Rationale behind acquisition of Columbia Asia and Vikram hospitals
The rationale for the acquisition of each Columbia Asia and Vikram hospitals had been 2 or 3 key areas to be lined. One, after all, was to broaden our footprints to a a lot bigger space within the nation, to broaden the geography that we cowl and to broaden the affected person base that we cowl. Between these two acquisitions, we now have now reached 28 hospitals overlaying 14 cities. That is the primary rationale behind each these acquisitions.
Secondly, the core to each these transactions had been the individuals. Each, Columbia Asia and Vikram hospitals had highly-trained scientific groups, good nursing employees and technicians and an excellent administration group. So, when such a big group comes collectively, together with the unique group at Manipal hospitals, we are able to leverage this intensive scientific group throughout the community. For instance, for anyone who was solely practising in Manipal earlier or solely in Columbia Asia earlier, these clinicians can now follow throughout the built-in community of hospitals. So, individuals can entry their abilities whether or not in oncology, organ transplant or sophisticated area of interest type of procedures, now we are able to attain it to the affected person throughout a a lot wider geography.
Thirdly, with the size comes a number of synergies. And you understand whether or not it’s when it comes to our potential to acquire higher, our potential to leverage the expertise that we now have beneath the administration aspect higher, so these synergies are additionally out there. So, this bigger platform, the bigger community helps us use our scientific group higher, our administration skillset higher and on the identical time catering to a a lot wider viewers.
Learnings and adaptation from Covid-19
The main studying from the pandemic was the necessity for the hospitals to be adaptable. When COVID-19 hit us, the necessity for various sorts of oxygen beds, or HDU (excessive dependency unit) beds, or ICU (intensive care unit) beds, went up, to start with, then they fluctuated. Completely different individuals required totally different sorts of therapy and due to this fact assist infrastructure. So, one key studying, after all, is for the hospital to be adaptable and versatile, we can’t sooner or later have a hardwired type of a facility, the place we are saying out of 300 hospital beds 100 or 50 are ICU beds.
I feel individuals want fungible infrastructure, which may operate as excessive dependency or ICU beds generally and return to regular beds later. I feel that is one adaptability that’s required. Secondly, the digital functionality of hospitals. Provided that social distance and different wants would proceed for the longer term, individuals could not wish to journey an extended distance for well being care, so digital routes to entry well being care is one thing that hospitals must consider both by retrofitting every time required or factoring within the design while you assemble new hospitals in order that digital routes and digital adaptabilities are one thing that you could be require. These are the 2 key learnings.
The third, after all, is for the multidisciplinary group to operate. Covid has taught us that totally different specialities have to come back collectively, significantly because it was an unknown virus and totally different specialities needed to come collectively to battle it. So even within the design of the amenities sooner or later. We require fungibility between specialities and talents for the docs to come back collectively and work. So, these learnings are what we should always carry residence from an infrastructure perspective. One, after all, is that we had to make sure that we transformed all our hospital beds with oxygen provides in order that we would not have a state of affairs the place oxygen provide shouldn’t be out there to any mattress. We had been capable of create short-term isolation rooms and create short-term unfavourable strain type of engineering options. Thirdly, creating extra ICU beds or HDU beds in a short while. These are the few issues we might do. We had been additionally capable of run a short lived hospital exterior our facility. When the second wave peak hit us, we had run off the bed utterly. We might convert different non-hospital areas just like the motels into scientific areas. So, these are among the examples from inside Manipal hospital that I might inform you.
Manipal Hospitals: Future plans
We might as Manipal hospital wish to construct on the present power that I clarify to you earlier, about 28 hospitals and 7300 beds that we now have. We might wish to broaden to newer territories both to cowl a contemporary space or go deeper right into a geography that we’re already current. For instance, Kerala is a market territory that we’re keenly fascinated with as a result of it’s within the adjoining territory to Karnataka the place we’re current in excessive power. Equally, in Andhra Pradesh, we now have a hospital in Vijayawada, we might wish to be there in Vizag, and Hyderabad as properly. These are the markets that we might look into as contemporary territories. The second possibility that I talked about goes deeper into a spot the place we’re already current. NCR, the place we now have three hospitals, we might wish to have 2 extra amenities. Calcutta the place we now have one facility now, we might wish to broaden our presence. So, these are among the markets or territories of significance for us and we’d work to getting our presence enhanced in these locations.