope in from across the globe to contribute towards every single smile.

During the mission, Operation Smile ensures to keep everyone smiling with little touches such as fun Operating Room theatre names. But this gentle, caring approach is also supported strongly with the best standards of care. This includes the safest O.R. infection control practices, and best-in-class supplies.

Their missions are so well-organized and respected that Operation Smile attracts some of the world’s best surgeons and nurses in the field to voluntarily operate on these young angels.

We had the chance to witness one of these trained professionals, Dr. Gaurav Deshpande from a Centre of Excellence based at MGM Hospital, Navi Mumbai, who could correct a complex cleft palate in as few as 45 minutes.

While the mission may be over in West Bengal, the work and the impact is just beginning. All the patients are continuously supported with post-operative counseling and check-ups scheduled regularly. 179 children’s’ lives were changed, 179 families have a fresh start, and more than 50 volunteers from India and abroad have the absolute pleasure to have participated.

One smile at a time, our products are helping to change lives.

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INTERVIEW

Prevention Is Better than Cure Akola, Ahmedabad, Hyderguda, Secunderabad, Jayanagar, Bannerghatta, Aurangabad, Baroda, Belgaum, Bhilai, Dhule, Gurgaon, Ghaziabad, Hyderabad,Indore, Jalgaon, Karad, Latur, Margaon, Nagar, Nagpur, Nasik, Nanded, Panjim, Pune, Ratnagiri, Ratlam, Solapur and more, totaling to 78 cities and 122 centres. Indirect alliance partners have helped us reach to tier 2 and tier 3 towns, villages’ etc. pan India to cater to the needs and convenience of our clientele.

Indus is consistent in spreading the word of timely checkup which not only saves an individual from premature death or disability but effectively saves their families from mental and physical trauma and financial distress.

What we have: • Strong and integrated back-end processes • In-house Call Center • Health checkups, report generation and doctors’ consultation in a single day • Doctor Chat” service to enable the availability of doctor’s consultation

Mr. Amol Naikawadi Joint Managing Director Indus Health Plus What is Indus Health Plus?

Indus Health Plus (P) Ltd. was incorporated in 2000 as a first of its kind in the preventive healthcare sector. An ISO 9001:2015 certified company; Indus Health Plus is determined to live up to its motto of making quality healthcare ‘Available, Accessible and Affordable’ each and every day.

Our strengths: • Delivery partners in 78 cities across 122 centers in 17 states • An outreach to more than 80 lakh people •M ore than 6 lakh satisfied families who have availed preventive health checkups across the country • Tie-ups with state-of-the-art hospitals and diagnostic centers to ensure the best of healthcare facilities for our clients across the country •C omprehensively designed preventive health checkup packages with exhaustive and high end deliverables Headquartered in Pune, we are present in major metros like Mumbai, Delhi, Bengaluru and tier II and tier III cities like 74

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• Packages costs nearly 1/3 or at even lower rates as compared to many hospitals Indus drives the cause of prevention and is creating a successful framework for the government to effectively tackle the burden of non-communicable diseases, and in turn help in reducing the future burden on India’s already weak health infrastructure.

What motivated you to start a preventive health checkup company?

When I lost my father in law due to late detection of an advanced cancer, it struck us real hard that maybe we could have saved him if we got to know of it early. That huge blow in our lives impelled us to take a step further and create awareness in the society about this still less provoked concept of ‘Prevention’.

‘Prevention Is Better than Cure’ is something that we have all heard since our school days but seldom do we actually implement it. We lay the odds and we wait and watch – our health. It’s time to wake up to the concept of preventive healthcare. Keeping this in mind, Indus Health Plus was established in the year 2000 by a team of like minded professionals to provide affordable, comprehensive and qualitative preventive health checkups and diagnostics for symptomatic Indians. We took help from a group of renowned doctors and medical practitioners to design such services which would emphasize to how prevention can definitely save lives.

INTERVIEW What were the initial challenges you faced in this business, because there is a lack of awareness for health check up among Indian citizens?

The initial challenge for us was to sensitize people about the nature of Non communicable Diseases and make them aware of their own lifestyles, which could lead to a heart attack, cancer or diabetes. Convincing to practice culture of prevention amongst masses and convincing hospitals and diagnostic centres to partner with us was another major challenge that we faced.

When we started, the preventive health care market in India was in its initial stages. Preventive health care involves measures to identify and minimize the risk of diseases and alter the course of existing ones for a healthy lifestyle.

Working on the proverb that prevention is better than cure; there is a growing consciousness about health-related issues among people, giving a boost to preventive health check-ups in general. Annual health check-ups, which were largely the privilege of corporate executives, are now being sought after by the middle class as well.

Earlier when we started the number of hospitals were less in number to conduct preventive health checkups. Hospitals in Pune back then never had a program to reach out to people at a wide scale. Considering all these factors we had launched our business model which is unique.

What are your business plans in the future?

Indus aims to achieve pan-India presence by concentrating on multiple location availability of their services for their clientele. Indus Health Plus is expanding its wings in Mangalore, Trivandrum and Kochi in south India. We are also looking at a mix of Tier-II and in some cases Tier-III cities as we aim to achieve pan-India presence and make Indus Health Plus, a name synonymous to preventive healthcare all over. Seeing the current success, we wish to consolidate our national presence in the coming years by spreading ourselves in the eastern and north eastern regions. In the process of facilitating the check-ups to the number mentioned above, we reached more than 6 lakh people. In the next 3-5 years we have a modest ambition of facilitating the screening program to around many more with times to come, thereby reaching out on a macro level. With a focus on the high end preventive health checkups, we are always trying to adopt new technologies for early detection mechanism. We are focusing on a geographical expansion in stages with a vision to service not just Tier II and Tier III cities but other smaller towns as well. With the edge in preventive health care that we are embarking on, even international bodies have started recognizing us and in times to come we look forward to extend our services in the international market also.

Vision - Sensitive to the needs of close friends and family, Indus Health Plus was started to educate people on the benefits of preventive check-ups and save lives in the process.

The effort is always focused on ‘Prevention’ to ensure timely ‘Detection’. A two-fold vision to make preventive healthcare

a way of life and to make quality healthcare ‘Accessible, available and affordable’, company dreams of bringing the concept of ‘high-end prevention’ to every corner of India.

How Indus Health Plus is different from its competitors?

No doubt there are a number of hospitals and individual doctors who are there for the society and public. The one and unique factor that makes us the most preferred choice is that the health services by Indus are genuinely Affordable, Accessible, and Available to the masses. We are not limited to a single domain of geography spectrum. With an outreach of 122 centres and 78 cities we bring to our customers the same cost and experience to all.

The services provided by Indus Health Plus are at a very nominal rate, which are substantially lesser than the medical tests conducted elsewhere, at times close to 50 per cent less.

With almost all the services under one roof and the entire testing, reports and counselling completed in a single day, this cost advantage is something that Indus is proud to offer to its consumers.

What type of research you did before starting this business, as this is a very unique initiative in India.

All of us think that we are healthy and disease will never affect us or our near and dear ones. We take our health for granted. I also used to think like that until I lost my father- in -law in a battle of cancer in 1997. The sudden demise of him made me think through why it happened; it could have been controlled if it had been detected early. Being the resolute person, I decided that no one else should face the same fate.

I started researching if there is any other resort for preventive healthcare check-up and also the awareness level, with this aim we started working to start a preventive health care company in India. At initial stages it was difficult for us to motivate people to undertake preventive health checkups however our efforts started paying off and now there is awareness on importance of preventive healthcare and people are getting benefited by it.

What are the recent developments of Indus Health Plus?

In 2016, Indus Health Plus has been granted the distinguished ISO 9001:2015 certification. This landmark achievement makes Indus Health Plus, one of the few companies in healthcare in Maharashtra to be certified by the new standard, setting new benchmarks in Healthcare industry.

Indus Health Plus has been recognized by many well-known awards in the past such as Brand Achievers Awards, CMO Asia Healthcare Excellence Awards, Maharashtra Healthcare Excellence Awards, Assocham CSR Excellence Awards, Frost & Sullivan Healthcare Excellence Awards to name a few Kanchan Naikawadi was recognized with Women Entrepreneur of the Year for the category of 'Women Leadership Award in Healthcare by CMO Asia, recently in Mumbai.

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75

PRE EVENT

International Conference on Healthcare in a Globalizing World (Enriching Healthcare delivery through an interdisciplinary approach) May 4, 5 & 6, 2017

Globalization is a defining characteristic of the present times. It is explained by the World Health Organization (WHO) as a phenomenon of increasing interconnectedness and interdependence amongst countries which includes the opening of borders to facilitate flow of people, goods, finances, services and ideas across international borders and the changes in institutional and policy regimes at the international and national levels that facilitate or promote such flows.

Alongside, globalization is another phenomenon that has marked a paradigm shift: the emergence of ‘knowledge’ as the most important and true power of this century. It may be difficult to keep pace with this knowledge explosion; however this is required! One therefore needs to look at the knowledge in different disciplines and consider applying these pearls of wisdom to improve the services offered by one’s discipline.

In this dual context of globalization and knowledge explosion, healthcare has assumed centre stage as an area that is becoming increasingly global and knowledge oriented. A key feature of this dynamically growing healthcare sector is its expansion, to include into its fold, many other disciplines such as Management, Information Technology, Law, Communication, Geospatial Applications and International Relations etc. n consonance with these transformative forces in a globalized world, the Faculty of Health & Biomedical Sciences (FoHBS), Symbiosis International University (SIU) has organized SYMHEALTH2017an International Conference on Healthcare in a Globalizing World. The objective is to explore enriching healthcare delivery by application of knowledge from different disciplines and 76

www.m e d e g a t e t o d a y. c o m March-April 2017

facilitate innovation and enterprise. It reflects our belief that healthcare is truly interdisciplinary and in order to facilitate available, affordable & accessible healthcare delivery, one needs to stay abreast with developments in other disciplines.

SYMHEALTH 2017 is thus a step towards forging new dialogues with various stakeholders of the healthcare community beyond academia, both in India and abroad, bringing in new insights and perspectives from other fields, offering a platform on which to foster intellectual fellowship amongst all stakeholders and most importantly, being the instrument of global advances in healthcare.

The Conference is thus an initiative to bring a near 360-degree perspective on the theme. It is envisaged that the Conference would, among other things, deliberate on the modalities for enhancing knowledge, sharing ideas and finding innovative ways of applying the different disciplines, for improving the availability, accessibility, affordability and quality of healthcare, in this very well-connected and knowledgeable world.

The Various Tracks for the conference include:  Track I: Healthcare Economics & Financing  Track II: Healthcare Communications  Track III: Healthcare Laws  Track IV: Healthcare: Engineering Design & Geospatial Applications  Track V: Healthcare IT  Track VI: Healthcare: International Relations  Track VII: Healthcare: Innovation and Entrepreneurship  Track VIII: Healthcare: Integrative approach in Indian setup

PRE EVENT

Shri J.P. Nadda, Hon’ble Union Minister for Health and Family Welfare, GOI, has kindly consented to be the Chief Guest for the Inaugural ceremony on May 5, 2017 Mr. Amitabh Kant, CEO, NITI Aayog, GOI and Dr. Soumya Swaminathan, Director General, Indian Council for Medical Research (ICMR) will also grace the occasion as Guests of Honour.

The valedictory ceremony will be held on May 6, 2017 in the august presence of Dr.Henk Bekedam, WHO Country Representative, India and Dr. Devi Prasad Shetty, Chairman, Narayana Health.

Some of the other eminent national & international speakers include Mr. Alok Kumar, Advisor, NITI Aayog, GOI, Dr. Mohan Agashe, Former Director, Maharashtra Institute of Mental Health, Mr. Suman Billa, Joint Secretary, Ministry of Tourism, GOI, Mr. Sachin Pilot, Member of Parliament (LOKSABHA), Dr. K. Srinath Reddy, President, Public Health Foundation of India (PHFI), Mr. Bhupendra Singh, Chairman, National Pharmaceutical Pricing Authority, GOI, Dr. Pradeep Krishnatray, Director, Research & Strategic Planning, Johns Hopkins Bloomberg School of Public Health, USA, Dr. Yaron Wolman, Chief of Health Division, UNICEF India, Dr. Roderico H. Ofrin, Regional Coordinator, WHO, SEARO, New Delhi, Prof. Kris Gledhill,Director of Clinical Legal Education, AUT Law School, Auckland, New Zealand, Prof. John

Tingle, Reader in Health Law, Nottingham Trent University, UK, Dr. Nitin Tripathi, Professor, AIT, Bangkok, Ms. Linda Roberson, CEO Paper Tracer Software System, USA, Dr. Shirshendu Mukherjee, Mission Director, Grand Challenges India, BIRAC, and Dr. Raghunath Mashelkar, National Research Professor SYMHEALTH 2017 will thus facilitate a conglomeration of various stakeholders beyond academia and industry under one roof making it truly a must attend event. It promises to be an excellent branding & networking platform. Participants will get a good opportunity to showcase their organization, innovations, ideas, projects & achievements. Proceedings of the Conference will help understand latest emerging market trends & recent advances in healthcare sector which will help define future strategies.

For Registration and further queries please contact: Phone: 91-020-25655023, 20255051, 08888892258, 09552588192 For RSVP (press reporters only): Contact Ms. Sonia Rodrigues on 9890060323/ 9075088771 Email: convenersymhealth2017@siu,edu.in, secretarysymhealth2017@siu.edu.in For more details visit: www.symhealth.edu.in Dr. Rajiv Yeravdekar Dean, Faculty of Health & Biomedical Sciences, SIU

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