APOLLO HOSPITAL,BENGALURU

CHAPTER 1
INTRODUCTION

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INDUSTRY PROFILE

PROFILE OF INDIAN HEALTHCARE INDUSTRY

INTRODUCTION:
Healthcare is one of the prime sectors– when looked from two angle:

1. Revenue
2. Employment.

Nowadays Indian healthcare sector has been growing more faster than ever because of its
exposure, wide range of services and rising outgoings by both public and private
companies. This Indian healthcare structure is classified into two main components. One
is public healthcare structure that focuses on basic healthcare facilities on the other hand
private structure focuses on the metropolitan.

MARKET SIZE:

Indian healthcare market is generally worth around US$ 100 billion and it is expected to
grow up to US$ 280 billion by 2020. The Healthcare Information Technology (IT)
market is expected to grow up to 1.5 times by 2020 which currently is valued at US$ 1
billion.

INVESTMENTS

 Max Healthcare, which has got headquarter in New Delhi, has got a plans to
invest Rs 320 crore (US$ 48 million) for a good cause to build a cancer care
hospital in Delhi.

 Sigtuple technologies Pvt. Ltd.,a Torrangallu based company has got a wonderful
plan and raised US$5.8 millions

 Government Initiatives:

 The Government of India has taken initiative nessin the Union Budget 2017-18
budget share was INR 48,878 core.
 As a part of Digital India drive, The E-health initiative aims at providing useful
and reasonably priced healthcare services to all population.

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The healthcare industry is an aggregation and integration of sectors within the economic

system that provides goods and services to treat patients
with curative, preventive, rehabilitative, and palliative care. It includes the generation
and commercialization of goods and services lending themselves to maintaining and re-
establishing health The modern healthcare industry is divided into many sectors and
depends on interdisciplinary teams of trained professionals and paraprofessionals to meet
health needs of individuals and populations.

The healthcare industry is one of the world's largest and fastest-growing industries
Consuming over 10 percent of gross domestic product (GDP) of most developed nations,
health care can form an enormous part of a country's economy.

BACKGROUND
For purpose of finance and management, the healthcare industry is typically divided into
several areas. As a basic framework for defining the sector, the United Nations
International Standard Industrial Classification(ISIC) categorizes the healthcare industry
as generally consisting of:

1) Hospital activities;
2) Medical and dental practice activities;
3) Other human health activities

This third class involves activities of or under the supervision of nurses, midwives,
physiotherapists, scientific or diagnostic laboratories, pathology clinics, residential health
facilities, or other allied health professions, e.g. in the field of optometry, hydrotherapy,
medical massage, yoga therapy, music therapy, occupational therapy, speech therapy,
chiropody, homeopathy, chiropractics, acupuncture, etc.

The Global Industry Classification Standard and the Industry Classification

Benchmark further distinguish the industry as two main groups:

1) Healthcare equipment and services; and

2) Pharmaceuticals, biotechnology and related life sciences.

The healthcare equipment and services group consists of companies and entities that
provide medical equipment, medical supplies, and healthcare services, such as hospitals,
home healthcare providers, and nursing homes. The latter listed industry group includes

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companies that produce biotechnology, pharmaceuticals, and miscellaneous scientific

services.

Other approaches to defining the scope of the healthcare industry tend to adopt a broader
definition, also including other key actions related to health, such as education and
training of health professionals, regulation and management of health services delivery,
provision of traditional and complementary medicines, and administration of health
insurance.

Health-related policy and its implementation is complex. Conceptual models can help
show the flow from health-related policy development to health-related policy and
program implementation and to health systems and health outcomes. Policy should be
understood as more than a national law or health policy that supports a program or
intervention. Operational policies are the rules, regulations, guidelines, and
administrative norms that governments use to translate national laws and policies into
programs and services. The policy process encompasses decisions made at a national or
decentralized level (including funding decisions) that affect whether and how services
are delivered. Thus, attention must be paid to policies at multiple levels of the health
system and over time to ensure sustainable scale-up. A supportive policy environment
will facilitate the scale-up of health interventions.

There are many topics in the politics and evidence that can influence the decision of a

government, private sector business or other group to adopt a specific policy. Evidence-
based policy relies on the use of science and rigorous studies such as randomized
controlled trials to identify programs and practices capable of improving policy relevant
outcomes. Most political debates surround personal health care policies, especially those
that seek to reform healthcare delivery, and can typically be categorized as
either philosophical or economic. Philosophical debates centeraround questions
about individual rights, ethics and government authority, while economic topics include
how to maximize the efficiency of health care delivery and minimize costs.

The modern concept of healthcare involves access to medical professionals from various

fields as well as medical technology, such as medications and surgical equipment. It also
involves access to the latest information and evidence from research, including medical
research and health services research.

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In many countries it is left to the individual to gain access to healthcare goods and
services by paying for them directly as out-of-pocket expenses, and to private sector
players in the medical and pharmaceutical industries to develop research. Planning and
production of health human resources is distributed among labor market participants.

Other countries have an explicit policy to ensure and support access for all of its citizens,
to fund health research, and to plan for adequate numbers, distribution and quality of
health workers to meet healthcare goals. Many governments around the world have
established universal health care, which takes the burden of healthcare expenses off of
private businesses or individuals through pooling of financial risk. There are a variety of
arguments for and against universal healthcare and related health policies. Healthcare is
an important part of health systems and therefore it often accounts for one of the largest
areas of spending for both governments and individuals all over the world.

EDUCATION
Johns Hopkins Bloomberg School of Public Health's Department of Health Policy and
Management offers programs such as Master of Health Administration, Master of Health
Science in Health Economics, Master of Health Science in Health Finance and
Management, Master of Science in Public Health in Health Policy, Master of Public
Policy, Ph.D. in Health Policy & Management and Dr PH in Health Policy &
Management. The Ph.D. program in Health Policy & Management offers four different
concentrations: Bioethics & Health Policy, Health & Public Policy, Health Economics &
Policy and Health Services Research & Policy. The Dr PH program in Health Policy &
Management program offers three tracks: Healthcare Management & Leadership Track,
Public Health Informatics Track and Quality & Patient Safety Track. There are 16
research and centers in the department: Center for Gun Policy & Research, Center for
Health Disparities Solutions, Health Services & Outcomes Research, Center for Hospital
Finance & Management, Center for Injury Research & Policy, Center for Law & the
Public's Health, Center for Mental Health & Addiction Policy Research, Center for
Population Health IT, Evidence-Based Practice Center, Institute for Health and Social
Policy, Major Extremity Trauma Research Consortium, Primary Care Policy Center,
Risk Sciences & Public Policy Institute, LipitzCenter for Integrated Health Care, Berman
Institute of Bioethics and Johns Hopkins Public Policy Center.

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There are five featured research in the department:

1) Bloomberg School to Play Important Role in Homeland Security Center

2) Center to Evaluate "Real World" Risks & Benefits of Medical Treatment
3) Coping with Multiple Chronic Conditions
4) Laveist Receives Minority Health Knowledge Award
5) Maryland's Environmental Health Infrastructure Needs Repair.

Fortis Healthcare Ltd is one of the largest private healthcare companies in India. The
company is having a network of 28 Hospitals, Satellite Centers and Heart Command
Centers with about 3300 beds capacity. These hospitals include multi-specialty
hospitals as well as super-specialty centers providing tertiary and quaternary
healthcare to patients in areas such as cardiac care, orthopedics, neurosciences,
oncology, renal care, gastroenterology and mother and child care. They are delivering
quality healthcare services to our patients in modern facilities using advanced
technology.

Fortis Healthcare Ltd was incorporated on February 28, 1996. The company
commenced their commercial operation by setting up the Fortis Heart Institute and
Multi-Specialty Hospital at Mohali in the year 2001. In December 2002, International
Hospital Ltd became a board controlled subsidiary of the company.

In August 2003, Sanjeevani Hospital in Amritsar was inaugurated. In October 2003,

the company executed an agreement with Seth Jessa Ram and Bros Charitable
Hospital Trust for the operation and management of Jessa Ram Hospital, New Delhi
and Sanjeevani Hospital in Noida was commissioned in August 2004.

In January 2006, the company signed an agreement with Sunrise Medicare Private Ltd
for the operation and management of Fortis La Femme, New Delhi. They also signed
and agreement with Khalil Public Welfare Trust for the operation and maintenance of
Khyber Medical Institute, Srinagar. In March 20, 2006, the company acquired 99.86%
interest in International Hospital Ltd and 100% interest Oscar Bio-Tech Private Ltd
from the Promoter Group for total consideration of Rs 301.5 million and Rs 30.5
million respectively.

In February 14, 2007, the company acquired 100% interest in Hiranandani Healthcare
Pvt Ltd for consideration of Rs 10 million. Hiranandani Healthcare Pvt Ltd had an

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agreement with Navi Mumbai Municipal Corporation to develop a super-specialty

hospital in West India.

During the year 2007-08, the company successfully completed an initial public offer
of 45,996,439 equity share of Rs 10 each at a premium of Rs 96 per share.
International Hospital Ltd and Oscar Investments Ltd acquired 48.83% and 13.34%
stake respectively in Malar Hospitals Ltd for a total consideration of approxRs 35
crore. Also, they launched Fortis Escorts Hospital in Jaipur, which focus on Cardiac
Sciences, Neuro Sciences, Renal Sciences and Gastrointestinal diseases.

During the year 2008-09, Fortis Healthcare International Limited (FHIL) was
incorporated as a wholly owned step-down subsidiary of the company. Through this
subsidiary, the company acquired 28.89% stake in Medical and Surgical Centre Ltd, a
company that owns Mauritiuss largest private hospital Clinique Darne which was
rechristened as Fortis Clinique Darne.

In January 2009, the company became a majority stake holder in Lalitha Healthcare
Pvt Ltd, Torrangallu consequent to conversion of preference capital and fresh infusion
of equity capital and the subsidiary company was renamed as Sanjeevani Hospital,
Seshadripuram.

In June 18, 2009, the company incorporated a wholly owned subsidiary viz.
Sanjeevani Hospitals Ltd. The a main objects the subsidiary includes purchase, lease
or otherwise acquire, establish, maintain, operate, run, manage or administer hospitals,
medicare, healthcare, diagnostic, health aids and research centre.

In August 24, 2009, the company through a wholly owned subsidiary, Sanjeevani
Hospitals Ltd entered into a Business Transfer Agreement with Wockhardt Hospitals
Ltd for acquisition of 10 Hospitals (including two under construction) for an aggregate
sum of Rs. 90,900 lakh. They completed the acquisition of 10 Hospitals (including 2
under construction) together with the acquisition of 10,250 equity shares of Kanishka
Housing Development Company Ltd on December 17, 2009 from Wockhardt
Hospitals Ltd, on a going concern basis.

International Hospital Ltd, a wholly owned subsidiary of the company increased their
shareholding from 49.86% to 50.02% in the equity share capital of Malar Hospitals
Ltd (MHL) by purchase of 30,000 equity shares of MHL from open market, thereby

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making MHL as a subsidiary International Hospital Ltd with effect from October 01,
2009.

In March 11, 2011, the company entered into a definite agreement with TPG Capital,
one of the leading private investment firms for acquiring the 23.9% stake in Parkway
Holdings Ltd, Singapore, one of the Asias healthcare service provider.

In September 28, 20012, the company acquired 90% interest in Escorts Heart Institute
& Research Centre Ltd that owns and operates three hospitals in north India and
operates a fourth hospital in collaboration with the Government of Chhattisgarh.

The new Greenfield hospital in Shalimar Bagh in Northwest Delhi is under progress
and is expected to be launched during the financial year 2012-13. Further, the
construction of Fortis International Institute of Bio-Medical Sciences (FIIBMS),
which is being built in Gurgaon, is also under progress expected to be completed
during the year 2013-14. This will be the company’s third Greenfield hospital in the
NCR and will be the premium multi super-specialty flagship hospital of the company.

The Company intends growing in an aggressive manner to have a pan India presence
with bed strength of 6000 through 40 hospitals by the year 2016.

PROVIDERS AND PROFFESIONAL

A healthcare provider is an institution (such as a hospital or clinic) or person (such as a
physician, nurse, allied health professional or community health worker) that provides

preventive, curative, promotional, rehabilitative or palliative care services in a systematic

way to individuals, families or communities.

The World Health Organization estimates there are 9.2 million physicians, 19.4 million
nurses and midwives, 1.9 million dentists and other dentistry personnel, 2.6 million
pharmacists and other pharmaceutical personnel, and over 1.3 million community health
workers worldwide, making the health care industry one of the largest segments of the
workforce.

The medical industry is also supported by many professions that do not directly provide
health care itself, but are part of the management and support of the health care system.
The incomes of managers and administrators, underwriters and medical

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malpractice attorneys, marketers, investors and shareholders of for-profit services, all are

attributable to health care costs.

In 2011, healthcare costs paid to hospitals, physicians, nursing

homes, diagnostic laboratories, pharmacies, medical device manufacturers and other
components of the health care system, consumed 17.9 percent  of the Gross Domestic
Product (GDP) of the United States, the largest of any country in the world. It is
expected that the health share of the GDP will continue its upward trend, reaching 19.6
percent of GDP by 2016. In 2001, for the OECD countries the average was 8.4
percent with the United States (13.9%), Switzerland (10.9%), and Germany (10.7%)
being the top three. US health care expenditures totaled US$2.2 trillion in 2006.
 According to Health Affairs, US$7,498 be spent on every woman, man and child in
[4]

the United States in 2007, 20 percent of all spending. Costs are projected to increase to
$12,782 by 2016.

HOSPITAL PROFILE

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Apollo Hospitals, Bengaluru, is located at the heart of the city with

excellent road connectivity from all corners of the city
Address:
154 / 11, Bannerghatta Road,
Opp. I.I.M,
Bengaluru – 560076
Phone :+91-80-26304050
Fax :+91-80-41463151
Email: [email protected]
Apollo Hospitals is an Indian hospital chain based in Chennai, India. It was founded by
Dr Prathap C. Reddy in 1983 and has hospitals in India, Bangladesh, Kuwait and Qatar.
Several of the group's hospitals have been among the first in India to
receive international healthcare accreditation by America-based Joint Commission
International (JCI).
The group has developed services in telemedicine, after starting a pilot project in 2000 in
Pratap Reddy's home village.
Chairman's Profile
Dr. Prathap C Reddy, Chairman Apollo Hospitals Group His dream is to make India the
Healthcare Destination of the World. Two decades ago, Dr. Reddy lost a patient who
couldn't make it to Texas for an open heart surgery. This was the milestone in the Indian
Healthcare Industry. Today people have the opportunity in India to receive the best that
healthcare has to offer worldwide. Undeterred by initial constraints Dr. Reddy succeeded

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in setting up the first center of the Apollo Hospitals Group in Chennai in 1983. Apollo
Hospitals Enterprise Limited Apollo Hospitals Enterprise Limited is a leading private
sector healthcare provider in Asia. It was incorporated as a Public Limited Company in
the year 1979, a comprehensive 250-bed hospital with an emphasis on specialty and
super specialties in over fifty departments at Chennai. Dr. Prathap C Reddy promoted it.
Apollo Hospitals Enterprise Limited (AHEL) owns and operates a network of leading
primary, secondary and tertiary hospitals and clinics across India.

Health care Industry in India

In India, the Healthcare system is split into a public sector, a private sector and a wide
network of informal healthcare providers operating together in a large and unregulated
network. This irregularity has caused wide disparities in access, especially in regional
and rural distribution of healthcare infrastructure. Currently, the Indian healthcare sector
is valued at Rs.1, 360 (US $34) billion roughly 6 per cent of GDP. The healthcare
business is projected to grow to over Rs.1, 600 (US $40) billion or 8.5 per cent of GDP
by 2016.
Factors Attracting Corporate in the Healthcare Sector Recognition as an industry: In the
mid 80‟s, the healthcare sector was recognized as an industry. Hence it became possible
to get long term funding from the Financial Institutions. The government also reduced
the import duty on medical equipment’s and technology, thus opening up the sector.
Since the National Health Policy (the policy’s main objective was „Health for All‟ by
the Year 2000) was approved in 1983, little has been done to update or amend the policy
even as the country changes and the new health problems arise from ecological
degradation. The focus has been on epidemiological profile of the medical care and not
on comprehensive healthcare.

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The Apollo Group of Hospitals

Driven by its line of being the “architect of healthcare” in India, the Apollo Hospitals Gro
comprising of one of the largest networks of 26 hospitals, 10 clinics and over 10,000 emp

Apollo Hospitals Apollo Hospitals Enterprise Limited has over 8065 beds across 46 hos
India, rest of Asia and Africa. The hospitals are multi-specialty tertiary care faciliti
centers-of-excellence in medical disciplines including cardiology, cardio-thoracic s

Apollo Health and Lifestyle Limited Apollo Health and Lifestyle Limited, has establish
100 Apollo Clinics across the country, is an integrated model and offers facilities for spec
consultations, diagnostics, preventive health checks and 24-hour Pharmacy, all under one
Apollo Pharmacy Apollo Pharmacy is India's first and largest branded pharmacy networ
over 750 retail outlets in key locations across the country. The group adds one pharmacy

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The Apollo Hospitals Group is the third largest health service provider in the world. The
group is present in over 37 locations in India. Some of the segments where Apollo is
present are, hospitals and clinics, pharmacies, IT Outsourcing and medical education. To
reach out to the rural populace, Apollo has a special division called Telemedicine. The
Family Health Plan is covered under the Apollo Hospital Management Projects and
Insurance. Today, Apollo Hospitals is a name synonymous with superior medical
technology and superior service quality. It has worked towards providing the best service
to those who come to their hospitals. The team of doctors associated with the Apollo
Hospitals is recognized in their respective fields, both within India and abroad. The
Apollo team of doctors and medical assistants provide world class treatment, care and
support to patients who go to them. Commenting on the Super brand status, Dr. Prathap
C. Reddy, Chairman, Apollo Hospitals said, “Apollo Hospitals has always believed in
providing the best service and treatment to its patients. Over the last twenty years, we
have worked towards being among the top five healthcare service providers in the world.
With our thrust on medical technology and superior service, we have been well
recognized in India and abroad. Being adjudged as a Super brand in the healthcare sector
has reinforced our determination to become the best healthcare provider in the
world.” The Apollo Hospitals has been adjudged a Super brand for the following
reasons:

 Apollo’s exceptional status as a brand with existing and potential customers,

media, suppliers and joint venture partners.

 The large mind share it enjoys when compared to other names and brands in the
healthcare sector.

 The significant emotional advantage the brand provides. - Apollo’s business

presentation and approach in India and abroad.

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 Apollo Hospitals has continuously worked towards making its presence felt
nationwide.

 Apollo is present in every sphere of the healthcare space such as hospitals,

clinics, ITES and pharmacies. Apollo Hospitals continued to maintain its growth
momentum during the year2002-03 registering an impressive growth in its
turnover and profits. The turnover increased by 19% from Rs. 377 Crore to Rs.
448 Crore.
 
Super brands is a concept that started 10 years ago in the UK to chronicle case studies of
exceptional brands; to pay tribute to them and their brand guardians. The concept has
been replicated in over 26 countries; some of them are Australia, France, Hong Kong,
US, UAE, Malaysia and India. The criteria the Super brands Council adopted do not
anything to do with market share, but more with the brand image and perception. The
influencing factors were largely the brands’ mind dominance, goodwill, consumer
loyalty and emotional bonding.

PROMOTERS OF APOLLO HOSPITALS

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Dr. PRATHAP C REDDY

Chairman, Apollo Hospitals Group

‘A compassionate humanitarian, dedicated to bringing world-class healthcare within the

economic and geographic reach of millions of patients’ best describes Dr. Prathap C
Reddy, Founder Chairman of the Apollo Hospitals Group.

Dr. Reddy received his medical degree from Stanley Medical College in Chennai and
later trained as a Cardiologist in the UK and USA. He did his Fellowship from the
Massachusetts General Hospital, Boston and went on to head several research programs
at the Missouri State Chest Hospital, USA where he worked for several years before
returning to India in 1971, at the behest of his father.

This act of leading by example in reversing the brain drain eventually became an agenda
with Apollo Hospitals, India’s first corporate hospital that heralded the country’s
burgeoning private healthcare industry.

The dream of making world-class medical facilities and services available in India
spurred him to set up the Apollo Hospitals in Chennai in 1983 at a time when private
healthcare institutions were virtually unknown in the country. The new hospital attracted
the best medical talent including eminent non-resident Indian doctors from hospitals in
the US and UK

VISION

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Apollo’s vision for the next phase of development is to ‘Touch a Billion Lives’.

MISSION

“Our mission is to bring healthcare of International standards within the reach of every
individual. We are committed to the achievement and maintenance of excellence in
education, research and healthcare for the benefit of humanity”.

QUALITY POLICY

The Apollo Hospitals Group is committed to the highest standards of quality and clinical
excellence for its patients. Our priority is to ensure that all patients are cared for in a way
that is safest and most efficient. We strive to provide high-quality services for best clinical
outcomes.

PRODUCTS AND SERVICES

Service Excellence at Apollo Hospitals is must do imperative. Apollo Hospitals

benchmarks with the best among the world’s service organizations to create a culture of
Patient Engagement with a service vision of “Offering Care beyond Compare”. Our biggest
asset is our engaged workforce that takes pride in their work and ensures that every
transaction is converted into memorable experience for our Patients.

Six Pillars that drive Service Culture in Apollo Hospitals

VOICE OF CUSTOMER PROCESS

1. A robust feedback mechanism that has all the listening and learning ports available to
capture Patient feedback from all touch points
2. Partnered with Gallup to benchmark customer feedback with the best in class Hospitals
Globally
3. Specially In- House customized framework that captures feedback and converts them
into qualitative & quantitative data that are used for developing new products and
services to drive Patient Experience
4. Awarded the Best Innovation in Service Delivery by AIMA in 2013 & Hospital
Management Awards in 2014

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5. AIFS (Apollo Instant Feedback System), our new service innovation that captures
feedback at the Point of Service.

CENTRALIZED POST DISCHARGE CALLING

1. A unique concept that has been initiated to find out true patient voice after they get
discharged from the Hospitals.
2. A dedicated team of Health care professionals who are trained & quipped to provide
assistance to Patients post their discharge with regards to future appointments and
medication management.
3. Feedback captured during post discharge calling used for Quality & Training purposes.

TENDER LOVING CARE

1. Has been our guiding motto of the organization from inception.
2. The art of TLC has been converted into a science using ADCA framework
3. All front line associates are empowered and trained to convert daily transactions into
memorable stories
4. 15000+ stories are created every month across the group
5. A coffee table book is crafted once is two years which has best 100 moments that has
been done for our Patients

DIAL 30
1. A one- touch button that is provided to all In- Patients & Attenders to take care of non-
medical needs.
2. Every request is tracked against an SLA to improve Service Efficiencies
3. A unique innovation designed to increase nursing bandwidth to spread more quality
time with the Patient
4. Request tracked through this system are visited once in a quarter for process re-
engineering

SERVICE STANDARDS

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1. 1005 Critical to Customer Standards developed for In- Patients/ Out- Patients/
Personalized Health Check-up/ Facility Management & Apollo Look
2. All associates are trained through a digital platform on these prescribed standards
3. After successful completion of their training they are assessed and certified which is
renewed once every year.
4. Apollo Hospitals have been able to raise the bar on Patient Experience by strong
adoption and razor edge deployment

HUMAN SIGMA
1. 1st in India to adopt Human Sigma by mapping customer and employee engagement to
the Gallup S methodology
2. This recognizes exceptional leadership that understands that engaging employees
drives real business outcomes
3. Apollo now among globally recognized organizations for mastering how to engage
workforce to deliver business growth
4. Apollo uses this frame work to hire the “Right Talent for the Right Job”

Areas of operations

Southern Region
Apollo Main Hospitals
Greams Road, Chennai
Apollo Speciality Hospitals
Nandanam, Chennai
Apollo Hospitals
Aragonda, Chittoor
Apollo Hospitals
Tondiarpet, Chennai
Apollo First Med Hospitals
Kilpauk, Chennai
Apollo Hospitals
Sowcarpet, Chennai

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Apollo Heart Centre

Greams Road, Chennai
Apollo Children Hospitals
Thousand Lights, Chennai
Apollo Speciality Hospitals
Vanagaram, Chennai
 
INFRASTRUCTURAL FACILITIES
 Dedicated Operating Theatres customized for transplant surgeries
 Dedicated State-of-the-Art Intensive Care Units
 Specialty blood bank facilities
 High end Laboratories for all tests and investigations
 Diagnostic and Radiology Facilities which include 64 Slice CT scanners, 3Tesla MRI
machines, high-end Ultrasound facilities
 Dedicated wards and rooms for transplant patients
 Counsellors and Transplant Co-ordinators to take care of all your needs
 Translators for all major languages both national and international
 Dedicated helplines and unit managers to take care of your treatment needs and
requirements
 Dedicated and trained nursing staff for your pre-operative and post-operative care

SPECIALITIES OF DOCTOR’S AT APOLLO HOSPITAL.

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 Infertility  Endocrinology

 Internal Medicine  ENT

 Radiology  Ophthalmology

 Oncology  Vascular Surgery

 Pediatrics  Cardiology

 Rheumatology  Nephrology

 Anesthesiology  Emergency Medicine

 Dermatology  Hematology

 Medical Oncology  Gina-oncology

 Plastic / Cosmetic  Critical Care

 Pulmonologist  General and Laparoscopic

 Minimal Access Surgerys  Gastroenterology and Hematology

COMPETITORS

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COMPANY SYMBOL

Apollo Hospitals Enterprise Ltd. APOLHO

ANG Lifesciences India Ltd. ANGLIF

Aster DM Healthcare Ltd. ASTDMH

Chennai Meenakshi Multispeciality

Hospital Ltd. DEVHOS

Dhanvantri Jeevan Rekha Ltd. DHAJEE

Dolphin Medical Services Ltd. DOLMED

Dr. Agarwal's Eye Hospital Ltd. DRAGA

Dr. Lalchandani Labs Ltd. DRLALL

Fortis Healthcare Ltd. FORHEA

Fortis Malar Hospitals Ltd. MALHOS

Healthcare Global Enterprises Ltd. HEAGLO

Indraprastha Medical Corporation Ltd. INDRME

KMC Speciality Hospitals (India) Ltd. SEAHOS

Kovai Medical Center and Hospital Ltd. KOVMED

SWOT ANALYSIS

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STRENGTH
 Presence in all major cities
 It has a big brand name
 Apollo hospital

WEAKNESS
 High cost compare to local hospitals
 Not present in semi urban areas

OPPORTUNITIES
 High cost of health care in western countries
 Under developed health care facilities in third world
 Under developed health care in India

THREATS
 Spurious drugs
 Wage inflation
 Completion from other emerging economies
 Future planning

FUTURE DEVELOPMENT AND PROSPECTS:

 Comprehensive Oncology Unit.

 Establishment Of Transplant Unit Like Kidney, Heart And Switch.

FINANCIAL STATEMENT

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EY FINANCIAL MAR 22 MAR 21 MAR 20 MAR 19 MAR 18

RATIOS OF APOLLO
HOSPITALS
ENTERPRISES (in Rs.
Cr.)

PER SHARE RATIOS

Basic EPS (Rs.) 46.25 7.50 33.80 21.76 16.76

Diluted EPS (Rs.) 46.25 7.50 33.80 21.76 16.76

Cash EPS (Rs.) 71.53 37.61 68.43 43.32 36.31

Book Value 425.00 361.72 286.52 279.13 265.48

[ExclRevalReserve]/Shar
e (Rs.)

Book Value 425.00 361.72 286.52 279.13 265.48

[InclRevalReserve]/Shar
e (Rs.)

Dividend / Share(Rs.) 11.75 3.00 6.00 6.00 5.00

Revenue from 424.14 636.51 703.62 599.22 516.30

Operations/Share (Rs.)

PBDIT/Share (Rs.) 101.98 67.13 102.46 74.06 60.54

PBIT/Share (Rs.) 76.71 36.82 67.81 52.51 40.99

PBT/Share (Rs.) 59.27 12.28 49.02 33.24 23.73

Net Profit/Share (Rs.) 46.25 7.30 33.79 21.76 16.76

PROFITABILITY
RATIOS

PBDIT Margin (%) 24.04 10.54 14.56 12.35 11.72

PBIT Margin (%) 18.08 5.78 9.63 8.76 7.93

PBT Margin (%) 13.97 1.92 6.96 5.54 4.59

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APOLLO HOSPITAL,BENGALURU

Net Profit Margin (%) 10.90 1.14 4.80 3.63 3.24

Return on Networth / 10.88 2.01 11.79 7.79 6.31

Equity (%)

Return on Capital 11.96 6.45 11.50 10.74 8.77

Employed (%)

Return on Assets (%) 6.38 1.07 4.63 3.59 2.98

Total Debt/Equity (X) 0.33 0.38 0.74 0.79 0.78

Asset Turnover Ratio 58.59 94.07 96.55 98.91 91.94

(%)

LIQUIDITY RATIOS

Current Ratio (X) 2.91 2.00 1.19 1.23 1.51

Quick Ratio (X) 2.78 1.86 0.83 0.88 1.10

Inventory Turnover 41.54 43.52 13.85 14.86 13.33

Ratio (X)

Dividend Payout Ratio 0.00 36.47 27.36 22.97 29.82

(NP) (%)

Dividend Payout Ratio 0.00 7.08 13.51 11.54 13.76

(CP) (%)

Earnings Retention Ratio 0.00 63.53 72.64 77.03 70.18

(%)

Cash Earnings Retention 0.00 92.92 86.49 88.46 86.24

Ratio (%)

VALUATION RATIOS

Enterprise Value (Cr.) 66,401.9 43,300.9 18,448.9 19,761.9 17,386.2

3 0 7 5 9

EV/Net Operating 10.89 4.73 1.88 2.37 2.42

Revenue (X)

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APOLLO HOSPITAL,BENGALURU

EV/EBITDA (X) 45.28 44.85 12.94 19.18 20.64

MarketCap/Net 10.65 4.56 1.62 2.04 2.06

Operating Revenue (X)

Retention Ratios (%) 0.00 63.52 72.63 77.02 70.17

Price/BV (X) 10.63 8.03 3.97 4.37 4.00

Price/Net Operating 10.65 4.56 1.62 2.04 2.06

Revenue

Earnings Yield 0.01 0.00 0.03 0.02 0.02

CHAPTER-2

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APOLLO HOSPITAL,BENGALURU

THEORETICAL BACKGROUND OF THE STUDY

Employee Engagement is the employee’s capacity and eagemess to add to the

company’s achievement’ particularly their ability to give “optional exertion”, going past
what is normally required in their position to make the association effiective. Employee
Engagement is a crucial component of authoritative, wellbeing and is the objective of
vital activities intended to enhance employee attiudes and maintenance through initiative,
colleagues, work/profession’s fulfilment, and a high performing association.

More raised measures of delegate engagement are associated with specialist

obligataion, a high performing workforce, satisfied and dedicated customers, and a
profitable and benefical company. Determination of key elements of employee
engagement and fulfilment begins by arranging representatives into suitable gatherings
taking into account progressive, utilization levels and so on and catching workforce
needs through different listening and learning pursuits.

The objective of employee engagement is achieved through the following factors:

MOTIVATION

Senior pioneers use numerous formal and casual intends to propel the workforce all
through the organization. A portion of the strides taken by senior pioneers in such
manner are set so as to make a situation of accomplishment testing focuses for the
subordinates, giving satisfactory assets for empowering individuals to succeed, personal
association and reward and acknowledgment in view of thought on worthy execution.

EMPOWERMENT

A domain of strengthening is worked through:

 Enabling workforce through preparing and improvement to take choices nearest

to the bleeding edge.
 Delegations of power with trust and backing, to take activities and decide, to
fulfil the clients in the first meeting. The General Managers and the managers in
chief have been given both budgetary forces to compensate workforce under
them.
 Providing simple access to the senior administration (through “open house”,
email and the opportunity to meet casually),
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APOLLO HOSPITAL,BENGALURU

 De-layering for more opportunity to act, work improvement through teams to

work for unique activites.

REWARD AND RECONGITION

Prize and acknowledgement frame work is in stand out amongst the most essential
components of an elite work society at TRL, important R and R plans CPI, PPI, bonus,
sabash grants, gun need karma charihonor and so forth. Notwithstanding this, senior
pioneers Take dynamic part in compensating individuals in yearly JDC gatherings,
safety week, efficiency week and advancement week facility. Contract laborers are like
wise remunerated amid the safety week festivity by the senior pioneers.

CO-OPERATION

The adjustment in the association outline from useful interdiction to SBU- Wise
structure has brought about enhanced collaboration and communication amongst
generation, showcasing innovation and bolster administrations since these have turned
out to be piece of the individual SBUs . This has brought about enhanced profitability
and business results. The organisation’s vision and key arrangement(mission-2000) has
been imparted over the association; in this way giving an unmistakable huge picture to
the whole work force about organisation’s destinations and development arranges.

ENAGED WORKFORCE

 SUPPORTIVE CO-WORKERS
 JOB AND CAREER SATIFICATION
 HIGH PERFORMAING ORGANITION
 SATISFIED AND LOYAL CUSTOMERS
 PRODUCTIVE AND PROFITABLE ORGANISATION
 HIGH PERFORMING WORKFORCE
 COMMITTED EMPLOYEES
 CREDIBLE LEADERSHIP

Employee engagement surveys are essential to making a connected with workforce since
it’s completely basic to hear the voice of your workers and let them realise that their
input and duty to the association is esteemed. Marking more grounded worker bonds

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bonds improves brand personality and dedication, Which fortifies your hierarchical
society. Powerful utilization of representative engagement studies will upgrade
profitability while likewise fortifying worker pioneer connections, supporting an
atmosphere in which workers are inspired to work harder and drive results.

The leader can connect with employees-heads, hearts, and hands . The written work
offers a couple of directions for the actions; we diagram these as the 10C’s of employee
engagement.

 Connect: Every employee in the organisation should be valued by the leader.

The activities which are made for the workers like sharing the benefits of the
organisation with the workers and also introducing some initiatives which are
imperative for them.
 Career: Every employee should be given an inspiring and relevant work by their
leaders, which will help the workers for their progress in their career.
 Clarity: The employee should be given a clear vision of the organisation and also
how a senior manager, the HOD’s of each team has towards the organisation.
 Convey: The best leaders are the one who provides the insformation about the
functioning in the organisation. They also implement the procedures which are to
be carried out in the organisation to achieve its goals.
 Congratulate: The leaders of the organisation has learnt the WOODENS’
approach which tells that every employee should know about their performance
then and there itself even if it is poor.
 Contribute: Employee wants to know about their work which they are rendering
to the organisation is whether helping to the success of the organisation.
 Control: A sentiment ”being in on things” and of being offered chances to take
an interest in choice making frequently lessens stress ;it likewise makes trust and
a society where individuals need to take responsibility for and their answers.
 Collaborate: If employee in the organisation try to work in groups with better
understanding and does have a good relationship with the other co- workers than
the organisation can achieve its goals.
 Credibility: The employee should maintain a good ethical standard and also
should keep up the reputation of the company. The employee should be proud to
work in the company.

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APOLLO HOSPITAL,BENGALURU

 Confidence: The best leader of the organisation should set an example to the
other co- worker in the organisation like being ethical in their work and also
performing well at their and work in order to give a confidence to the other
employees .

How to measure Employee Engagement

Step 1: Listen

Step 2: To measure current level of employee engagement

Step 3: Identify the problem space

Step 4:Taking an action to improve employee engagement by acting upon the problem
space

CATEGORIES OF EMPLOYEE ENGAGEMENT

There are three different types of employees in organisation based on their level of
commitment ,involvement& satisfaction

Engaged: “Engaged” representatives are developers. They need to know the wanted
desires for their part so they can meet and surpass them .They’re normally inquisitive
about their organisation and their place in it .they work with energy and they drive
development and propel their associates by performing at abnormal states.

Not engaged: “Not engaged” representatives tend to focus on organisation as opposed to

the objectives and results they are require to achieve .they need to be advised what to do
make sure they can do it and say they have wrapped up. They concentrate on finishing
undertakings versus accomplishing a result.

Actively disengaged: “Actively disengaged” representatives are the “holedwellers”.

They’re “reliably against for all the intents and purposes everything” .They’renot only
troubled at work .they’re occupied with showcasing their misery .they sow seeds of
cynicism at each opportunity

CAREER DEVELOPMENT-OPPORTUNITIES FOR PERSONAL

DEVELOPMENT

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Associations with large amounts of engagement give workers chances to build up their
capacities, learn new abilities, get new information and understand their potential. At the
point when organisations arrangement for the vocation ways of their workers and put
resources into them along these lines their kin put resources into them.

BENEFITS TO THE ORGANISATION

 Employee engagement constructs energy, duty and arrangement with the

association’s methodologies and objectives.
 Attracts more individuals like existing worker.
 Increases workers trust in association.
 Creates a feeling of dedication in an aggressive domain.
 Lowers steady loss rate.
 Increases efficiency and enhances resolution
 Provides a high vitality working environment
 Improves general association adequacy.
 Boosts business development
 Makes the worker viable brand ministers for the organisation.

REVIEW OF LITERATURE
 T.Suhasini and Dr.K.Kalpana (2010): The study reveals that Employee
Engagement is a comprehensive task and cannot be accomplished by the effective

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training programs also. Organisations can improve engagement by opportunity

thinking, enhancing employee decision making, and commitment. Employee
engagement results in reduced turnover intentions and increased innovative work
related behaviour.
 V.Siva Kumar (2010): This study describes that the high level of employee
Engagement increases the growth of the organization and acts as a retention
strategy. From this study it is observed that employee engagement in private
banks is not satisfactory.
 NP Myilswamy, Dr.R.Gayatri (2011): According to their research “A study on
Employee Engagement: Role of Employee Engagement in organizational
Effectiveness”, it is concluded that the level of Engagement determines
employees productivity and their intention to stay in the organization.
 Johnson (2011) asserts that if applied correctly the engagement data can well act
as a warning system for the organization, the study reports a negative correlation
between the specific instances of work place deviations and levels of EE within
the organization.
 Sweetman & Luthans 2011 defined From the psychological perspective,
engagement is a state-like phenomenon which is portrayed as an affective-
cognitive state-like condition. It is not a temporary state such as mood nor as
relatively non-malleable as fixed characteristics such as personality traits.. It is
deemed quite stable.
 Fernandez (2012) displays the dissimilarity between job satisfaction, the well-
known construct in management, and engagement competing that employee
satisfaction is not the same as employee engagement and since managers cannot
depend on employee satisfaction to retain the best and the brightest; employee
engagement becomes a critical concept.
 Towers Perrin (2012) investigated and reported that those organizations with
more engaged employees subsequently increased their operating income by 19%
and earning per share (EPS) by 28% annually.
 Saks (2013) argues that organizational commitment additionally differs from
engagement in this it refers to a person’s perspective and attachment towards
their organization, whilst it could be argued that engagement is not simply an
attitude, it is the degree to that a personal is focused to their work and absorbed
within the performance of their role. In addition, while OCB involves voluntary

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and informal behaviour that can help co-workers and the organization, the focus
of engagement is one’s formal role performance rather than purely extra-role and
voluntary behaviour.
 The publication of the Conference Board of USA (2014) describes employee
engagement as an intensified emotional association that an employee feels for his
or her organization that influences him or her to utilize greater discretionary
effort to his or her work.
 Mc. Bain (2014), According to him employee engagement is a modern concept,
which defines employees’ commitment, job satisfaction and involvement.
 Robinson (2015): According to him employee engagement can be attained
through designing an organizational environment where positive emotions such
as involvement and pride are encouraged, subsequently organizational
performance improves, employee turnover reduces.
 (Mahendru et.al, 2016) defined Employee engagement is the extent to which
people enjoy and believe in what they do, and feel valued by doing it. It is the
degree of commitment towards the hub that an individual performs and until
however long the individual remains with the organization as the results of their
commitment.
 Stockley (2016) defined ‘engagement’ as an extent that the employee believes in
the mission, purpose and values of the organization and reveals their commitment
through their actions as an employee and their attitude towards the organization
and the customers.
 Robinson et al. (2017) defined employee engagement is a positive attitude
believed by the employees towards the organization and its values. An engaged
employee is responsive towards business environment, and works with
colleagues to improve performance within the job for the advantage of the
organization. The organization must place effort to develop and encourage
engagement, which requires a two-way relationship between employer and
employee.”
 Harter et al. 2018. Engagement is defined as employee’s involvement,
satisfaction and enthusiasm towards work this definition was derived from items
in the Gallup Workplace Audit (GWA 1999), developed by the Gallup
organisation, which were constructed on employee opinions of work
characteristics.

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 Miles (2018) defined Engagement as Involvement of the employees in high-

engagement forces that create empathetic, negotiation, feedback and
accountability, empower people to creatively support their subunits, teams and
individual jobs with the major change of the enterprise. It is developing
employees to work with not only their minds and body but also with ‘hearts’.
 Maslach et al. (2018), engagement is considered by energy, involvement, and
efficacy, which are the direct opposite of the three burnout dimensions of
exhaustion, cynicism, and inefficacy.
 Kahn (2018) as the “harnessing of organizational members’ selves to their work
roles”. Kahn recognized three antecedents of employee engagement:
psychological meaningfulness (measured by job enrichment, work role fit and co-
worker relations), psychological safety (measured by supervisor relations, co-
worker relations and co-worker norms) and psychological availability (Measured
by resources, work role security and outside activities).
 V. Vijay Anand& C.vijay Banu (2019): This study explains that Employee
Engagement is the key factor for all organizations to sustain. Employee
Engagement is positively influenced by job, Rewards and recognition,
opportunities, team work and communication. It acts as a Retention tool.
 S.Kiruthika and Dr.V.Kavitha (2019): According to this study Pay and benefit
is the most influencing factor of Employee Engagement. The study describes that
there is an association between factors like Role, work environment, Training and
Development, Relationship with supervisor and Employee Engagement of Banks.

CHAPTER-3

STATEMENT OF THE PROBLEM

Problem Statement Employee engagement became a very popular concept during past
two decades. Organizations try to figure out if their employees are engaged and how to

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APOLLO HOSPITAL,BENGALURU

make them engaged by using different surveys and tools to stay competitive and improve
performance.

NEED OF THE STUDY:

 To acquire the knowledge of employee engagement.

 To apply the academic concepts for all intents and purposes in work place.
 To improve the domain information.
 To know the corporate code of conduct.
 To empower the association to deal with the resources.

OBJECTIVES OF THE STUDY

 To study the need and importance of employee engagement in APOLLO

HOSPITALS .
 To find out the engagement levels of the current employees with the
current system.
 To evaluate the effectiveness of the current employees with the current
system.
 To evaluate the effectiveness of employee engagement in APOLLO
HOSPITALS .
 To study and interpret the individual factors that employee engagement in
APOLLO HOSPITALS .
 To measure the commitment, involvement, satisfaction and enthusiasm of
employees towards their work organization.

SCOPE OF THE STUDY:

 Develop a dependable and substantial employee review.

 Deploy and with the study process

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APOLLO HOSPITAL,BENGALURU

 Understand current representative fulfilment levels contrasted with the earlier

years’ discoveries.
 Uncover the need organisation wide and the departmental areas of the
development.
 Conduct more profound examinations in the needed areas .
 Satisfaction report and proposals.

RESEARCH METHODOLOGY:
METHODOLOGY ADOPTED FOR STUDY
 Observing the working of various departments like finance. Human resource,
marketing, purchasing, production.
 Discussion with the executives, managers, employees.
 Visiting & surfing websites of company.

MEANING
Research Methodology is a set of various methods to be followed to find out various
information’s regarding market strata of different products. Research Methodology
is required in every industry for acquiring knowledge of their products.

SOURCES OF DATA
PRIMARY SOURCE
Data collected for first time which is original in character. They are collected directly
and are reliable. The primary data was collected through interaction with company
officials.

SECONDARY SOURCE
Primary Source- The primary data was collected by means of a survey. Questionnaires
were prepared and employees of the APOLLO HOSPITALS at two branches were
approached to fill up the questionnaires. The questionnaire contains 20 questions which
reflect on the type and quality of Satisfaction provided by the APOLLO HOSPITALS
to the employees. The response of the employees is recorded on a grade scale of strongly
disagree, disagree, uncertain, agree and strongly agree for each question. The filled up
information was later analyzed to obtain the required interpretation and the findings.

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APOLLO HOSPITAL,BENGALURU

Secondary Source- In order to have a proper understanding of the employees service of

APOLLO HOSPITALS a depth study was done from the various sources such as books,
a lot of data is also collected from the official websites of the APOLLO HOSPITALS
and the articles from various search engines like Google, yahoo search and answers.com.

RESEARCH DESIGN
Descriptive research, also known as statistical research, describes data and
characteristics about the population or phenomenon being studied. Descriptive research
answers the questions who, what, where, when and how.
Although the data description is factual, accurate and systematic, the research cannot
describe what caused a situation. Thus, descriptive research cannot be used to create a
causal relationship, where one variable affects another. In other words, descriptive
research can be said to have a low requirement for internal validity.
The description is used for frequencies, averages and other statistical calculations. Often
the best approach, prior to writing descriptive research, is to conduct a survey
investigation. Qualitative research often has the aim of description and researchers may
follow-up with examinations of why the observations exist and what the implications of
the findings are.

RESEARCH SAMPLE
SAMPLING PLAN:
Since it is not possible to study whole universe, it becomes necessary to take sample
from the universe to know about its characteristics.
 Sampling Units: employees of APOLLO HOSPITALS .
 Sample Technique: Random Sampling.
 Research Instrument: Structured Questionnaire.
 Contact Method: Personal Interview.

SAMPLE SIZE:
The work is a case of APOLLO HOSPITALS . The survey was conducted in the city of
Bangalore with two branches of APOLLO HOSPITALS , with 70 employees as
respondent.

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APOLLO HOSPITAL,BENGALURU

DATA COLLECTION TOOL Data is collected from various customers through

personal interaction. Some other information is collected through secondary data also.
Data was collected through a structured questionnaire, likert technique is used. Likert
scale is simply a statement which the respondent is asked to evaluate according to any
kind of subjective or objective criteria, generally the level of agreement and
disagreement is measured
Likert scaling is a bipolar scaling method, measuring either positive or negative response
to a statement
The questionnaire consists of two parts. The first part consists of three questions
concerning the demographic information of the respondent such as the name, age,
educational qualifications and income. The second part consisting of 18 questions
exploring the respondent’s perception about the customer Satisfaction of APOLLO
HOSPITALS .

RESEARCH LIMITATIONS
The study is only for the APOLLO HOSPITALS confined to a particular location and a
very small sample of respondents. Hence the findings cannot be treated as representative
of the entire retail industry.
 Respondents may give biased answers for the required data. Some of the
respondents did not like to respond.
 Respondents tried to escape some statements by simply answering “neither agree
nor disagree” to most of the statements. This was one of the most important
limitation faced, as it was difficult to analyse and come at a right conclusion.

LIMITATIONS OF THE STUDY:

The main limitations of the study are listed below:

 The selected sample members are conspicuous and inconspicuous in nature. So,

there is chance to arise some errors in the courts of survey.

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APOLLO HOSPITAL,BENGALURU

The errors may be as follows:

 Respondents have not disclosed the right information, because the researcher is

very stranger to them.

 Respondents have given pleasing answers to the researchers even though it is not

correct from the prospective.

 The perceptional values like status, not-disclosure of the correct information and

difficulty in expressing their personal feeling to an unknown researcher can bring

wrong opinion  poll ton filling the questionnaire.

CHAPTER-4
ANALYSIS AND INTERPRETATIONS
1. Do you know the expectations of your organization from your work?

Frequency Percent Valid Cumulative

Percent percent

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APOLLO HOSPITAL,BENGALURU

Highly Agreed 19 27.1 27.1 27.1

Agree 38 54.3 54.3 81.4
Neither agree nor Disagree 6 8.6 8.6 90.0
Dis –agree 4 5.7 5.7 95.7
Highly –Disagree 3 4.3 4.3 100.0
Total 70 100.0 100.0

GRAPH 4.1
40
35
30
25
20
15
10
5
0
Highly Agree Agree Neither agree Dis-agree Highly Dis-agree
nor disagree

ANALYSIS: From the analysis it is very clear that 28% of the employees highly agree
that they know what the organization expects from their work and 55% just agree what is
expected from their work and 5% of the employees neither agree nor disagree.

INTERPRETATION: Almost all the employees agree that they know what the
organization expects from their work and only very less employees does not know what
the organization expects from their work.

2. Are the resources available for you to carry out your work?

Frequency Percent Valid Cumulative

Percent percent

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APOLLO HOSPITAL,BENGALURU

Highly Agreed 27 38.6 38.6 38.6

Agree 25 35.7 35.7 74.3
Neither agree nor Disagree 12 17.1 17.1 91.4
Dis –agree 2 2.9 2.9 94.3
Highly –Disagree 4 5.7 5.7 100
Total 70 100 100

GRAPH 4.2

30

25

20

15 Series 1
Series 2
10 Series 3

0
Highly agree Agree' Neither agree Dis-agree Highly Dis-agree
nor disagree

ANALYSIS: From the analysis 38% highly agree and 35% agree that they have the
resources available for them to carry out their work right and 17% of employees neither
agree neither Dis-agree.

INTERPRETATION: Most of the employees highly agree that they have the resources
available for them to carry out their work right and only a few percent of the employees
feel that they have the less resources.

3 will you get opportunities to give out the best in your day to day work?

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APOLLO HOSPITAL,BENGALURU

Frequency Percent Valid Cumulative

Percent percent
Highly Agreed 9 12.9 12.9 12.9
Agree 30 42.9 42.9 55.7
Neither agree nor Disagree 27 38.6 38.6 94.3
Dis –agree 2 2.9 2.9 97.1
Highly –Disagree 2 2.9 2.9 100.0
Total 70 100.0 100.0

GRAPH 4.3

35

30

25

20

15

10

0
Highly agree Agree Neither agree nor Dis agree Highly agree
Disagree

ANALYSIS. Formation anaysis 12% respondents highly agree and 42% agreed that get
opportunity to give ot the best in their day to day work and 38% people were neither
Agreed/Neither Dis-agreed.

INTERPRETATION: Almost all the employees agreed that they have the opportunity to
give out the best in their dat today work and only a few employees neither agreed nor
dis- agreed.

4 Did you receive any reward from the from the organization for giving your best in a
job?

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APOLLO HOSPITAL,BENGALURU

TABLE 4.4

Frequency Percent Valid Cumulative

Percent percent
Highly Agreed 11 15.7 15.77 15.7
Agree 24 43.3 34.3 50.0
Neither agree nor Disagree 17 24.3 24.3 74.3
Dis –agree 8 11.4 11.4 85.7
Highly –Disagree 10 14.3 14.3 100.0
Total 70 100.0 100.0

GRAPH 4.4

30
25
20
15
10
5
0
ed d es ee ed
gre r ee gre agr gre
a Ag is-
a
Di
s sa
gi h
ly d Di
r yl -
H no gh
ee Hi
agr
r
he
iet
N

ANALYSIS: From the analysis 15% respondents highly agree and 34% agreed that they
received rewards from the organization, 24% of the people neither agreed/neither
disagreed and the remaining 8% people disagreed for the above.

INTERPRETATION: Almost all the employees agreed that they have received rewards
from the organization and only 14% of the employees highly disagree

5. Employee feel that the manager or someone seems to care about them.

TABLE 4.5

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APOLLO HOSPITAL,BENGALURU

Frequency Percent Valid Cumulative

Percent percent

Highly Agreed 26 37.1 37.1 37.1

Agree 34 48.6 48.6 85.7
Neither agree nor Disagree 8 11.4 11.4 97.1
Dis –agree 1 1.4 1.4 98.6
Highly –Disagree 1 1.4 1.4 100.0
Total 70 100.0 100.0

GRAPH 4.5

40
35
30
25
20
15
10
5
0
Highly agree Agree Neither agree Dis-agree Highly Total
nor disagree disagree

ANALYSIS: From the above analysis 37% respondents highly agreed and 48% agree
that the manager or someone seems to care about them, 11% people were neither
agree/neither Dis-agree and 1% were disagree.

INTERPRETATION: Most of the employees agree that the manager or manager does
not care.

6 . Do u get the motivation from the other employees for your development in the
organization?

Table 4.6

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 APOLLO HOSPITAL,BENGALURU

Frequency Percent Valid Cumulative

Percent percent
Highly Agreed 15 21.4 21.4 21.4
Agree 28 40.0 40.0 61.4
Neither agree nor Disagree 25 35.7 35.7 97.1
Dis –agree 1 1.4 1.4 98.6
Highly –Disagree 1 1.4 1.4 100.0
Total 70 100.0 100.0
GRAPH 4.6

30

25

20

15

10

0
Highly Agree agree Neither agree nor dis-agree Highly Agree
disagree

ANALYSIS: From the analysis 21% Highly Agree and 40%Agree that they get
motivation from the other employees for their development and 10% of development &
10% employees Neither agreed/neither Dis-agreed and 6% totally Disagreed for the
above.

INTERPRETATION: Almost 40% of the employees agree that they get motivation from
the other employees for their development and 35% of the employees neither agreed nor
disagreed.

7 Do employee opinions seem to count?

TABLE 4.7

Frequency Percent Valid Cumulative

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 APOLLO HOSPITAL,BENGALURU

Percent percent
Highly Agreed 7 10.0 10.0 10.0
Agree 20 28.6 28.6 38.6
Neither agree nor Disagree 32 45.7 45.7 84.3
Dis –agree 9 12.9 12.9 97.1
Highly –Disagree 2 2.9 2.9 100.0
Total 70 100.0 100.0

35

30

25

20

15

10

0
Highly agree Agree neither agree nor dis-agree Highly agree
disagree

ANALYSIS: from the 10% of employees highly agree and 28% agree that their
opinions seems to count 45% were neither Agree/neither dis-agree and 12% of the
employees disagree for the above.

INTERPRETATION: Almost all the employees neither agree nor disagree that their
opinions seems to count and 28% of the employees agree that their opinions seem to
count.

8. Do you feel that your company mission is important for your job?

TABLE 4.8

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Frequency Percent Valid Cumulative

Percent percent
Highly Agreed 8 11.4 11.4 11.4
Agree 28 40.0 40.0 51.4
Neither agree nor Disagree 28 40.0 40.0 91.4
Dis –agree 3 4.3 4.3 95.7
Highly –Disagree 3 4.3 4.3 100.0
Total 70 100.0 100.0

30

25

20

15

10

0
highly agree agreee neither agree dis-agree highly-disagree
nor disagree

ANALYSIS: From the analysis 11% highly agree and 40% agree that they feel that their
company mission is important for their job. 40% of the employees neither agreed/ neither
dis-agreed and 4% disagreed for the above.

INTERPRETATION: Almost 11% of the employees highly agreed and 40% agreed that
they feel that their company mission is important for their job and only 4% disagree

9. Will you get opportunities to improve your skills in the career?

Frequency Percent Valid Cumulative

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 APOLLO HOSPITAL,BENGALURU

Percent percent
Highly Agreed 20 28.6 28.6 28.6
Agree 20 41.4 41.4 770.0
Neither agree nor Disagree 15 21.4 21.4 91.4
Dis –agree 3 4.3 4.3 95.7
Highly –Disagree 3 4.3 4.3 100.0
Total 70 100.0 100.0

40

35

30

25

20

15

10

0
highly agree agree neither agree nor dis--agree highly-disagree
disagree

ANALYSIS: This table shows that 28% highly agreed and 41% agreed that they get
opportunities to improve their skills in their career. 21% of the people neither agree/
neither dis-agree and 4% disagreed.

INTERPRETATION: Almost all the employees highly agreed that they get opportunities
to improve their skills in their career only few of them disagree.

10 do you have a best friend in the organization?

Frequency Percent Valid Cumulative

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 APOLLO HOSPITAL,BENGALURU

Percent percent
Highly Agreed 32 45.7 45.7 45.7
Agree 35 50.0 50.0 95.7
Neither agree nor Disagree 1 1.4 1.4 97.1
Dis –agree 1 1.4 1.4 98.6
Highly –Disagree 1 1.4 1.4 100.0
Total 70 100.0 100.0

40

35

30

25

20 Series 1
Series 2
15 Series 3

10

0
Highly agree Agree Neither agree Disagree Highly disagree
nor disagree

ANALYSIS: This table shows that 45% highly agree and 50% agree that they have a
best friend in the organization. 1% neither agree/neither disagree and 1% of the
employees disagreed.

INTERPRETATION: Almost 50% of the employees that they have a best friend in the
organization

11 Did someone at work talked to you about your process?

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Frequency Percent Valid Cumulative

Percent percent
Highly Agreed 13 18.6 18.6 18.6
Agree 37 52.9 52.9 71.4
Neither agree nor Disagree 15 21.4 21.4 92.9
Dis –agree 3 4.3 4.3 97.1
Highly –Disagree 2 2.9 2.9 100.0
Total 70 100.0 100.0

40

35

30

25

20 Series 1
Series 2
15 Series 3

10

0
Highly agree Agree Neither agree Disagree Highly disagree
nor disagree

ANALYSIS: From the analysis 18% highly agree and disagree and 52% agreed that
someone at work talked to them about their progress,21% were neither agree/neither
disagree and 2% of the employees disagreed.

INTERPRETATION: Almost 52% of the employees agreed that someone at work talked
to them about their progress only 2% of the employees disagreed.

12 did you get opportunities in the organization to learn and develop?

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Frequency Percent Valid Cumulative

Percent percent
Highly Agreed 13 18.6 18.6 18.6
Agree 24 34.3 34.3 52.9
Neither agree nor Disagree 19 27.1 27.1 80.0
Dis –agree 11 15.7 15.7 95.7
Highly –Disagree 3 4.3 4.3 100.0
Total 70 100.0 100.0

30

25

20

15

10

0
Highly agree Agree Neither agree nor Disagree Highly disagree
disagree

ANALYSIS :From the analysis it shows that 18% highly agreed and 34% agreed that
they get opportunities in the organization to learn and grow, and 27% neither
agree/neither disagree and 15% disagreed to the above.

INTERORETATION: Almost 34% of the employees agreed that they get opportunities
in the organization to learn and grow and only 15% of the employees disagreed.

13. Are you ready in work in the organization in the coming two years?

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Frequency Percent Valid Cumulative

Percent percent
Highly Agreed 10 14.3 14.3 14.3
Agree 19 27.1 27.1 41.4
Neither agree nor Disagree 38 51.4 51.4 92.9
Dis –agree 4 5.7 5.7 98.6
Highly –Disagree 1 1.4 1.4 100.0
Total 70 100.0 100.0

40

35

30

25

20

15

10

0
Highlyagree Agree Neither agree nor Disagree Highlydisagree
disagr

ANALYSIS: From the analysis 14% highly agree and 27% agree that they are willing to
work in the organization for 2 more years, 51% were neither agree/neither disagree,5%
were disagree and 1% of the employees were highly disagree.

INTERPRETATION: Almost 51% of the employees neither agree nor disagree to

continue with the company for 2 more years and 27% of the employees agreed.

14 will your recommend employment at your company to your friends?

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Frequenc Percent Valid Cumulative

y Percent percent
Highly Agreed 12 17.1 17.1 17.1
Agree 17 24.3 24.3 41.4
Neither agree nor Disagree 31 44.3 44.3 85.7
Dis –agree 8 11.4 11.4 97.1
Highly –Disagree 2 2.9 2.9 100.0
Total 70 100.0 100.0

35

30

25

20

15

10

0
highly agree agree neither agree nor dis-agree highly-disagree
disagree

ANALYSIS: From the analysis 17% highly agree and 24% agree that they would
recommend employment at this company to their friends/ others and 44% were neither
agree/ neither dis-agree, 11% disagree and 2% highly disagree for the above.

INTERPRETATION: almost 24% of the employees agree that they would recommend
employment at this company to their friends /others and 44% were neither agree/neither
dis-agree and only 2% of the employees highly disagree.

15 Will you employees put extra effort to help their company succeed.

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Frequency Percent Valid Cumulative

Percent percent
Highly Agreed 38 54.3 54.3 54.3
Agree 29 41.4 41.4 96.7
Neither agree nor Disagree 1 1.4 1.4 97.1
Dis –agree 1 1.4 1.4 98.6
Highly –Disagree 1 1.4 1.4 100.0
Total 70 100.0 100.0

40

35

30

25

20

15

10

0
highly agree agree neither agree nor dis-agree highly-disagree
disagree

ANALYSIS: From the analysis 54% highly agree and 41% agree that they are willing to
give extra effort to help the company succeed ,1% were neither agree/ neither dis-agree
and 1% disagree.

INTERPRETATION: Almost 54% highly agree that are willing to give extra effort help
the company succeed and only 1% disagree.

CHAPTER- 5

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FINDINGS

The general population are the most imperative resources and through their capacities
and utilization of their insight, APOLLO HOSPITALS has possessed the capacity to
keep up the administration position in the business sector .

The Human Resources Department of APOLLO HOSPITALS has authorization to lead

reviews identified with worker well being employee engagement and hierarchical
behaviours for the advancement of the representatives in the association.

“The Engagement of the worker is a critical variable of the thought for each association
for the flourishing and respectability of the association for the flourishing and
respectability of the association “.

Fulfilled gifted work force is in the way instrumental in making hierarchical progress. In
the event that a representative is not fulfilled in any of the elements which are essential,
former and unavoidable like great and secured work , working environment , pay ,
appropriate and compelling interpersonal correspondence among all the level of
association, extent of advancement , enlistment arrangement , prize and examination
framework , associations discipline, preparing office , entertainment office , complete
comprehension of the work , objectives and qualities , choices making strategies then
they will feel de persuaded to work and the association won’t get the sought yield even
from the best worker working inside of it.

As such, job disappointment prompts mental withdrawal, dispensary visits, poor and
emotional wellness, poor execution, lower appeal pf the occupation and truancy, which
drives them to discover open doors somewhere else, where they can profit a superior
employment that can fulfil everything their needs.

 From analysis we can say that, employees of APOLLO HOSPITALS know the
expectations of the organisation from their work, they get enough resources to do
their work, they get enough resources to do their work and they have
opportunities to do best everyday.
 Employees working here feel that manager seems to cares about them, where
their opinions seem to count.

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 Majority of the employees feel that their company mission in important for their
job, and they do have opportunities to develop further skills in their carrer.
 Analysis shows that employees working here would recommend employment at
their company to their friends since they feel physically safe in the work
environment, and also they are ready to give extra effort for the company succeed
 Employees feel that APOLLO HOSPITALS provides training to help them get
other higher positions within the organisation, and they feel proud to tell that they
work for his company.
 People working in this organization suggest that recreational activities such as
theme days, picnics etc should be held to make them look forward to work.
 Employees are even opportunity to freely approach team leader with problems
where they feel overall satisfaction with the organization.
 Employees feel de-motivated for their pay for the work they perform which
brings down the internet of the employees to continue their career with the
company further.
 They feel that proper appreciation has to be given for the good work they perform
in front of the other employees and customers too.
 Employees have to be provided with other proper facilities inside the
organization.
 Employees have best friends at work who encourages their development.
 As per the data tabulated and anylysis, it can be seen that employee engagement
at APOLLO HOSPITALS are satisfactory and it can be maintained.
In this way, these components in the long run help the division and the
administration to make legitimate move in future for the wellbeing, inspriration,
fulfilment and advancement of the representatives working inside of it from the
human relations and authoritative conduct perspective.

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SUGGESTIONS

Employee engagement is the popular expression term for worker corespondence .it is an
uplifting state of mind holded by the representatives towards the organisation and its
qualities. It is quickly gaining the popularity, use and significance in the working
environment and effects association from numerous points of views. Worker engagement
underscores the significance of correspondence on the achievement of business. An
organisation ought to in this manner perceive workers more than whatever other
variable, as intense givers to an organizations focused position. In this way,
reprensentative engagement ought to be a nonstop procedure of learning, change,
estimation and activity.

Research thinks about having therefore made a commitment in including an

extra “P” to the 4Ps of showcaseing i.e. product, price, promotion, and now people to the
blend .

From the exploration, it is clear that for the larger part of the representative engagement
level is high and are content with their work, aside from the pay given by the
administration .association can use this data to edge HR strategies in order to evade this
marvel. These are the accompanying HR activities.

 Stratagy to allocate singular ventures to youthful officials who invigorate them

and keep locked in.
 Avoid giving assignments which are substandred in nature and should be possible
by lower qualify worker as well.
 Employees must be given additional officers.
 Attractive pay and execution based motivators on all levels in associations.
 Organise a few exercise like, games, musical occasions, challenges and so on
every once in a while a worker inspires change to show there consult qualities.

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APOLLO HOSPITAL,BENGALURU

CONCLUSION:

Employee engagement is a measurable degree of an employee’s positive or negative e

emotional attachment to their job, colleagues and organization which profoundly
influences their willingness to learn and perform at work. Thus engagement distinctively
from satisfaction, motivation, cultural, climate and opinion and very difficult to measure

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APOLLO HOSPITAL,BENGALURU

BIBLOGARAPHY

 K. ASWATAPPA: HUMAN RESOURCE MANAGEMENT

 P. SUBBA RAO: HUMAN RESOURCE MANAGEMENT

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APOLLO HOSPITAL,BENGALURU

QUESTIONNAIRE
Dear Respondents ,

I am doing a project of Employee Engagement in APOLLO HOSPITALS . I request you

to kindly cooperate in answering this Questionnaire.

1 Do you know the expections of your organisation from your work?

A. Highly Agree
B. Agree
C. Neither Agree/ Neither Dis-agree
D. Dis-Agree
E.Highly Dis-agree
2 Are the resources available for you to carry out your work?
Highly Agree
Agree
Neither Agree/ Neither Dis-agree
Dis-Agree
Highly Dis-agree
3 Will you get opportunities to give out the best in your day to day work?
A. Highly Agree
B. Agree
C. Neither Agree/ Neither Dis-agree
D.Dis-Agree
E. Highly Dis-agree

4 Did you receive any reward from the organisation for giving your best at the job ?
A. Highly Agree
B. Agree
C. Neither Agree/ Neither Dis-agree
D. Dis-Agree
E. Highly Dis-agree
5 Does the manager work, seems to care about you as a person?
A. Highly Agree
B. Agree

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APOLLO HOSPITAL,BENGALURU

C. Neither Agree/ Neither Dis-agree

D. Dis-Agree
E. Highly Dis-agree

6 Do you get motivation from the other employees for your development in the
organisation?
A. Highly Agree
B. Agree
C. Neither Agree/ Neither Dis-agree
D. Dis-Agree
E. Highly Dis-agree

7 Do your opinions seem to count at work?

A. Highly Agree
B. Agree
C. Neither Agree/ Neither Dis-agree
D. Dis-Agree
E. Highly Dis-agree

8 Do you feel that your company mission is important for your job?
A. Highly Agree
B. Agree
C. Neither Agree/ Neither Dis-agree
D. Dis-Agree
E. Highly Dis-agree

9 Will you get opportunities to improve your skills in the career?

A. Highly Agree
B. Agree
C. Neither Agree/ Neither Dis-agree
D. Dis-Agree
E. Highly Dis-agree

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APOLLO HOSPITAL,BENGALURU

10 Do you have a best friend in the organisation?

A. Highly Agree
B. Agree
C. Neither Agree/ Neither Dis-agree
D. Dis-Agree
E. Highly Dis-agree

11 Has someone at work talked to you about your progress in the last 6 months ?
Highly Agree
Agree
Neither Agree/ Neither Dis-agree
Dis-Agree
Highly Dis-agree

12 Do you get opportunities in the organisation to learn and develop?

A. Highly Agree
B. Agree
C.Neither Agree/ Neither Dis-agree
D. Dis-Agree

E. Highly Dis-agree

13 Are you ready to work in the organisation in the coming years?

A. Highly Agree
B. Agree
C. Neither Agree/ Neither Dis-agree
D. Dis-Agree
E. Highly Dis-agree

14 Do you recommend employment at your company to your friends/others?

A. Highly Agree
B. Agree
C. Neither Agree/ Neither Dis-agree
D. Dis-Agree
E. Highly Dis-agree

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APOLLO HOSPITAL,BENGALURU

15 Are you willing to give extra effort to help your company succeed ?
A. Highly Agree
B. Agree
C. Neither Agree/ Neither Dis-agree
D. Dis-Agree

E. Highly Dis-agree

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