At the time, no other hospital in India Asia had even attempted to get this accreditation. We went for it nevertheless, and it was a big decision. At Apollo Hospitals, such critical decisions are taken jointly by the top management. I had championed this particular policy decision and, quite evidently, it had my total commitment. This was clearly my breakthrough moment.
The accreditation process required a realignment of many processes and a new training regimen. All the processes moved to a model of outcome measurement. In 2008, Indraprastha Apollo Hospitals, New Delhi, became the first hospital in India and South Asia to get this coveted accreditation. This was clearly my breakthrough moment. Today, seven of our hospitals have this gold standard.
The accreditation has been pivotal in helping Apollo earn the trust of patients who come from 120 countries. It also helped in our emergence as the foremost integrated health-care provider in Asia with 5,888 owned and 2,388 managed beds across 36 owned and 14 managed hospitals (as of March 2012).
In revenue terms, we have been growing over 20 per cent year-on-year. In 2011/12, our revenue stood at Rs 3,147.50 crore, and profit after tax at Rs 219.40 crore. On a typical day at the Apollo hospitals, there are 7,000 admissions, 6,000 out patients, 200 critical-care cases, 120 cardiac procedures, 50 neuro surgeries, 400 dialysis and 40,000 laboratory tests. These numbers underscore the trust that our patients repose in us. The accreditation helped us imbue a culture of rigorous standards of care and in earning the trust of patients well beyond our shores.
Today, many hospitals in India have followed us and got themselves accredited. This has been immensely satisfying as a pioneering step taken by Apollo is once again impacting the standards of health care across India.
(As told to N. Madhavan)
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