Profit and loss; Operational efficiency

Operational Efficiency, top line and bottom line growth (PnL).

B2C• Setting up chain of Online/Offline branded and generic medicine centre and allied services under the brand name HCNG (Safe&Reliable)• Setting up Home health care services. • Setting up pocket friendly laboratory, diagnostic and polyclinic services having both offline and online platform.Upcoming, venture in healthcare services which will, not only be innovative but also bring honest and affordable healthcare at the doorstep of the consumers. B2B• Health care consultancy: as mentioned in the professional track record from MARCH 2009 to AUGUST 2015.• Turnkey solution/service in MODULAR OPERATION THEATRE / CRITICAL CARE AREA/ OXYGEN PLANT/MANIFOLD ROOMS.• Turnkey project with third party vendors in implementation of INTERNATIONAL AND NATIONAL QUALITY MANAGEMENT STANDARDS.

Primary Achievements  Sales growth 530% in last 6 years  23 L ( Nov 2015) to 100 L ( May 2019) to 122 L ( Sept 2020) Self sustainable hospital from operational funding by the trust.  Corpus fund of 1.6 Cr from negative cash balance. Created platform for future growth to Phase 2 with a target of 2 Cr/month top line by the end of this calendar year can get stretched to the end of financial year. Recruitment of appropriate manpower at appropriate time for Phase 2 growth.Secondary Achievements supporting primary achievementso Stabilizing consultant.o First mover in empanelling with government schemes.o Automation of lab and diagnostic facility.o Addition of CT scan machine, Siemens 96 slice.o Addition of dialysis centre.o Addition of ‘Kerry wing‘-Centre of excellence for eyeo Addition of OT complex.o Lowest attrition rate.o Addition of tertiary care specialty on on-call basis.o Corona Period from 23 March 2020 to 24 Jan 2021(Vaccination day), except one staff, the hospital had no Corona Cases. o Steady Patient flow. o All staff and patient where taken care with strict adherence to Corona Care Protocol. o The hospital became an example in the district adhering to the Corona Protocols and also set precedence for public in preventive care during Corona period. Post corona, adherence to this protocol is strictly followed. o No loss in revenue, even in the corona time the hospital had a revenue growth of 4%.2021 Stabilizing and future growth till the end of calendar year 2021 Primary Activities• Preferred destination as a Critical care center within a radius of 100 km.• Operational excellence.• NABH/Manyata/Quality Standards• Referral laboratory for second opinion of the consultant. Within a radius of 50 km only pathologist available at NOON Hospital.• Police camp, initiation of public private partnership,health education, tele-consultation pan India network,ETP etc.

 From January 2018, promoted as Chief Strategist equivalent to Chief Executive Officer. After successfully making the hospital self sustainable the top management appointed a Hospital Administrator reporting to the Chief Strategist.Range of Accountability The major responsibility of the Chief Strategist would be to bring the hospital to the next level byo Tie ups-Corporate and Governmental schemeso Facilitate and enhance the existing tie up with the government.o Improve the existing department and addition of new departments.o Manage new projects and expansion-both for improving the existing and adding up of new services. Improvement in patient satisfaction. The above activity will improveo Top line saleso Bottom line profito Increase footfalls Manage and ensure timely, relevant and accurate financial information. Assist administrator in development and streamlining of processes as per laid down healthcare quality standard. Develop and strengthen the existing IT infrastructure.

Range of Accountability Overall responsibility to efficiently run the hospital cost effectively.  To improve overall bottom line and top line of the hospital. To streamline processes as per laid down healthcare quality standard. To develop strategies to make the hospital self sustainable. Setting up of a 8 bedded dialysis centre along with Apex Kidney Care.Major Achievements  57% growth in top line on first financial year(2014-15 w.r.t 2015-16) of taking responsibility of the hospital. 41% top line growth on the next financial year (2015-16 w.r.t 2016-17). 58% top line growth on the next financial year (2016-17 w.r.t 2017-18, November). Overall 250% growth of taking responsibility till the end of November for FY 2017-18. To make Hospital self sustainable As the hospital is self sustainable the trustees are set to start new projects like Dialysis center and develop another wing for the hospital and dedicate it to eye department as centre of excellence. Equipped hospital with modern diagnostic equipment. Empanelled hospital under State government Bhamasa Scheme and other scheme(JSY and Rajashree Yojana)