Published April 2021

Ab out the Rep ort

This report contains information and validation about Apollo Hospital Group’s sustainable and
responsible business strategy and operations. It covers material sustainability factors that could
influence the value we create for our stakeholders. The scope of the report is financial year ending
March 2020 and the data contained herein reflects this period.

Co nt e nts
Message from the Chairman 2

Who we are 6 Human Capital — our Bedrock 67

The DNA of our Brand. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Our Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Our Footprint. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
The Apollo Way . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Talent Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
Labor Relations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Diversity & Inclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Sexual Harassment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Health and Safety. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
S u s ta i n a b i l i t y
Report
Our Response to the
Novel Coronavirus – Covid-19 15
Caring for the Environment 74

Climate Change. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
Our ESG Priorities 18
Water Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

2020
Stakeholder Engagement . . . . . . . . . . . . . . . . . . . . . . . . . 19 Energy Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
ESG Materiality Assessment. . . . . . . . . . . . . . . . . . . . . . . 21 Waste Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Green Design and Construction . . . . . . . . . . . . . . . . . . . . 83
Promise to our Patients 22

Quality of Care and Patient Safety. . . . . . . . . . . . . . . . . . 23 Our Governance Practices 84

Responsible Procurement. . . . . . . . . . . . . . . . . . . . . . . . . 38 Board of Directors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Customer Relationship Management. . . . . . . . . . . . . . . . 44 Remuneration Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Access to Healthcare . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Risk Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
Business Ethics and Compliance . . . . . . . . . . . . . . . . . . . 94
Patient Privacy & Cyber-Security 50 Internal Controls. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Information Security. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Enterprise Security. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Stepping into the Community 96

Harnessing Technology & Innovation to

Enhance Patient Care 58 Affirmations & Recognitions 106

Cutting-edge Technology to Enhance Patient Care. . . . 58 National and International Awards & Recognition. . . . 114
Apollo Clinical Innovation Group (ACIG). . . . . . . . . . . . . 65
 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Message from the Chairman  ª  Sustainability Report 2020 |

orthopedics, neurology, gastroenterology, and

transplants. Today our Group has matched The Apollo Hospi-

M ess age from t he Cha i rm a n or surpassed notable institutions across the

world in several important criteria, including
tals Group is the only
global institution with
patient volumes and clinical outcomes. Our presence in every fac-
3 Es, Empathy, Excellence, and Experience, et of the healthcare
make us one of the largest and most trusted
eco-system, encom-
healthcare providers globally.
passing preventive
health and wellness,
Environmental, Social and Governance factors
first hospital in Chennai in 1983 was a burning
have always been fundamental to the way we
diagnostics, curative
passion to bring healthcare of international health, pharmacies,
run our business. Our framework for keeping
standards to every Indian. This was our mission retail health, tele-
the nation healthy includes our patients,
and driving force. Today we have grown from
employees, the local communities, corporates, health, home health,
that one hospital to 71 across the length and
the disadvantaged and underserved, and medical education and
breadth of India without losing sight of that
the environment. Several of our initiatives skill development, and
mission. It has influenced our strategy and
shaped our growth story over the years. Very
over the years in these areas underscore our over 3,700 pharmacies
few would have believed at the time, that we
business purpose. and 956 neighbor-
would one day reverse the trend of Indians hood clinics.
The Business Roundtable, USA, has only
going abroad for medical care, and instead
recently taken a broader, more complete
draw people from around the world to our
view of corporate purpose. They recommend
hospitals for treatment in cardiology, oncology, Our foremost duty is to deliver safe and
that companies should focus on creating
exceptional service to our patients. This
long-term value for all their stakeholders
– the best-run companies, they say, put the commitment defines and drives all our
Our approach to healthcare is shaped by one Our  approach  to customer first. Since the set-up of the first activities, whether clinical or operational. It
powerful truth — that life is Priceless. The healthcare is shaped hospital in Greams Road Chennai in 1983, our ultimately determines our financial health as
value we place on the miracle of human life by one powerful truth Hospitals have been delivering value to all our well. We are uncompromising in the standards
is our defining legacy and it inspires us to – that life is Priceless. stakeholders. We always adopt a Patient First of ethics, clinical excellence and patient safety
stretch our boundaries to the maximum, while The value we place approach in our medical practice and through which we follow in our hospitals. Industry
providing us the moral compass to do things accreditations and certifications which our
on the miracle of hu- innovation and clinical excellence, give them
as best as we possibly can for our patients. world class clinical care. We compensate our hospitals have received stand testimony to
man life is our de-
employees fairly, treat them with dignity, and our quality of care. Our clinical protocols and
fining legacy and it
Our core values are built around the three pillars support their development through training pathways have proven best in class outcomes.
inspires us to stretch
of Clinical Quality, Service Excellence, and programs. We respect the people in our Tender Loving Care, which is our signature
our boundaries to the
Technological Prowess. The Apollo Standards communities and through several initiatives and a revolution in caregiving, makes our
of Clinical Care (TASCC), which is a review of
maximum, while pro- hospitals warm and friendly for patients and
support their health and wellbeing. We protect
care against stringent quality criteria, aims to viding us the moral the environment by embracing sustainable their families.
enhance patient care and outcomes. In the last compass to do things practices across our businesses. And we are
thirty six years, our hospitals have touched as best as we possibly committed to generating long-term value for I have always been outspoken about how
the lives of several million people in India and can for our patients. shareholders through sustained growth and important early detection and timely treatment
overseas. The rationale behind setting up our strong operational performance. are for long term health and wellness. Poor
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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Message from the Chairman  ª  Sustainability Report 2020 |

nutrition, physical inactivity, long working comprehensive 'preventive' health packages We launched Project Kavach, an integrated
hours, increase in stress levels, and changes that can diagnose, prevent the threat of NCDs Our single most im- response plan that includes modalities for
in food habits, are some of the rising negative and safeguard the health of our people. One portant competitive screening, testing, assessment, isolation,
trends of increased urbanization and lead to does not have to succumb to a stroke, diabetes, advantage is our staff, treatment, monitoring and follow-up. We
various lifestyle diseases - Non-Communicable or increasingly, even to cancer. Health can be comprising doctors, had designated close to 2,000 beds across
Diseases (NCDs) such as diabetes, heart protected and healthcare made affordable by nurses and other em- our hospitals for COVID-19. We set up fever
disease and cancer. Our integrated healthcare simply catching disease early. clinics in 30 locations. We launched our digital
ployees. They best
offerings through increased patient touch healthcare App Apollo 24/7, which connects
embody our values
points and multiple healthcare formats Apollo Hospitals Group is the only global the consumer to us digitally. Within a short
and our Patient First
including digital, have boosted healthcare institution with presence in every facet of three months of the launch, we had 3.7 million
approach to care de- registered users and ~3,200 doctors live on
the healthcare eco-system, encompassing
preventive health and wellness, diagnostics,
livery. None of our the platform. We created an iron curtain,
curative health, pharmacies, retail health, achievements would between COVID-19 patients and non-COVID
Apollo’s integrated telehealth, home health, medical education have been possible patients in all our hospitals so that safety was
healthcare offerings and skill development, and over 3,700 without their dedicat- not compromised. We also separated staff,
through increased pharmacies and 956 neighborhood clinics. ed service. Our ability including doctors and nurses and housed them
patient touch points Our clinical excellence is underpinned with to generate long-term separately. We ensured that our facilities were
and multiple health- superior technology in every discipline, sustainable value for completely safe to carry out normal medical
care formats includ- comparable to any hospital in the world. Our our stakeholders is in- and surgical procedures.
ing digital, have en- most recent addition, the multi-room Proton cumbent on our skills
abled greater access Centre in Chennai serves patients not just in The effects of the pandemic will linger on the
to cater to the needs
to quality healthcare. India, but also from other countries where this economy for some time. Through these tough
of our patients and
treatment is not available. times and moving into the future, our single
the communities in
most important competitive advantage is our
which we operate.
Driven by the commitment we give our staff, comprising doctors, nurses and other
availability. It has made it easier for people to patients, that we will strive to give them employees. They best embody our values and
pursue wellness, schedule heath checks, and the best possible care, we keep pace and our Patient First approach to care delivery.
seek early treatment if needed. It allows us to invest in the latest medical technology for Centers addresses the healthcare needs of over None of our achievements would have been
participate in multiple stages of the patient diagnostics and treatment. We also ensure 60,000 Panchayats. We piloted our efforts in possible without their dedicated service. Our
care process resulting in better outcomes that our systems and processes are optimized population health and well-being in Aragonda ability to generate long-term sustainable value
and an enhanced value proposition for the and updated with the latest advances in village in Chittoor district (AP) in 2013 to fight for our stakeholders is incumbent on our skills
patient. Most important, 'on-time' care arrests information technology. Our digital strategy the onset of Non-Communicable Diseases. to cater to the needs of our patients and the
complexity of an ailment. is therefore strong and effective, increasing The initiative, Total Health, provides "Holistic communities in which we operate. It inspires
patient outreach and access, while enhancing Health Care" for the community, starting from us to nurture an inclusive workplace where
Health, disease, and disability are dynamic customer experience and loyalty. We have thus birth, into childhood, adolescence, adulthood the best talent from diverse backgrounds can
processes which begin long before individuals been able to create innovative service delivery and in the later years of life. work together and grow.
realize they are affected. Preventive Health models for primary, secondary, and tertiary
Checks help one take measures for disease care through initiatives like TeleHealth and When the COVID-19 pandemic erupted globally Stay safe. Stay Healthy.
prevention, as opposed to disease treatment TeleMedicine. Our partnership with the State in the month of March 2020, we worked closely
and is a key feature of wellness. NCD Government of Andhra Pradesh in a PPP model with the Government of sixteen states where Dr. Prathap C. Reddy
related deaths are preventable. We offer to set up 164 Electronic Urban Primary Health our hospitals are located, to fight the scourge. Executive Chairman, Apollo Hospitals Group

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Who we are  ª  Sustainability Report 2020 |

To bring healthcare of
W h o we a re international standards
within the reach of every
individual. We are committed
to the achievement and
maintenance of excellence in
The largest private healthcare services provider in India, our geographic education, research, and
footprint now includes 71 hospitals across 55 specialties. The first Apollo healthcare for the benefit
Hospital was established in Chennai in 1983, giving us an experience of 36 years of humanity.
in patient care. Our offerings span the entire value chain of healthcare services
and are delivered through different entities with their own specialist experience.
Together they form India’s largest integrated healthcare ecosystem.

The DNA of our Brand

The Apollo logo remains firm at the heart of our brand. Every element of the logo is emblematic of a
core value of the Apollo Group.
Our Mission
Our Conviction
The Flame denotes
Light of Hope – We believe in people. We believe that every single human
the fact that Apollo
ignites hope in life is priceless beyond measure. We believe that prevention
millions of patients is better than cure, but if it hasn't been prevented, we will
and their families
leave no stone unturned in our quest to cure it. We will
strive to the utmost of our ability to provide to each and
The Face denotes
The Torch denotes
every Indian the highest quality healthcare. We will inspire
the all-important
our mission as people to treat their bodies with care. Every single member
Human Aspect – it
Torch Bearers – of the Apollo staff will treat visitors to our hospital not as
represents the Tender
we are the pioneers
Loving Care rendered patients but as family. No case will be given up without a
of health care
to customers
fight. Nobody will walk out of our doors without a smile.
We are Apollo and we believe that
The Hand represents
our Healing Touch – Life is Priceless
it stands for the
personalized patient
care provided by all
our hospitals
Live Healthy, India
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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Who we are  ª  Sustainability Report 2020 |

Our Footprint The Apollo Way

~53% * ~ 41% * ~ 6% * At the top end our focus remains steadfast on clinical, service and execution
of Consolidated of Consolidated of Consolidated
Revenues Revenues Revenues excellence. The cornerstone of the people at the ground level is team spirit, the
community and fail proof delivery. The Apollo Way is the natural outcome of the
Largest hospital Largest pharmacy Leading retail health- efforts at the two ends of the spectrum.
network in India platform in India care network in India

Beds Hospitals
Primary Clinics 148

Owned 8822 45 Clinical Service Execution

376 6   outlets excellence excellence excellence
Day Surgery/
CRADLE
530 21 Sugar Clinics 25
across Medically Known for Patient Care Through The Apollo Family Value for Money
90 9 5 Clinical Excellence Service Excellence
Managed

21   states Œ Œ Centres of Excellence Œ Œ Patient Care Plan Œ Œ Clinician Engagement Œ Œ Case Mix
Total 10261 71 Dental Clinics 64 ΠΠOutcomes ΠΠWard as a unit ΠΠBest places to work ΠΠCommunication of
ΠΠQuality-Systems & ΠΠContinuum of Care ΠΠACP РMedical Value
(Tertiary, Super Specialty & Secondary Care) and Protocols Community ΠΠResource utilization
ΠΠLeading in Technology ΠΠInnovation
Birthing Centres –
4   union territories “CRADLE”
12
Volumes Revenue Costs
Employed +
“Fee for service” Doctors Margins
11000+ Spectra Facilities 15
Annual
Fact Based
How Operating Team Focus on the 100%
Data–Led
We Work Plan & Spirit Community Delivery
Nurses Discussions
Tool Kits
Diagnostic
1 30 0 0 + Centres
650

Shared
Continuous Respect,
What we Preventive Purpose Research &
Paramedics Learning & Rewards &
Believe in Healthcare “Life is Innovation
5000+
Dialysis Centres 42 Priceless”
Development Recognition

Digital Transformation

Healthcare Services Pharmacy Distribution Other Businesses

8 *  Including proforma for Kolkata (50% holding), Delhi (22% holding) and Medics Lucknow (50%) whose Revenues are not consolidated under Ind AS due to joint control. 9
 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Who we are  ª  Sustainability Report 2020 |

Centers of Excellence (COEs)

We make concerted efforts on an ongoing basis to enhance clinical excellence,

and embrace innovative processes and technologies. We have, as a result, been Cardiac Sciences OrthopAedics
able to produce better outcomes for our patients, earning their trust while
enhancing our brand credibility.

~375 ~300
We have dedicated Centers of Excellence for several key specialties and clinicians clinicians
across network across network
superspecialties. These COEs are unique in terms of their service spectrum and
are spread across the various Apollo Hospitals locations.

10,000+ 6,500+
heart surgeries in Joint Replacements in
FY20 FY20

Cardiac Sciences OrthopAedics Neuro sciences Oncology Transplant Emergency

Services Services
offered at offered at
Academics & Research Experience 34 40
A learning institution Trust of several million units units
with focus on patients built with 35 years
Academics & Research of Experience

Key differentiating Clinical Expertise Clinical Expertise

factors for our Minimally Invasive Coronary Artery Bilateral minimally invasive knee surgery
Clinical outcomes Expertise
World class
CoEs Surgery  ª  Mitral Clip  ª TAVI ª  Heart failure ª 3D Robotic knee replacement (Unicondylar)
Expertise of over
outcomes 11000 clinicians
assist devices  ª  Hybrid Procedures  ª Heart ª Cell Therapy ª Small Joint Surgery
comparable to the in 55 specialties Transplant/Heart-Lung Transplant (En-bloc) ª Eazy-AIM — Electronic digital targeting system
best globally ª  Off-pump and beating-heart surgeries ª Rehabilitation
Safety through Centre — ApoKos ª Renaissance Spine
system & protocols Robot ª Joint Navigation
We understand how to keep you ª Robotic rehabilitation – Lokomat
safe as we know that
"Life is Priceless"

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Who we are  ª  Sustainability Report 2020 |

Oncology Neurosciences Transplant Emergency

~225 ~250 19,000+ 106 6

clinicians clinicians transplants since national
across network across network inception emergency number

180,000+ ~1,400
Radiotherapy Fractions
35,000 Solid Organ Transplants 200,000
70,000+ in FY20
emergency
Chemotherapy Cycles Neuro surgical
Busiest Solid Organ footfalls
discharges in FY20
250+ Transplant Program in the
world since 2012
annually

Bone Marrow Transplants

Services Services Services

offered at offered at offered at 24-hour
emergency
18 38 21 service
units units units

Clinical Expertise Clinical Expertise Clinical Expertise National Emergency Network

Robotic surgery  ª  Limbo salvage Micro – Neurosurgery ª Complex Spinal Haemodiafilteration ª Everling Single number access to pioneering emergency
surgery  ª HIPEC ª TACE ª RFA Surgeries/Minimal Access Spine Surgery ª Liver Transplants in very small infants (<5kgs) services across the country
ª  Bio bank  ª Cancer ª Surgery for Spinal Cord Tumors ª Surgery ª Multi-organ/Small bowel transplants
genetics  ª  Liquid biopsy  ª  Vaccine therapy for Acute Head Injury and Spinal Injuries ª ABO incompatible transplants
ª  Immunotherapy and targeted therapy
Air Ambulance
ª  Stroke prevention / Stroke treatment ª Transplants in individuals with Situs
ª Epilepsy Surgery ª Skull Base Surgery Fixed wing aircrafts and helicopters to fly in
ª  Surgery for Parkinson’s disease ª  Neuro- patients on demand from remote corners
Endoscopic Surgery for Pituitary Tumors/CSF Leaks
ª Endovascular Coiling of Aneurysms/ Vascular
Malformations ª Vertebroplasty

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | ESG Impact Report 2021 |

Institute of Infectious Diseases O u r R es p o n s e to th e

The COVID-19 outbreak has shown us that infectious diseases should be handled with skill and
specialized care. We have therefore established the Apollo Institute of Infectious Diseases, a
N ov el  C o r o n av i r u s – C ovi d-19
CoE with a comprehensive service offering. The Institute focuses on diseases that are caused by
a pathogen, such as a virus, bacteria, fungus or parasite, which are infectious. These diseases
are contagious and have the potential to spread amongst the population. Covid-19, Ebola, SARS,
Tuberculosis, H1N1, Measles, Chicken Pox, etc., are some of the clinical conditions which fall under
this category.

Special clinics offer consults related to Infectious Diseases in all Apollo Hospitals & primary care We are proud to be a partner in the nation’s fight against the pandemic
formats and can be easily scheduled at the click of a button from an individual mobile phone by contributing our facilities, healthcare services – doctors, nurses, and
through the 24/7 App without visiting a hospital. A round of tests are used to evaluate the risk to paramedics, medical equipment, training facilities, and medicines. We tried, as
any infectious disease and relevant advise is given. The tests and evaluation can also be conducted
at the convenience of a patient’s home.
far as possible, to keep people out of the hospital through Out Patient consults,
Stay I, and Home Care. We are proud of the courage and tenacity demonstrated
by our health practitioners, health workers and support staff who have been the
real backbone of all our efforts.

Screening &
Immunization Shoulder to shoulder with State and Central Governments

Testing Our infrastructure and healthcare resources proved compelling in the country’s fight against
Education & the pandemic. Across our network we worked closely with State Governments and the Central
Research Government to tackle the pandemic. Project Kavach included preventive measures, online self-
assessment for risk, testing, isolation/quarantine rooms, to treatment, hospital beds, and ICU
facilities for critically ill patients.
Servic es
Our partnerships with several hotel chains and other organizations helped us to set-up quarantine
Rendere d Treatment
facilities in Hyderabad, Chennai, Mumbai, Kolkata, Bengaluru and Delhi. The partnerships pooled
Surveillance ~5,000 isolation rooms across the cities in proximity to our hospitals.

The diagnostic laboratories in several of our hospitals were authorized by the Indian Council of Medical
Research to conduct COVID-19 tests in India. Apollo 24/7 has a round-the-clock doctor helpline and
Corporate
Products online consultation with Apollo certified doctors. We had dedicated more than 2,000 beds for the
Consultation & Services
(Support & Education) treatment of COVID-19. Additionally, our hospitals supported an initiative by the Medical Council of
India and Telemedicine Society of India to sensitize and train doctors around the country for deploying
tele-health services on a wide scale to meet the healthcare needs of people during the crisis.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Our Response to the Novel Coronavirus – Covid-19  ª  Sustainability Report 2020 |

Project Kavach The Approach

To augment the various initiatives of the Government, we launched ‘Project Kavach’ with a mission
dedicated to identify, fight and defeat the pandemic COVID19 with clinical expertise, and an
overarching multi-level, multi-stakeholder involvement to help India overcome the scourge.

Apollo Kavach, signifying the armoured shield to protect us from this deadly disease, is a
comprehensive and integrated response plan by the Apollo Group, which consists of 3 robust
sections (defined as rings). These rings address all aspects of COVID19 from information,
assistance, healthcare service delivery, screening, assessment, testing and readying the ΠΠDriving Information & Awareness
infrastructure for isolation, quarantine, and treatment (as per Government directives). ΠΠEncouraging Physical Screening
ΠΠEnabling Digital Screening
ΠΠEnsuring Care Continuum
INFORMATION EDUCATION

Information & Awareness Round the clock Helpline Apollo 24/7

ŒŒ Credible and expert information ŒŒ 1860 500 1066 ŒŒ Online Doctor consultation
ŒŒ Compliant to Govt guidelines ŒŒ Engaging with stakeholders ŒŒ Online booking of medicines
ŒŒ Multi-channel ŒŒ Online booking for diagnostics Œ Œ Enhancing protocol
ŒŒ Multi-Stakeholder ŒŒ Doorstep delivery of medicine driven testing capabilities
ŒŒ Multi-lingual ŒŒ Doorstep sample collection
TELEMEDICINE

ŒŒ Online reports Œ Œ Increasing accessibility

ŒŒ Clinical preparedness and via fever clinics
COVID-19 Scan 3700+ pharmacies cross-sectional training ΠΠEnsuring Isolation stays

ACTION AND FUTURE RESEARCH

ŒŒ COVID risk assessment tool available to ŒŒ Across 21 states
download from Google play store, ŒŒ Home delivery at medically supervised
Apple store

DATA COLLECTION FOR

accommodations
ΠΠProviding support to
vulnerable patients
Testing
ŒŒ Certified centres for swab testing
ŒŒ Drive-through testing at select cities
ŒŒ Report available online
ŒŒ Home testing

Treatment
ŒŒ Specialized & dedicated team in treating
UPDATING PROTOCOLS

Fever clinic Infectious disease

ŒŒ Specialized clinics ŒŒ International Infection control protocol
ŒŒ Infectious disease experts ŒŒ Close to 2,000 dedicated beds
ŒŒ Screening of patient with Flu like symptoms ŒŒ Isolated quarantine treatment facilities which are Sample initiatives
ŒŒ Multi-location away from the main unit
ŒŒ High quality PPE for
hospital personnel
ŒŒ Appropriate stocking of required consumables and
disposables
Stay I
ŒŒ e-ICU service to monitor patients in remote acute
ŒŒ Social impact initiative for Isolation care
care using Telemedicine
ŒŒ Medically sanitized individual rooms across the country
ŒŒ Advanced treatment intensive care
ŒŒ All clinical protocols driven by Apollo Ecostsyem
ŒŒ Research education data analytics
ŒŒ 24/7 Clinical monitoring
ŒŒ Support to Government
ŒŒ Round the clock e-Consult
ŒŒ Door step delivery of Medicine, Sample collection
ŒŒ Door step delivery of F & B in contacteless tamper proof packing

SCALING Apollo Corona E-book Corporate Handbook COVID19

https://bit.ly/2UNE0Mi https://bit.ly/2W0pznt

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Our ESG Priorities  ª  Sustainability Report 2020 |

Stakeholder Engagement

Our ESG Priori t i e s Our stakeholders are very important to us. We remain committed to their interests and aim to grow
in a transparent and accountable manner. Engaging with our key stakeholders and the materiality
process will help us decide which issues to focus on in order to mainstream sustainability into
our operations. We have defined specific roles in key departments to address concerns of our
stakeholders in a satisfactory and timely manner.

Apollo Hospital’s Sustainability Report has been developed in line with the
principle of materiality, as described in the Global Reporting Initiative (GRI) Government
Local
Standards and with reference to materiality as set out in the Sustainability & Suppliers
Communities
Accounting Standards Board’s (SASB) framework for the Health Care Delivery Regulators
industry. We reviewed what is relevant for our Company and our stakeholders
and also analysed global reporting frameworks. We have ranked a list of ESG
topics of importance to the Company and key stakeholders. Lastly, we also
identified relevant UN Sustainable Development Goals (SDGs) for each topic that
is addressed in this report largely covering equitable healthcare of international Business Our Major
Investors
standards for all people in the country, health and well-being as a way of life, and Partners Stakeholders
developing a scalable model for holistic community development. These align
closely with our business objectives and impact. This subjective assessment
is based on a qualitative assessment and is not based on any formal financial
or legal definitions of materiality. We will review a list of the most relevant
ESG topics on an annual basis to ensure they are consistent with the current Patients
Healthcare
Employees & their
priorities of our stakeholders while also continuously improving our practices Professionals
Families
and disclosures.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Our ESG Priorities  ª  Sustainability Report 2020 |

Mode of Engagement with Key Stakeholders

ESG Materiality Assessment
Key Primary
Mode of Engagement
Stakeholders Engagement Team

Patients & Guest Relations We measure patient experience rather than satisfaction

their families Department among both in-patients and out-patients through our
VOC process to truly understand what we can do better.
Structured in partnership with Gallup World Wide, it
captures qualitative & quantitative feedback on 27 ŒŒ Affordability of Healthcare ŒŒ Quality of Care and
attributes across all patient touch points in the units. Patient Safety
ŒŒ Access to Healthcare

Major (3)
ŒŒ Patient Privacy, EHR and
ŒŒ Customer Relationship
Cyber-security
Employees & Department of We connect with our employees and healthcare Management
Healthcare Medical Services, professionals through Satisfaction Surveys, Grievance
Professionals Nursing & Human Redressal, Open Forums, Various Committees, Emails,
Resources Journals and Meetings. We also organise special event

Impact on Key Stakeholders

celebrations within departments.
ŒŒ Diversity and Inclusion ŒŒ Labour Relations ŒŒ Doctor Credentialing

Significant (2)
ŒŒ Community Development ŒŒ Employee Health & Safety ŒŒ Technology and Innovation

Investors Company Engaging with our investors is very important for us. ŒŒ Employee Training & ŒŒ Good Governance
Secretariat, Other than the Annual General Meeting, we interact in Talent Development
Finance & Investor Meets, Investor Conferences, and also through ŒŒ Business Ethics and
Investor Conference Calls. Compliance
Relations
ŒŒ Climate Change ŒŒ Waste Management ŒŒ Procurement

Moderate (1)
ŒŒ Water Management
Business Partners Marketing, We engage with our suppliers and vendors through
& Suppliers Procurement Creditors’ Meetings, One-on-one meetings and Annual ŒŒ Energy Management
& Projects meets. We encourage Redressal of Grievances through
ŒŒ Green Design and
Department emails and ensure appropriate action is carried out.
Construction

Moderate (1) Significant (2) Major (3)

Local Corporate Social Our engagement in the community takes many
Communities Responsibility forms through various CSR activities. Community Impact on Apollo Hospitals’ success
Team & Meetings, Awareness Programs, Free Camps, Impact
HR Department Assessment Initiatives, and Skill Development, are some
pertinent examples.

Government & Legal Among other things, our Legal Department and the
Regulators Department, Company Secretariat spearheads interactions with
Projects & regulators, attends Hearings and other meetings, and
Company raises MoU’s, and takes the lead for all initiatives for Public
Secretariat Private Partnership with Regulators.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

Quality of Care and Patient Safety

Pro mise to ou r Pat i e nt s The combination of some of India’s best specialists, clinical excellence, superior
technologies, state-of-the-art medical equipment, and our signature service
process, Tender Loving Care, has allowed us to offer our patients superior care in
diagnostics and treatments while helping us achieve improved health outcomes.

Our patients form the fulcrum upon which we serve and fulfil our purpose.
We focus on understanding their needs which is extremely important to us in
defining our healthcare delivery strategy; one that will enhance their experience n uncompromis
e remai ing
W
while ensuring highest standards of care and safety. We ensure we achieve this u r q u a l i t y p r ac t i c e s
in o W
on the bedrock of outstanding clinical and service excellence.

eo
ge

ffe
ed

r di
e
ng-

nc

ac

ffer
ha

ros
utt i

s
me
o en

entia
s ou
tc o
We invest in c
technology t

r f ac i l i t s

ted patient care

clinical ou
Materiality topics covered in this section

ie
ŒŒ Quality of Care and Patient Safety

ŒŒ Procurement and Supply Chain

r
ou
We
ŒŒ Doctor Credentialing

rk
ma

are
h
es enc

s
to

ard
ŒŒ po We b s

r
Customer Relationship Management t ie n si me
co

nd
pa
ve t a
nt s o our out l  st
ŒŒ Affordability of Healthcare ’ ne
o na
eds
n at i
inter
ŒŒ Access to Healthcare

ŒŒ Patient Privacy, EHR and Cyber-security

We will We will We will We will We will We will

treat you do whatever it value your personalize your be regular and care for you
with respect takes to restore right to privacy care according open in our regardless of race,
and dignity your health and safety to your needs communications color, nationality,
and wellbeing with you religion, age or
gender

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

Quality of Care
Apollo Quality Program
Clinical Excellence
The AQP was started in December 2010 to implement patient safety practices in all Apollo
The Apollo Standards of Clinical Care (TASCC) Hospitals irrespective of the accreditation status. It covers five broad areas: Safety during Clinical
We ensure our processes and measurement of outcomes are standard across all our hospitals. Handovers, Surgical Safety, Medication Safety, the Six International Patient Safety Goals of JCI and
Through a systematic review of care against clearly defined criteria TASCC aims to improve patient Standardisation of Minimum Content of Medical Records. Compliance levels have shown an uptrend
care and outcomes. TASCC comprises six components that include clinical dashboards ACE 1 and year-on-year.
ACE 2, Apollo Quality Plan (AQP), Apollo Mortality Review (AMR), Apollo Incident Reporting System
When there is an incident or concern regarding quality appropriate action is taken based on a
(AIRS) and Apollo-Critical-Policies-Plans-and Procedures (ACPPP).
Root Cause Analysis of the issue. If the issue is one of its kind or if it requires changes at the hospital
level, then it is discussed in the quality huddles and meetings and remedial steps are implemented at
all locations.

TA S C C Key Performance Indicators

ACE  1 & ACE 2

Clinical balanced score card Parameters involve complication rates,
25   Clinical –▶mortality rates, one-year survival rates,
Quality Parameters infection rates & ALOS after major procedures;
RACE compared with international benchmarks. CLINICAL OPERATIONS QUALITY
Balanced score card for COEs
Clinical Outcomes - Patient Satisfaction Safety Culture
ACE 1 & ACE 2 like Net Promoter
Scores Incidents &
25 policies covering clinical care, Mortality Sentinel Events
ACPPP –▶ nursing care, managerial processes & Process Outcomes
Apollo Clinical Policies, Plans & Procedures infrastructural requirements. Alos Trainings
Process Efficiency
Monitoring Systems
AMR Standardised methodology of identifying
deaths in a hospital with potential to have
Infection Indices like TAT DSAT & CSAT
Apollo Mortality Review–▶resulted from an error through trigger criteria.
Medication Facility Safety
Systematic peer review through a checklist &
AIRS categorisation to identify preventable deaths.
Management Indices
Apollo Incident Undesired Outcomes &
Reporting System –▶Mechanism for tracking incidents that pose a
safety risk to patients. Variations

We monitor and evaluate clinical, operational, and quality care indicators through data collected
20  Parameters AQP Programme for standardisation of processes
for clinical handovers, medication safety, from three key sources:
Monitoring Dashboard Apollo Quality Programme –▶ surgical safety, patient identification,
verbal orders, handwashing compliance & ŒŒ the department
falls prevention.
ŒŒ patient feedback
ŒŒ feedback from internal customers, teams of doctors and nurses

Data is collected through medical records (e.g., on infection control) and incident reports.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

Centralized Post- Apollo Instant

Discharge Calling Feedback System Apollo Clinical Excellence
Average TASCC Scores - Group A Scorecard – ACE 1 and ACE 2
All patients are contacted 72 hours post The user friendly Apollo Instant
discharge to get transparent feedback Feedback System captures feedback at
which can facilitate continuous service the moment of service through 200 or Patient safety as evidenced through metrics
improvements and innovation. All calls are more android devices placed conveniently captured in the ACE and RACE surveys
recorded and directed to the relevant units in easy-to-access locations across the under parameters like Infection Rates
for proper action and service recovery. hospital network. and Medication Errors, are benchmarked
with leading hospitals in the world.
310 430 438 439 453 453 453 We follow this as standard practice across
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 all our hospitals and it is critical to our
Patient satisfaction rates (FY20) clinical outcomes.
Maximum achievable score: 500
Attributes Satisfaction %
The weighted scores for outcomes are colour
Overall satisfaction 96%
coded green, orange and red according to
Taste & Quality of Food 97% performance with the highest achievable
Average TASCC Scores - Group B
Overall Satisfaction with Nursing Care 97% cumulative score capped at 100. Data collection is
Waiting time for Admission 98% standardized across all hospitals and is uploaded
every month. Quarterly, half yearly and annual
trends are analysed. Action taken for parameters
falling in red are submitted quarterly by all
Net Promoter Scores (FY20) hospitals and reviewed by the Board.

The scores reflect our patient experience and satisfaction during their hospital 227 250 254 289 356 367 367 Apollo Gleneagles Hospital, Kolkata, reporting
stay. The feedback is captured through survey questionnaires. The responses 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Group A parameters, Apollo BGS Hospitals,
Mysore, reporting Group B parameters and
peg the hospitals from 0-100 with 100 being the top score.
Maximum achievable score: 400 Apollo Reach Hospital, Karaikudi reporting
Group C parameters had the highest scores and
50 were declared ACE 1 Champions. They were
40 60
awarded trophies and cash prizes.
70 Average TASCC Scores - Group C
30
Group Annual Average ACE 1 Scores
4*
25*
20

80
10

90

189 209 232 251 311 322 334

6*
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 72 75 80 80 80 82 85 86 86 88

Maximum achievable score: 400 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
100
0

* Signifies number of hospitals within that range of NPS scores

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

Clinical Outcomes

Our relentless focus on clinical excellence helps us achieve exceptional clinical

Door to CT or
outcomes in our various Centres of Excellence; ones which match or surpass MRI time in Door to CT or 45 32.01
international standards. The Apollo Hospitals Group was the first corporate Stroke in the MRI time in Internal Apollo
stroke in ER minutes minutes
hospital in India to start benchmarking and monitoring clinical performance. Emergency Room

We have been measuring outcomes from 2005. These sample outcomes show
Name of Parameter Benchmark Reference 2019-2020
how we measure against best-in-class industry benchmarks.

Complication rate
post Coronary Complication
Intervention [after rate post Cleveland
coronary 2% Clinic 2013 0.20%
an Angioplasty intervention
Catheter
procedure]
Related Blood Stream Catheter
National
0.58
Name of Parameter Benchmark Reference 2019-2020 Infection (CR-BSI)
Related Blood
Stream Infection 1 Healthcare Safety per  1000
Network 2012 central line
(CR-BSI)
days

Name of Parameter Benchmark Reference 2019-2020

Average Length
of Stay (ALOS) in
ALOS post 2.5 US National 2.69
the hospital post angioplasty Average 2011
days days
Angioplasty

Name of Parameter Benchmark Reference 2019-2020

Ventilator
Associated Ventilator
National
0.73
Pneumonia
Associated
Pneumonia 0.9 Healthcare Safety per  1000
Average Length of Network 2012 ventilator
(VAP) (VAP)
Agency for days
Stay (ALOS) in the
ALOS post THR
4.2 Healthcare
Research &
3.98
hospital post Total Name of Parameter Benchmark Reference 2019-2020
days Quality US days
Hip Replacement (2012)
surgery
Name of Parameter Benchmark Reference 2019-2020

Complication rate Catheter Related

post Total Knee Urinary Tract National
0.65
Replacement surgery
Complication
rate TKR 0.60% CIHI 2016 0.00% Infection (CR-UTI)
Catheter related
UTI (CR-UTI) 2 Healthcare Safety per  1000
Network 2012 catheter
days

Name of Parameter Benchmark Reference 2019-2020 Name of Parameter Benchmark Reference 2019-2020

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

A Focus on Wellness ProHealth Program

Cardiovascular diseases, cancers, chronic respiratory diseases, diabetes and other NCDs account
We believe life is Priceless and healthy living is a must for individuals. Our healthcare ecosystem for about 40% of all hospital stays in India. Preventive health management allows us to detect and
makes it easy for the consumer to manage lifestyle and embrace wellness. tackle risks before they manifest. About 80% of mortality is preventable with early detection and
proper management. Regular health check-ups help control the silent but deadly NCDs, helping a
person stay healthy and productive.

Preventive Health & Wellness Apollo ProHealth is a first of its kind, holistic and comprehensive health program powered by pHRA
(personalised Health Risk Assessment) and enabled by artificial intelligence. ProHealth empowers
Health is a state of complete physical, mental and social well-being. Leading a healthy lifestyle and individuals with actionable health analytics, helping them eliminate or reduce health risks through
being focused on Preventive Health are important for a long and healthy life. A preventive health appropriate clinical and lifestyle interventions. ProHealth is driven by technology but brings a
checkup can nip disease before it becomes a serious illness. Preventive care includes routine human touch in the form of a personal health mentor.
wellness exams, screenings, and immunizations that can prevent illness or other health problems.
A Preventive Health Checkup aims to identify and minimize risk factors in addition to detecting
illnesses at an early stage when chances for treatment and cure are better. Integrating various touchpoints in the Apollo Healthcare ecosystem to
Preventive Health is an important patient offering in our healthcare delivery chain. According to create a seamless and integrated preventive care continuum.
WHO, Non-Communicable Diseases (NCDs) — diabetes, cardiac diseases, respiratory disorders,
and cancer, account for nearly 60% of deaths in India; specifically, 26% of deaths in the 30 to 70
age group. But NCD related deaths are preventable. We offer comprehensive ‘preventive’ health
packages that can diagnose and prevent the threat of NCDs and safeguard the health of our people.
` `Health Goals ` `Health Coaching
` `Diagnostic Tests ` `Preventive Care
One does not have to succumb to a stroke, diabetes, or increasingly, even to cancer. Health can be ` `Speciality Consultation ` `Disease Management
protected and healthcare made affordable by simply catching disease early. This is the value we ` `Lifestyle Modifications
bring to our patients through our preventive health programs. ` `In-hospital ` `Physician Consultation
Annual
guided navigation
Condition ` `Diagnostic Checks
Health Check ` `Dynamic queuing Management ` `Medicines

450,000 Number of Healthchecks done

FY20 Doctor Patient
Feedback Follow-up

Number of community healthchecks SAMSUNG Apollo Mobile Health Clinic

306,839 done as part of outreach efforts, through
An innovation that takes healthcare to the
FY20 3292 ‘Community Outreach Programs’
doorstep of all, especially to those who do not
have access to quality healthcare services,
especially in remote geographies.

22 Mn The Mobile Clinic is fitted with state-of-the-art

Health Checks equipment to screen all major NCDs, facilitating
completed early diagnosis and detection of lifestyle
as on date diseases like diabetes, heart, hypertension,
obesity, chronic lung disorders etc.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

Patient Safety The infection control program is an important aspect of patient safety and is
coordinated and executed under the leadership of the Head of Infectious Diseases.
Our patient safety goals are fully aligned with the International Patient Among their many responsibilities, they oversee and direct the Infection Control
Safety Goals. Program and advise the hospital administration on infection control activities
of the hospital. In executing environmental and staff surveillance, they monitor
dialysis unit standards where applicable, quality control of disinfectants and
ŒŒ Identify patients correctly with 2 identifiers — Name and UHID
also study antibiotic sensitivity, making recommendations for antibiotic use.
The infection control nurses report and work in close association with the Head
ŒŒ Ensure effective communication: of Infectious Diseases.
ƒƒ Critical Lab Values — A routinely asked test which has an abnormal value
ƒƒ Critical Tests — A test that requires urgent communication of results to the doctor, i.e, Ward procedures are designed to limit the spread of infection, but patients suffering from
normal or abnormal communicable diseases, or patients who are at special risk of acquiring infections, require certain
modifications to their management including executing isolation procedures when necessary.
ƒƒ Handover Communication — Effective handovers between doctor to doctor, Nurse to Nurse
These are designed to prevent the transmission of microorganisms amongst patients, hospital staff
between shifts will be evaluated for effectiveness
and visitors. Though isolation presents some disadvantages to the patient and the hospital, it is
necessary to balance the disadvantages of isolation against the various hazards of communicable
ŒŒ Ensure safety of high alert medications — those with red colour caution sticker on them — and
disease and determine the degrees of isolation. Each clinician owns the responsibility of protecting
also that standardized protocols are followed for electrolyte replacement therapy, whether
the patient or preventing the spread of infection to other patients and staff.
adults or children. The High Alert Medications list is reviewed annually by the Hospital’s Drug
and Therapeutic Committee.
The drug and therapeutic committees together with the infection control committee establishes
ŒŒ Ensure correct site, correct procedure, and correct patient for surgery together with adherence guidelines for antibiotic use. Although the prompt initiation of antibiotics to treat infections has
to check lists as per hospital policy: been proven to reduce morbidity and save lives, there is need to ensure that their use is necessary
ƒƒ Safe procedure check list for all invasive procedures and appropriate. Patients who are unnecessarily exposed to antibiotics are placed at risk for
ƒƒ Safe surgery check list for all Surgical procedures serious adverse events with no clinical benefit. The misuse of antibiotics has also contributed
to the growing problem of antibiotic resistance, which has become one of the most serious
and growing threats to public health. There is a link between antibiotic use (or abuse) and the
ŒŒ Reduce the risk of health care associated infections
emergence of antibiotic resistant bacteria causing hospital-acquired infections. A growing body
of evidence demonstrates that hospital based programs dedicated to improving antibiotic use,
ŒŒ Reduce and prevent patient falls to alleviate the risk of patient harm
commonly referred to as “Antibiotic Stewardship Programs (ASPs)”, can both optimize the treatment
of infections and reduce adverse events associated with antibiotic use. These programs help
clinicians improve the quality of patient care and improve patient safety through increased infection
cure rates, reduced treatment failures, and increased frequency of correct prescribing for therapy
and prophylaxis. We have instituted a Policy on Antibiotic Stewardship in the Hospital Infection
Control Program.

Our hospitals develop, implement and test emergency preparedness to respond to the presentation
of global communicable diseases. We ensure availability and appropriate use of gloves, masks, eye
protection, other protective equipment, soap, and disinfectants when required. Hand hygiene is the
single most important factor in the prevention of cross infection. The recommendation for hand
hygiene is based on 2009 WHO guidelines on hand hygiene in health care settings.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

360 Degree Review

Apollo Incident Reporting System (AIRS) Our 360 Degree Review is a self audit mechanism which measures compliance in the following areas
– Clinical, Quality, Non-Clinical, Risk Management and Financial. It serves as a peer review process
The online AIRS, which tracks all incidents that pose a safety risk, did not report non- since the auditors are process owners in other hospitals. The cumulative scores are integrated into
compliance in FY20 with regulations concerning safety of products and services. Training the Annual Operating Plan and have a bearing on the performance evaluation of the Unit.
programs that stress quality and service safety measures are conducted for members of all
units annually.
Objective

To ensure there is To identify and To continuously To spot behaviors An early

100% compliance prevent any upgrade quality that exhibit warning system
with the Annual fraudulent or processes, ensuring insufficient – a forensic root
Operating unsafe practices, we achieve best-in- knowledge, cause analysis
Apollo Hospitals is one of the busiest solid organ transplant centres in the world. Genetic matching
Plan – ground and address patient class outcomes negligence, and mechanism
(HLA/DNA tests) are done between spousal donors with children to establish authenticity of
implementation specific concerns misrepresentation
relationship. Sample collection for these tests is done under camera. Marriage certificate for the of information
spousal relationship is verified with the issuing authority.

A certificate that places the onus of responsibility for the documents submitted to the transplant
A strict scoring process monitors compliance to the plan. The 360° Audit checklist has over 10,000
committee is obtained from the recipient/donor and signed by them under camera during the
parameters spread over different themes like Clinical Excellence, Nursing Excellence, Service
Transplant Committee meeting. A dedicated Transplant Cell has been created to undertake the
Excellence, Quality, Operations Excellence, IT, HR, War on Waste, Finance, Marketing and COVID
responsibility of document submission, verification, and compliance with the law.
Management Protocols. Sample sections and themes of the 360° review are shown below.
Biometric validation of the patient (recipient) and donor is done at three levels — at the time of
interview with the Authorisation Committee, admission of the donor, and at the time of surgery. Sections
If necessary forensic and legal experts are brought in for consultation. Video recordings of Theme 1: Clinical Excellence
the interviews, counselling of the donor, recipient, and next of kin is done by the Transplant Functioning of committees
Coordinators in the Transplant Cell. The verification of the authenticity of documents (donors/
Feedback of Consultants on the functioning of committees
recipients/next of kin) is done by specialised security agencies as and when required. Regular
Transplant
audits are also conducted by external agencies to maintain and strengthen compliance.
Theme 2: Nursing Excellence
Overall theme compliance
Theme 3: Service Excellence
Ward as a Unit
For knee and hip replacement implants, we have rigour in the product selection process. FDA
Patient interviews
approval, CE certification and DGCI approval of products and implants are the basic minimum
requirement for an item to be included in our ‘approved’ list. Before introducing a new implant,
clinical studies pertaining to the product are evaluated for its aptness and safety for the patient. Audit Process
We also obtain group-wide physician product ranking for shortlisting the items for potential use. ŒŒ Different themes are divided among Five Surveyors (Clinical, Non-Clinical, Risk Management,
We have a mechanism to receive periodic feedback about the quality of the product/implants and Finance and Quality) as per their expertise and experience.
this is monitored at the Central Purchase Unit. Product recall and a tracking mechanism is in place
ŒŒ The audit includes data validation, compliance to various rules and regulations, accreditation
across all our group hospitals.
standards, facility rounds, internal and external customer interaction etc.

The audit report is shared with the Unit with a time bound closure date for remedial actions.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

Clinical Governance Committees and Meetings

We conduct clinical governance meetings to promote collaboration between Clinicians and Unit
Leadership thereby aiming to ensure high standards of clinical care and service performance. This Frequency
also provides the Clinicians an opportunity to have a greater say in the day-to-day management of Committee (at least) Function
the Unit. About 30% of Clinicians are members of the different Committees which are functional in Drug and Therapeutics Quarterly Œ ŒRecommend policies on medication management in the organization as
almost every hospital, both accredited and non-accredited ones. Committee per the medication management plan
Œ ŒReview Hospital Formulary and incorporate or delete drugs as necessary
Frequency Œ ŒReview audits of medical prescriptions, right dosage, drug
Committee (at least) Function interaction, etc.
Œ ŒReview medication errors and adverse drug events and near misses, and
Mortality Review Monthly Œ ŒReview all death cases during the month that require investigation advise corrective actions
Committee #, 1 Œ ŒAudit cases of unexpected deaths Œ ŒReview compliance to medication management
Code Blue Quarterly Œ ŒLay down policies and procedures for an effective patient Œ ŒReview practices related to prescription, storage, dispensing,
Committee # resuscitation service transcription, administration, monitoring
Œ ŒReview and analyze all cases of code blue Œ ŒReview antibiotic utilization
Œ ŒIdentify any shortcoming in the existing system and ensure Medical Audit Monthly and Œ ŒConduct audit of the clinical management of the case for which
corrective actions
Committee #, 1 As and when complaint has been received
Œ ŒMaintain records on emergencies Œ ŒDeliberate on points raised in the complaint and seek an explanation
Infection Prevention & Quarterly Œ ŒReview prevailing infection control practices Œ ŒRecommend remedial action, lessons learnt
Control Committee # Œ ŒReview infection control data Œ ŒGive recommendation for disciplinary action if required
Œ ŒReduce preventable nosocomial/hospital acquired infections Medical Audit and Monthly Œ ŒConduct audit of the clinical management of the case for which
Œ ŒImplement and review Antibiotics stewardship program* Mortality Review complaint has been received
Committee #, 2 Œ ŒDeliberate on points raised in the complaint and seek an explanation
Quality Steering and Quarterly Œ ŒProvide direction to Quality initiatives
Safety Committee # Œ ŒDefine and track performance of quality metrics in Œ ŒRecommend remedial action, lessons learnt
Apollo Quality Program Œ ŒGive recommendation for disciplinary action if required
Œ ŒDefine and track performance of clinical outcomes - ACE dashboards Œ ŒReview all the death cases falling in category 4 and 5 during the month
Œ ŒImplement and review Apollo Quality Plan 2.0 Œ ŒAudit cases of unexpected deaths
Œ ŒCollaborate on implementing lean processes/WOW Œ ŒClinical Audit Functions
Œ ŒReview the Disaster Management Plan Authorization As and when Œ ŒFor transplant related approvals as mandated by the government
Œ ŒReview all safety related incidents, data Committee for Œ ŒEnsure that there is no monetary transaction involved in organ donation
Œ ŒReview safety audit reports Transplant #
Œ ŒEnsure compliance to the requirements as mandated by law
Œ ŒReview AIRS data, clinical pathways
Œ ŒReview risk mitigation plan Patient Experience Weekly Œ ŒDiscuss patient feedback, NPS, complaints, all service excellence
Committee related initiatives & outcomes
Œ ŒReview mock drills, safety preparedness, initiate corrective actions
Œ ŒEnsure resources for safety Œ ŒDiscuss Root Cause Analysis and Corrective Action & Preventive Action
for each complaint
Œ ŒDiscuss NPS, service excellence initiatives at all major locations
# Committees shall only have Full Time Consultants as members. Others may have Full Time/Part-Time/Visiting Consultants
as members
* Implementation of Antibiotics stewardship program is mandatory for JCI hospitals
1
For JCI Hospitals
2
For NABH & Non-accredited Hospitals
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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

Responsible Procurement Hospital Procurement

Medtech Devices and Consumables

Our procurement decisions are made with a prime focus on "Patient Safety". Nearly 80% of the
composition of the medical devices and consumables are finalized at the Group level after the Procurement
Central Purchase Unit (CPU) takes inputs from all stakeholders – a collaborative approach involving
Physicians, Technicians, Biomed Experts, and Nurses. Our first level of interaction is with the
principal companies & manufacturers or the sole import agents of MNCs.

Only products with established quality standards which fulfill FDA/CE certifications and / or DGCI
approval are considered for use in our group hospitals and only products complying to these standards
are included in our product list (formulary). To ensure continuity of supplies, we have a system where Capital Medical Pharma-
we enroll and engage with a second or substitute supply source, which ensures that if for any reason a Equipment Supplies ceuticals
particular selected product is in scarce supply, the second source will support patient services.

Central Purchase Unit vendors are enrolled only after validation and signing of the Code of
Conduct which ensures ethical practice in Commercial Terms in the Contracts. We have a system
of periodical backward tracking at the unit level to prevent any fake or spurious materials from
entering into our supply chain and this ensures the quality of product supplies at all times. We Product Procurement Purchase
monitor product recall information on an ongoing basis through various sources including FDA and Purchase
technical Vendor verifies price, order and
request raised
ECRI. We follow communications related to patient safety standards and if there is any product evaluation selection vendor terms & receipt of
and approved
recall, the system tracks the same and withdraws it from our supply chain. approval conditions material

Equipment and New Technology Introduction

We follow a capital expenditure budgeting system with a special focus on the introduction of new
technology and replacement of old equipment to ensure leadership in bringing new technology
into the country. We have stringent selection criteria which we follow to ensure standardisation
across our Group Hospitals. In the case of radiation equipment, FDA / CE certification in addition Vendor Performance Tracking
to regulatory requirements such as AERB approvals, are prerequisites while making decisions.
All our Agreements have a special clause that highlights our expectations of standards from our Performance of each vendor is tracked and monitored through periodic vendor rating. Vendors are
supply partners. rated on following four parameters

The training requirement for all levels of users is built into the contractual terms so that only the
right individual with the proper training is engaged in handling the equipment, ensuring patient
and environment safety. After-sales service support and the credentials of the vendor, in addition to
the technical evaluation of the various options available for a particular requirement are important Quality Price Delivery Service Vendor
considerations for making a procurement decision. (40%) (20%) (25%) (15%) Rating

In case of new equipment, the concerned users are involved in the evaluation of the demo
equipment whether on our site or at an installed site overseas. Test certificates and technical
evaluation reports are circulated among our experts for their assessment.
Based on above rating procedure, vendors are categorized into A, B and C class. Ratings are shared
with vendors to optimize their performance.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

Our Accreditations and Certifications Certifications

We have demonstrated our expertise in clinical excellence and have been recognized for best Hospital JCI NABH NABL ISO AAHRPP
practices in hospital management on par with international standards through accreditations and Apollo Hospitals, Chennai (Main)
certifications. Even in those hospitals, which are not as yet certified for an accreditation, we have 9001
ensured that the requirements for these systems are integrated into the design and operations 22000
through policies, guidelines, checklists, and MIS. Apollo Hospitals, Jubilee Hills, Hyderabad

JCI Indraprastha Apollo Hospitals, Delhi

The Joint Commission International Accreditation (JCI) and its Gold
Apollo Hospitals, Kolkata
Seal of Approval is the gold standard in quality and patient safety.
Achieving JCI accreditation has a profound impact on a hospital’s care
8 Blood Bank 22000
delivery and outcomes. There are 2024 measurable outcomes for JCI Institutional Ethics
Committee
accreditation. Eight of our hospitals have JCI accreditation. Hospitals Apollo Hospitals, Navi Mumbai

NABH Apollo Proton Cancer Centre, Chennai

National Accreditation Board for Hospitals & Healthcare Providers
Apollo Hospitals, Ahmedabad
(NABH) is a constituent board of the Quality Council of India, set up
to establish and operate accreditation programmes for healthcare 30 9001
18000
organizations. The board is structured to cater to the much desired
Apollo Hospitals, BG Road
needs of consumers and to set benchmarks for progress of the health
industry. Thirty of our hospitals have NABH certification. Hospitals
Apollo Cancer Institute, Teynampet
NABL
22000
National Accreditation Board for Testing and Calibration Laboratories (NABL) grants accreditation Apollo Hospitals, Bhubaneshwar
to Medical Labs as per International Laboratory Accreditation Cooperation.
Apollo Specialty Hospitals, Madurai

AAHRPP
Apollo Specialty Hospitals, Nellore
Association for the Accreditation of Human Research Protection Program (AAHRPP) accreditation
indicates that the organization follows rigorous standards for ethics, quality, and protection for Apollo BGS Hospitals, Mysore
human research participants. The AAHRPP seal earns a place among the world’s most respected,
trustworthy research organizations. Apollo Hospitals, Noida

Apollo Hospitals, Guwahati

Blood Bank
Entry Level
Apollo Hospitals, Lucknow

Pre Entry Level

Apollo Hospitals, Kakinada

Apollo Specialty Hospitals, Vanagaram

Apollo Children's Hospital

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

Certifications (continued)
Doctor Credentialing
Hospital JCI NABH NABL ISO AAHRPP
Apollo Women's Hospital

Apollo Specialty Hospitals, OMR

Credentialing is the systematic process of reviewing the qualifications of
applicants for appointment to ensure they possess the education, training,
Apollo Medical Centre, Karapakkam
experience, and skill to fulfil the requirements of the position. This ensures that
SHCO the staff members involved in the direct patient care delivery process have the
Apollo Hospitals, Karur
competency and professional suitability to provide quality health care.
Apollo Reach Hospitals, Karaikudi

Apollo Specialty Hospitals, Trichy The credentialing policy also ensures that the hospitals comply with applicable Indian Laws,
the requirements of the Joint Commission International and other certifying agencies and
Apollo Hospitals, Nashik organizations, that relate to the smooth operation of the Hospital with regard to the recruitment
of its professional staff. Other than doctors, this process also includes Nurses and Allied Health
Apollo Hospitals, Vizag New
Professional Staff), all of whom are hired only with relevant Certification, registration and/
Apollo Hospitals, Secunderabad or license that is valid and current. Apollo Hospitals ensures that at least every three years, re-
credentialing is carried out based on the ongoing monitoring and evaluation. As an outcome,
Apollo Hospitals, DRDO consultants’ re-appointment and clinical privileges are continued with or without modification.

Apollo Hospitals, Hyderguda Every unit of Apollo Hospitals also has a privileging process that decides user privileges across a
range of applications for the practitioners. Privileging is a process whereby a specific scope and
Apollo Hospitals, Jayanagar content of patient care services (i.e. clinical privileges), are authorised for a healthcare practitioner by
the healthcare organisation based on the evaluation of the individual’s credentials and performance.
Apollo Hospitals, Sheshadripuram
The Committee has the right to grant, deny, revoke, or suspend specific users privileges.
Apollo Hospitals, Bilaspur

Apollo Hospitals, Indore

Apollo Hospitals, Tondiarpet

Full Level
(Awaiting Final
Assessment)
Apollo First Med Hospitals

Entry Level
(Recommended for
Certification)
Apollo Hospitals, Karimnagar

Entry Level

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

Customer Relationship Management Subsidized Patient Financing

Given that India is not a fully insured market, there are significant out of pocket expenses for a
Affordability of Healthcare patient. For those who are not covered by insurance and want financing, we have tied up with
leading institutions like HDFC Bank, SBI, and Bajaj FinServ, for funding. These institutions
Our facility archetype has been consciously designed to ensure that we serve people across various
provide financing for the patients and also do a subvention on their interest rates to make it more
strata and sections of the society. This is the reason our category of beds varies from the standard
affordable for them, sometimes at 0% interest rate. The EMI initiative covers nearly 200 selected
bed to semi-sharing, twin-sharing, to single room, deluxe room, and all the way up to the suite. The
elective and non-elective procedures. Registration, Consultation, Diagnostics, Pharmacy, and
ICUs, OTs, and the Doctors are however the same for all these categories. We do not differentiate in
Hospitalization expenses can be financed.
the care we give the patients regardless of their choice of bed. This is a big service differentiator for
our hospitals. We have the following policies and guidance notes to provide our patients flexible financing solutions.

The archetype has also developed strong Centers of Excellence in key metropolitan cities, where
we see a significant number of patients coming from other districts, other states in the country and
also from international geographies, in addition to local patients who account for about 50% of the Policy on Policy on Policy on Refund Policy on Guidance Note Guidance Note
patient base. Discretionary Room Discretionary – Billing for – Bill
Discount Upgrade Credit Staff IP and OP Cancellations
Services
Assured Pricing
Recognising that patients would be comfortable with upfront certainty in the cost of treatment
and hospitalisation, we offer transparency and assurance through Assured Pricing Plans for 100+
procedures. We have trained financial counsellors to assist patients in understanding their options In addition to that, to help patients who are not able to make upfront payment for procedures and
and choosing what would suit them best based on their affordability or insurance plan. We do not surgeries, we have forged a successful partnership with ImpactGuru.com, India’s leading healthcare
compromise on our clinical care regardless of their choice, but the services offered may vary. crowdfunding platform. This tie-up enhances affordability for critical illness treatments for the
uninsured and under-insured patients across all segments of the society. Given that social media
crowdfunding is very successful today, this is an important and effective way for people to finance
Operating beds grouping for AHEL - FY 20
medical treatment.

ImpactGuru’s crowdfunding platform has made a big difference in paediatric care, in the treatment
174 42 99 614 2,220 of cancer, organ transplantion, and emergencies. Contributions can be made from within the
country or from overseas on the platform.

Apollo Suite Isolation Room Day Care Deluxe Standard Bed Enhanced Improved
Financial Geographical
Performance Access

`4 Cr+ 250+
1,984 77 1,157 1,014 7,381
Impact Guru’s
Raised by Patients and
contribution
Semi-Private/ ImpactGuru Families
ICU Neonatal Single Room
Twin Sharing
Total
through Benefitted to Apollo’s
Crowdfunding for ESG Objectives
Apollo patients

Enhanced Enhanced
April 2019 – March 2020 Clinical Affordability
Outcomes

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

Service Excellence Ensuring Care Continuum

An important patient touch point in the care continuum, Apollo HomeCare is now operational
Tender Loving Care
in 9 cities in India with a 1000 member team. We have segregated services into distinct
Our signature nursing program is built around compassion, empathy, and differentiated programmes — Home Visit (Transactional Care), Home Nursing (Long term care), Home ICU Care,
patient experience. Mother & Baby Care, Geri Care Services and other supportive care in patients’ homes. These services
are complemented with medical devices and equipment, rental services, and support services like
investigations at home, and medication delivery.

Globally During these trying times we have supplemented community healthcare infrastructure in the
Benchmarked
20 nursing indicators that support clinical excellence and are critical to patient safety and outcomes
were selected from the world’s best organizations and implemented across the Group, contributing country by establishing a contactless care program even at some remote locations in India. We have
Nursing
Indicators
towards greater outcomes in COEs and giving the organization a competitive edge in clinical excellence. deployed a robust, monitored home isolation program focusing on healthcare needs, mental health,
lung rehab, and treatment of issues like loneliness during home isolation. We have been able to
accomplish this because of the rapid adoption of technology by patients and a paradigm shift in the
consumption of healthcare through the use of technology.

Standardization 65 basic SOPs have been created

of Basic in collaboration with nursing 65 important patient touch points have Shifts of Home Physiotherapy
Standard heads across the Group and are Communication been identified and scripts created
Nursing care
+0.6Mn +0.1 Mn Sessions
Operating institutionalised. We focus on Scripts for standardizing communication with
Procedures evidence-based best practices to patients.
(SOP) support patient safety.
Patient care
Lives Touched +0.18Mn +0.95 Mn Episodes

Nurses worked on six sigma green Hours of Home Transaction

We have procured simple gadgets like belt projects to enable cost reduction, Nursing Care
+7.5 Mn +0.16 Mn Visits
Safety War on Waste
Devices
Self Retracting Lancets that support & Operations
elimination of waste and improve
nursing staff safety. operational processes aligned to
patient care and satisfaction.

Digital Nursing and eMAR are being

The Uber based Porter Management
piloted in a few key locations.
System by ICEGEN Solutions addresses
EMR & Successful adoption will eliminate
PORTZO delays and improves response times
e-MAR the transcription process for nurses,
when patients request wheel chairs
saving time and to a large extent even
and trolleys.
medication errors.

We have launched many new initiatives to optimize efficiency and allow nurses to focus on patient
needs rather than be distracted by non-core tasks.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Promise to our Patients  ª  Sustainability Report 2020 |

Access to Healthcare Bringing Healthcare Closer to the Consumer — Apollo Health and
Lifestyle Limited

Partnering in Patient Care — Standalone Pharmacies ‘Retail’ in healthcare means creating opportunities for a clinical encounter in a space other than in
the hospital. The philosophy of ‘Retail Healthcare’ is to meet the consumers’ healthcare needs right
Pharmacies form an important part of ensuring patient care. Apollo Pharmacy is India’s first and where they are. The growing interest among a large section of the population in maintaining good
largest organized, branded pharmacy network. It has been a key market player in this segment for health and being medically fit, supports a seamless healthcare delivery format which not only treats
over two decades. We aspire to stay relevant in the community by helping the consumer in their minor illnesses within a relaxed environment rather than in a hospital, but also offers options for
journey towards good health and wellness. prevention and wellness. These changing consumer preferences combined with their demand for
Apollo Pharmacy, with outlets in key locations across India, is accredited with International Quality convenience and flexibility, and the increased use of technology have successfully influenced our
Certification. We offer genuine medicines round-the-clock through our 24-hour pharmacies. transition to retail healthcare. Multiple formats and touch-points provide ubiquitous access to the
Keeping the wellness of our consumer in mind, we have now enhanced our offerings extensively to consumer. These locally relevant spaces are primarily focused on vaccinations, patient education,
include a wide variety of wellness products in addition to the traditional pharmaceutical products. health checks, diagnostics, specimen collection and reports, day surgeries and aftercare, injections
Alongside we have built an effective supply chain with strong distribution channels. We follow and in-person and tele consultations. They include primary care clinics, specialized birthing
stringent protocols when it comes to the stocking of drugs for our pharmacies and ensure that all centres, single specialty clinics, primary health centres, dialysis centres, and diagnostic chains,
unused drugs are sent back to suppliers three months before expiry. We also offer home delivery apart from dental and daycare formats.
of medicines.

ŒŒ Multi specialty clinics that ŒŒ 148 centres

Added Closed Total extend Apollo’s expertise to the
neighbourhood
426 88 3,766
FY20
ŒŒ Expertise across specialties ŒŒ 15 planned surgery centres
ŒŒ 431 room beds

~400  cities / towns  across ŒŒ 1700 surgeries / month

FY20 Presence
21  states &  4  union terriroties ŒŒ B2C focused pathology business; ŒŒ 650 centres
Hub-and-spoke model.

26,000  people serving ŒŒ Provides treatment solutions for ŒŒ 25 clinics

Diabetes
~450,000  customers a day 365 x 24 x 7

ŒŒ Women and children focused hospital ŒŒ 95 NICU/PICU beds

ŒŒ 12 centres ŒŒ 530 deliveries/month
ŒŒ 205 room beds ŒŒ 80 IVF cycles/month

ŒŒ Dialysis services ŒŒ 42 centres

ŒŒ 340 room beds
ŒŒ 15700 sessions/month

ŒŒ Combination of stand- ŒŒ 64 clinics

alone, in-hospital & in-clinic models. ŒŒ 121 chairs

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Patient Privacy & Cyber-Security  ª  Sustainability Report 2020 |

Pat ient Privacy & We have acquired necessary certifications which attest to the safety and privacy of our patient
data. AHEL has been certified by Information Security Management System ISO 27001:2013 which

Cy b er-Se curity provides a set of standardised requirements for an Information Security Management System
(ISMS). The standard adopts a process-based approach for establishing, implementing, operating,
monitoring, maintaining, and improving our ISMS (Information security management system). AHEL
is on a proactive AI enabled privacy and security monitoring system. We have had zero incidents
thus far. Our internal auditors have conducted penetration and vulnerability tests for all our public
facing properties. We have also integrated our hospital ID interface with NDHM and they have
certified our security compliance.
We are uncompromising in our practices when it comes to patient privacy,
protecting patient data, and cyber-security. Amongst 13 global peers, AHEL Information Security – ISO 27001 Framework
stands on the 86th percentile for information security best practices. We are
singular in this distinction amongst hospitals in Asia.

Apollo Security Protection Layers ISO 27001 is a

global standard ΠΠ14 Control Areas
on Information
Security ΠΠ34 Control Objectives
Standards, Manuals 1 Management ΠΠ114 Control Points
Po Systems (ISMS)
Proximity cards, personnel, li c
2 ies Information
Fire safety, power backup ,P Compliance Security
ro Information Policies
ce
Anti spam, ATP, URL filtering, ud Security Aspects Organization of
3 of Business Information
Firewall Ph
re
Continuity Security
ys
s,
an
Information
Pe Human
ic

ATP 4
d
Security
ri
al

Aw

Incident Resource
In t

AN
Security
m

er
ar e

Management
et

na

PL

DO
er

ATP, Patch Management, Logging 5 l

nes
Ne

Ho Supplier Asset
t wo

Access control, Whitelisting, Relationship ISMS Management

6
st

App
rk

Menu permission li
ca

System
tio

AC
D

K
DLP, Encryption 7 Asset

EC
Acquisition,
n

T
at

Control

CH
Development &
a

Maintenance
In Depth Defense Layers
Communications Cryptographic

Data Privacy Security

Operations Physical &
Security Environmental Apollo
The information Security Management System applies to the Health Information infrastructure of Security
Hospitals
Data Centres located at the Apollo Hospitals and the supporting activities viz. IT Support, Medical
Enterprise
Records Management, HR, Admin and Facility Management. Limited
This ensures that all information handled by the Healthcare fiduciary, particularly information certified since
on safe handling of patients and sensitive Healthcare Data is maintained at the highest level of 7-Sept-2016
industry standard.
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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Patient Privacy & Cyber-Security  ª  Sustainability Report 2020 |

Apollo Enterprise Security Maturity Model SAFE

SAFE is Security Assessment Framework for enterprises from Lucideus that embeds AI and ML
algorithms for effective threat management, which is both proactive and reactive. SAFE enables
ISO/IEC 27001:2013 Controls: an organization to predict cyber breaches in their environment while contextually aggregating
ŒŒ Total Controls 114 signals from existing cybersecurity products, external threat intelligence and business context.
This data is fed into a supervised Machine Learning Bayesian Network-based breach likelihood
ŒŒ 105 Actively Managed – Wave 1 complete
prediction engine that gives scores, prioritizes actionable insights and the Dollar Value Risk, the
organization is facing. There has been no violation of patient privacy rights or Data Security over the
last 5 fiscal years.

Wave 2: SAFE Technology Controls

ŒŒ Total Controls 305 SAFE Score Achieved
ŒŒ 251 Being Implemented – EDC – March 2022 Accepted Failed Not Applicable

SAFE Quality – Combination of ISO 27001, HIPAA,

NIST, and GDPR 4.20
Total Controls: 305

Qualified

Electronic Health Record – EMR Adoption Model

We are here and aim
to reach Level 5 in HIMSS Analytics developed the EMR Adoption ModelSM in 2005 as a method for evaluating the
the next 18 months Managed
progress and impact of electronic medical record systems for hospitals in the HIMSS Analytics®
Measured (Level 5)
Database. Hospitals can review the implementation and utilization of information technology
Implemented (Level 4) Management applications and track progress in completing the eight stages (0–7). Stage 7 represents an
Procedure (Level 3) Determine the of control advanced electronic patient record environment, paperless healthcare environment and capability
Policy (Level 2) effectiveness of implementation
Implementation of for meaningful healthcare information exchange within local and/or international medical
(Level 1) controls through based on
Existence of standard operating communities. AHEL stands at Level 6.
testing on a quantitative metrics
documented procedures to
Existence continuous basis
of current operating procedures all applicable
organizational rather than yearly
documented or processes
units audit
security policies developed from the
or standards in Information security
Apollo Hospitals
the organization policies or guidelines
achieved
information and its applicability to
organizational units
HIMSS STAGE 6
security program
in 2013

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Patient Privacy & Cyber-Security  ª  Sustainability Report 2020 |

We have been awarded Level 8 in the Digital Health Most wired by College of Healthcare Measures taken for Data Security
Information Management Executives (CHiME). Only 13 hospitals out of a sample size of 30,500
Microsoft Defender for Office 365 safeguards against malicious threats posed by email messages,
hospitals across the world have been recognized at Level 8. Organizations in levels 7 and 8 meet the
links (URLs), and collaboration tools. Multi-factor authentication increases the security of
criteria for being designated as Most Wired. These organizations deploy technologies and strategies
user logins for email and cloud services above and beyond just a password. With Multi-Factor
(e.g., population health/cost-of-care analytics, HIEs/integration engines, and patient portals)
Authentication for Office 365, users are required to acknowledge a phone call, text message, or an
to help them analyze their data towards achieving meaningful clinical and efficiency outcomes.
app notification on their smartphone after correctly entering their password.
Telehealth is one such example. At Apollo we have enhanced reach and advanced population
healthcare through Telehealth.
Compliance to 3 International Standards

The only
hospital in
Asia Pacific that
received Level 8
Award in FY21
ISO 27001:2013 NIST SP 800-53 R4 HIPAA Administrative ...

Apollo Hospitals
Most Wired
Overall Level 8
2578
control measures
Total Participants validated
Worldwide
30,000

Training on Cyber Security and Data Privacy

Different trainings are provided to management and all employees on information security
awareness at different intervals. Employees are given training towards acquiring Cyber Security
Strategist Certification - Provided by Data Security Council of India (DSCI), which is the de facto
security body of NASSCOM and MEiTY. Training is also provided on Cybersecurity and Privacy by
SAFE Me, Lucideus. SAFE Me is a cybersecurity assessment platform, where employees can learn
the essentials of cybersecurity through video courses. Email and Data Security Awareness training
is provided by Microsoft. They also train on Data Protection and Advanced Threat Protection for the
cloud environment.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Patient Privacy & Cyber-Security  ª  Sustainability Report 2020 |

Management Information Security Forum (MISF)

The MISF undertakes the following activities:

MISF plays a key role in achieving information security objectives with respect to 'Confidentiality', ŒŒ Ensuring that information security goals are identified, organizational requirements are met and
'Integrity', and 'Availability'. The MISF structure ensures: are integrated in relevant processes.
ŒŒ Higher management involvement
ŒŒ Initiating plans and programs to maintain information security awareness on a continuing basis.
ŒŒ Segregation of duties
ŒŒ Ensuring adequate resources are available for information security when required.
ŒŒ Allocation of responsibilities to individuals
ŒŒ Accountability ŒŒ Ensuring that the implementation of information security controls is coordinated across all
AHEL locations in scope.

ŒŒ Reviewing and approving Information Security policies and overall responsibilities.

The MISF comprises the following members and the information security responsibilities for these ŒŒ Monitoring significant changes in the exposure of information assets to major threats.
members are clearly defined below:
ŒŒ Reviewing and monitoring major security incidents; and

ŒŒ Authorizing any new information processing facilities after

Business Designation MISF Role ƒƒ Ensuring all appropriate information security controls are implemented.

ƒƒ Reviewing the facility to ascertain if it meets the security requirements as mandated

Chief Information Officer-Group Chairperson
by ISMS.
Vice President CISO
ŒŒ Approving major initiatives to enhance information security.
Chief Risk Officer Chief Risk Officer
ŒŒ Reviewing the effectiveness of the implementation of the information security policy.
Director of Medical Services IS Team Member
ŒŒ Providing clear direction and visibility to management with respect to security initiatives.
GM- Operations IS Team Member

GM - Safety and Engineering Lead Internal Auditor

Assistant Manager - IT Information Security Lead

The MISF identifies the need for internal or external specialist information security advice, and
DGM - QSO IS Team Member reviews and coordinates results of the advice throughout the organization. The MISF meets at least
once a quarter to assess the security requirements of the Company. The Review Output details is
QSO Lead Internal Auditor
circulated to all the members of MISF along with actionable items.
Assistant Manager - IT IS Team Member / Lead Internal Auditor

Manager - IT IS Team Member / Internal Auditor

Manager - IT Lead Internal Auditor Independent Review of Information Security

DGM-IT Lead Internal Auditor Audits and review of Information Security is also conducted by an Independent auditor on a half
Head Security Lead Internal Auditor yearly basis, which report is given to the MISF forum for appropriate action.

DGM - Materials IS Team Member

Sr Manager - Operation IS Team Member

OP Services IS Team Member

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Harnessing Technology & Innovation to Enhance Patient Care  ª  Sustainability Report 2020 |

Harnessing Technology & Innovation

to Enhance Patient Care First Proton Centre in South Asia
This is the only Proton Therapy system available in Asia and the Middle East. It offers advanced
organ specific radiation treatment with state-of-the-art pencil beam Proton therapy for removing
malignant tumors from the head, neck, brain, pancreas, and prostate. The treatment provided is
highly precise and the radiation is focused directly into the tumor, without causing any harm to the
adjoining tissues. Tumours in difficult to access areas can be targeted. Paediatric cancer patients
will also benefit greatly from this technology.
We Invest in Cutting-edge Technology to Enhance Patient Care

We have since inception focused on bringing technological superiority in our

care delivery, thereby giving our patients the best possible clinical care. For
example, our Proton Centre in Chennai is the first of its kind in Asia and the
Middle East. We have also invested in the 640-Slice CT, the first in India. It is our
ongoing focus to keep abreast of advancements in medical technology and invest 640-Slice CT
in the latest and most advanced equipment. We also give equal importance to We have India’s first state-of-the-art Aquilion One PRISM 640 Slice CT Scanner – a new paradigm in
innovation in the field of healthcare. This has enabled us to attract renowned non-invasive cardiology assessment with one-stop cardiac examination of heart function, cardiac
doctors from India and overseas to practice in our hospitals. It has also helped blood supply, and heart muscle function.

make our hospitals the preferred treatment destination for patients from India The 640 CT Aquilion Prism is one of the most advanced CT scanners in the world. Armed with a fast
and various countries around the world. speed of 0.27 seconds for the heart, it provides sharp images of coronary arteries and the plaques
in their walls. The percentage of stenosis is accurately assessed. Its advanced Intelligent Clear-IQ
Engine offers an opportunity at performing scans with reduced doses with preserved image quality.

Materiality topics covered in this section

ŒŒ Technology and Innovation

Radixact-The Latest Generation Tomotherapy System

In order to augment the multiple radiotherapy technologies available in the Apollo Group, Radixact
has been ordered for the Apollo Proton Center. This system comes with higher dose rate for
better efficiency, higher gantry rotation for quicker imaging and a treatment delivery console for
easier navigation through patient treatment and QA for machine and patient. The unique feature
of Tomotherapy is the helical treatment delivery and seamless integration of image-guided and
intensity modulated radiation therapy. Side effects are often minimized since less radiation reaches
healthy tissues and organs.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Harnessing Technology & Innovation to Enhance Patient Care  ª  Sustainability Report 2020 |

Philips Digital Pathology Solutions

Mazor Robotics’ Renaissance System
Digitization of tissue slides offers the pathologist ease of diagnosis and detection of disease. In this
Surgeons plan and implement with the utmost precision during the procedure, providing consistent emerging technology, glass slides containing specimen samples are converted into digital images
results and optimal outcomes for patients. Surgical treatment of the spine requires planning and for easy viewing, analysis, storage, and management of the collected data. This is enabled in part
precision; and each patient’s anatomy has unique challenges. Spine surgery with the Renaissance by virtual microscopy, a technology that enables successful image posting and transmission over
system provides increased safety and precision for a wide variety of spine procedures, and in some a connected network. The data-rich image forms the base for maintenance of electronic health
cases, enables minimally invasive surgery. Such surgery with Mazor Robotics technology increases records of the patient population and compile the distributed information to build a central
accuracy with less radiation, lowers complication rates, reduces pain and enables faster recovery database. Digitized tissue can be analyzed by computer algorithms. This results in less human error
and return to daily activities. and high efficiency. Minimum chances of error in observation and interpretation makes it the most
sought after technology in the pathological segment.

da Vinci XI® Robotic Surgical System Pediatric Cathlab Suite

We have acquired the latest model da Vinci Xi® Robotic Surgical System which provides a natural A dedicated Pediatric Cathlab Suite with state-of-the-art ceiling-suspended Azurion Cathlab
extension of the surgeon’s eyes and hands. Highly-magnified 3D HD Vision ensures that surgeons and integrated 3D Echo has been installed at Apollo Children’s Hospital, Chennai. This is a first
can see the surgical site with true depth perception and crystal-clear vision. Wristed instruments in India. 12” flat panel detector provides high resolution imaging over a large field of view,
bend and rotate far beyond the human hand. to detect heart chambers and structural defects. CLARITY IQ enables high quality imaging at
ultra low x-ray dose levels for all patients and configurable low dose settings for pediatric
The system supports fluorescence imaging. Firefly Fluorescence Imaging provides real-time
patients. 3D rotational angiography is beneficial for managing interventional procedures and it
visualization and assessment of vessels, bile ducts and tissue perfusion. Tremor filtration and
optimizes the radiation dose, contrast dye and procedure time. The unique Echonavigator feature
Intuitive® Motion technologies allow the surgeon to operate with a steady, natural motion. Re-
automatically fuses live 3D TEE and fluoroscopic images in real time adding clinical value in
designed arms offer greater range of motion. The laser targeting system positions the boom and
treating structural heart disease.
ensures optimal configuration for the procedure.

The da Vinci Xi Surgical System is designed to seamlessly integrate future innovations, such as

advanced instrumentation, surgical skills simulation, software upgrades, and other advancements,
in one dynamic platform.

The First Biplane Interventional Suite—Philips Allura Clarity 20/15

This latest biplane cathlab, the first in the Apollo Group has been installed in Chennai. With frontal
and lateral detectors, the biplane cathlab is ideally suited for advanced 3D imaging for vessel maps,
soft tissue and high resolution stent imaging. The unique lateral double C-arc design of the biplane
Digital PET/CT system allows free projections and freedom in viewing any desired projection.

The system has the highest sensitivity and reduces scan time and injected dose. Targeted for use in CLARITY IQ enables high quality imaging at ultra low x-ray dose levels. Unique advanced
the Proton Centre for patients, the system delivers results with faster throughput, reduced radiation interventional tools like Aneurysm Flow (industry first interventional tool that visualizes &
exposure and lower cost of radioisotope. The system features a unique flow motion for whole body quantifies flow patterns inside aneurysm sacs), 2D Perfusion, XperCT, VasoCT, and Stent Boost
dynamic imaging with continuous bed motion. Subtract, make this interventional suite a truly comprehensive solution for clinicians.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Harnessing Technology & Innovation to Enhance Patient Care  ª  Sustainability Report 2020 |

Platforms that Enable Care and Foster Patient Engagement

Apollo TeleHealth Services — Breaking Geographic Boundaries
Health Record

Apollo TeleHealth Services (ATHS), has a two–decade experience in Telemedicine Services with The electronic Health Record is an important initiative under Apollo’s patient engagement
presence across 25 states in India. With close to 700 Teleclinics, we have the largest telemedicine platform and disease management strategy. We collate the Patient Health Diary by collecting
network providing specialized solutions like Tele-consults, Tele-radiology, Tele-cardiology, Tele- all patient centric information that exists within the hospital EMR—lab results, discharge
condition management, e-ICU and others. summaries, demographic information, contact details, and hospital administrative data such as
billing and insurance. Patients can also add to their health data by uploading information from
ATHS breaks geographic boundaries and enables even remotely located populations across the
unconnected providers. They can extract their medical record within minutes by using a simple
globe to access medical expertise through this state-of-the-art technology. Within the country
button feature on the portal. This feature helps multiple caregivers as the complete records can
it enables quality healthcare service delivery to India’s remote pupulations in rural and distant
be viewed in real time on a single platform.
communities who otherwise do not have access to these services, by eliminating distance barriers.
This is invaluable to a patient in emergency or critical care sitution, especially when it is not
feasible to physically move them. With on-going advancement in technology and the enhanced use
of connected medical devices, the bar on care delivery is bound to rise significantly. eAccess

Managing critical care patients in the ICUs requires round the clock monitoring and
interventions by clinical specialists, which often poses a challenge in remote or Tier III towns.
The longer a patient stays in the ICU, the greater the risk of cross infections, complications
and even death. eACCESS is an innovative idea to enable best of critical care for patients even
where specialists are hard to find. It leverages the capabilities of various technologies – two-
way audio-visual communication, equipment data interface and representation of clinical data in
various formats along with the added functionality of trends and alarms to facilitate quality care
to the patient by a remotely located intensivist. The technology infrastructure is also automated
to measure outcomes, track performance, and monitor resource utilisation.

eACCESS enables the critical care team sitting at a command center to complement the physical
activities within an ICU ensuring patients are monitored 24X7. The care team at the command
centre can effectively monitor multiple patients across many ICUs. Deviations in patient
condition are relayed immediately to the on-site team for initiating appropriate action. eACCESS
provides instant access to over 1000 multi-specialty medical specialists in the Apollo group.

Video, Telephone &

Dial 30
Email Consults
Dial 30 is a unique solution that increases It is sometimes difficult for patients to get
nursing bandwidth for pure clinical work a personal consultation with the doctor.
by capturing all non-medical requests from Therefore we have provided the convenience
patients and attenders. More than 5,000 of geography agnostic video calls which can
requests are built into the system with TAT be scheduled at a mutually suitable time
& auto-escalation pathways. This increases for doctor and patient. Clinical evaluations
effeciency as the operations team is able are made based on patient history and care
to capture all requests before they become continuum records. Patients can also access
a complaint. consultants through telephone and email.
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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Harnessing Technology & Innovation to Enhance Patient Care  ª  Sustainability Report 2020 |

Apollo 24/7 Apollo Clinical Innovation Group (ACIG)

The ACIG identifies and recommends emerging technology/equipment/surgical techniques/
Leveraging our physical network, we have now created India’s largest omni-channel healthcare
procedures/and best practices that can be adopted in the specialties of Cardiac Sciences,
platform which supports a patient centric healthcare ecosystem. The app Apollo 24/7 offers a full
Orthopaedics, Neurosciences, Emergency and Critical Care, Oncology, Transplant, Gastroenterology
suite of distinctive and dedicated digital healthcare offerings that are fully integrated to track
and G.I. Surgery, Urology and Nephrology, Bariatric Surgery, Plastic surgery, Radiology and
a person’s complete medical health and wellness journey. From virtual consultations to using a
Laboratory Sciences. Specialist Advisory Group (SAG) comprises 15-20 senior Consultants
platform that can leverage on-line and off-line records to making AI based health predictions, it
representing the above specialties from the JCI accredited Apollo hospitals. Meetings of the SAGs
is available literally 24/7 to a consumer. Be it testing, diagnostics, consultations, or treatment,
are conducted through video conference and web links.
Apollo never sleeps. This assurance goes beyond the physical hospitals, transcending geographic
boundaries through the use of technology and digital innovations.

Roles and Responsibilities

Vi si o n
To present
To be the leading consumer-centric health ecosystem of the future, anchored in world independent
class health care assets, innovative technologies, ubiquitous access, and trusted brand expert suggestions
To provide evidence on emerging To consider pros and
To provide advice, based guidelines, technologies/ cons of implementing
guidance and/or literature review equipment, innovative the specialty based
endorsement on and current medical and surgical recommendations To monitor
Distinctive digital ecosystem coupled with a formidable the specialty based
recommendations by
research regarding techniques, best
next practices which
regarding ideas implementation
at the units
the proposed that bring a
physical network & capabilities the Apollo Clinical specialty based the Apollo Hospitals notable change in
Innovation Group recommendations Group needs to clinical practice
adopt in order to
keep abreast with
the latest in the
Part of
Digital services / ecosystem

5 clinical medicine
4 6 Apollo 24 / 7
Condition
Online
management Health Protocol
diagnostic
3 predictor 7
Virtual booking
doctor Well-being
consultation SAGs shall have two
PHR companion
sessions of 12 meetings Recommendations from
rm
2 t fo Co 8 each to discuss new the meetings shall be ACIG will monitor the
Online medicine n Health
a

suggestions, identify categorized into ‘Clinical implementation and

t e ll i g e n c e p l

insurance
ne

delivery
new proposals and make Innovation’ and ‘New disseminate the group-wide
ct e d de v

Consumer
Apollo offline
recommendations Medical Technology’ report as appropriate.
Physical network & capabilities

pharmacy
ice 300+ corporate
l in

2 4
s
(3,700+ stores) ica tie-ups
1 C li n

11,000+ doctors
across Apollo
Hospitals & Apollo’s
3mn+
annual
Leverage
learnings
from 30mn+
1 3 5
500+ IP/OP till
clinics chronic The proceedings and discussions Once the recommendations
diagnostic date
patients of the SAG shall be minuted. are approved by the MD,
centres managed at The MoMs shall be shared they will be shared with the
Apollo Unique enablers with all the attendees, and local teams in each hospital.
provided by Apollo Medical Directors and CEOs of
Group companies participating hospitals
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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | ESG Impact Report 2021 |

Apollo Research & Innovations (ARI)

ARI, a division of Apollo Hospitals, focuses on scouting, evaluating, deploying and integrating
innovations across Apollo Hospitals, with an objective of improving outcomes, affordability
and accessibility for our patients. Innovations span across drugs, devices, healthcare software
H u m an C ap i tal — o u r B e drock
or consumer goods of clinical relevance. ARI provides an end to end platform for converging
clinical insights, technology and business to spawn innovation & research within the Apollo
Hospitals ecosystem.

ARI currently has a comprehensive ecosystem to undertake ethical clinical studies for sponsored
drug trials, devices, software as well as consumer goods. Apollo is India’s single largest clinical site
We continue to place our focus on our most valued resource, our employee.
solutions organization having undertaken over 1150 global clinical studies, operated by a dedicated
team of 80 professionals, across 17 different Apollo Hospitals sites in the country.
We value the importance of a highly skilled workforce, which is proficiently
trained to provide the highest standard of care. The people that work in Apollo
The Apollo Hospital Education & Research Foundation is a not for profit organization and is focused
on basic, translational and epidemiological research. The Cell and Molecular Biology Research
Hospitals, whom we are proud to call our Apollo Family, form the very nucleus
Centre enables basic and translational research projects in cutting edge areas such as liquid biopsy, of the Group and their actions contribute to the Group’s journey of touching a
molecular diagnostics, pharmacogenetics and exosomes. billion lives.

In addition to the high level of skills, commitment and professionalism of our people, cultural
integration of the workforce has been a key focus area and the organization’s learning initiatives
Apollo’s Clinical Superiority through Innovation are designed around assimilation and development of the individual and team competencies to
create a patient centric culture. Every employee of the Apollo Hospitals family embraces the Group’s
Innovation is driving quantum improvement in “Tender Loving Care” philosophy in dealing with patients and are committed to the Group Vision –
delivering better clinical outcomes and customer “To Touch a Billion Lives”.
experience. Innovations in healthcare delivery are
enabling clinical superiority, redefining clinical
outcomes, improving patient safety and bettering
patient experience overall. They have resulted Materiality topics covered in this section
in more convenient and effective treatments for
Outpatient Sacral nerve
today’s time-stressed and increasingly empowered
arthroplasty stimulation ŒŒ Employee Training & Talent Development
healthcare consumers.
ŒŒ Labour Relations
Prostatic artery Pharmacogenetic
chemoembolization testing ŒŒ Diversity and Inclusion

ŒŒ Employee Health & Safety

Apollo wound Bone
care group bank

3D printing for
pre-operative
planning

Best in Medicine

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Human Capital — our Bedrock  ª  Sustainability Report 2020 |

Employer Awards
04

4
Employee
6,1

5,11
New Hires
(FY20) Turnover

24
(FY20)
17,369
5

7,5
12,638
,2 6
11

Female Male

Note: 1.  Turnover data includes voluntary and involuntary leavers.

2.  Many leave for more remunerative positions overseas post their experience in Apollo.

Talent Development
Size and Composition of Workforce Investment in continuous learning is an integral component of the HR system which empowers
employees to be well prepared for providing superior patient care. We have institutionalised
Number of Number of Number of Number of Total Number of Total Number of
Male Female Male Employees Female Employees Employees Contract programs related to Talent Attraction, Talent Development and Talent Management to ensure that
Employees Employees with Disabilities with Disabilities on Roll Employees we deliver outstanding patient experience. Training has been extensively used as a potent tool to
engage and energize talent. Commitment and competence of employees are key drivers of overall
organizational performance and thus every endeavor is made to strengthen organizational culture
FY18

24,843 12,631 84 14 37,572 6,654

and retain the best talent.

All new incumbents undergo a comprehensive orientation program to understand our organizational
work culture. All our employees (permanent, casual, temporary & contract) undergo safety and skill
up-gradation trainings on a regular basis based on role, domain and individual needs. We conduct
FY19

26,694 14,910 84 14 41,072 9,372

classroom, shop floor and online training programs on functional skills, soft skills and behavorial
skills. Training in cross functional skills is mandatory for our members. They are also encouraged to
attend external training programs to sharpen their skills. Our talent management team collaborates
with various functional heads to identify need based and focused training programs suited for every
FY20

30,832 15,592 37 6 46,467 9,787 employee. We keep a monthly & yearly tracker of all internal and external training programs.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Human Capital — our Bedrock  ª  Sustainability Report 2020 |

Performance Evaluation Sexual Harassment

The performance evaluation system in AHEL is systematic. Every unit makes an Annual Operating We are committed to the safety and protection of our women employees across the organization.
Plan (AOP) for the year and the KRAs of the employees are derived from it. The KRAs are discussed We ensure them top security, and have a well-defined Sexual Harassment Policy in place. The Policy
and agreed with the Reporting Manager/ HOD at the beginning of the year. The employees undergo has a mechanism for resolution of complaints and conducting mandatory training programs for all
half-yearly and annual appraisals and performance is measured on the KRAs. employees.

The Performance Linked Variable Pay for employees is based on the AOP score of the respective The Company has adopted a policy on prevention, prohibition and redressal of sexual harassment
Unit linked with the overall performance of the individual. It ranges from 3% to 10% of the annual at the workplace in line with the provisions of the Sexual Harassment of Women at Workplace
Cost To Company based on the performance rating. Rating for the employee is derived as a result of (Prevention, Prohibition and Redressal) Act, 2013 and the rules framed thereunder. The Company
individual’s performance. Increments are rolled out basis the Unit Performance and normalization has an Internal Complaints Committee for providing a redressal mechanism pertaining to sexual
of ratings. We believe in keeping the appraisal system transparent and we reward and recognize harassment of women employees at the work place.
deserving employees.
The Sexual Harassment Redressal Committee has four members and a presiding officer who is a
woman. Complaints are resolved within 15 days of receipt following a thorough enquiry together
Labor Relations with the Unit Head. In the case of dissatisfaction with the solution proposed by the Apollo Sexual
We subscribe to international standards of human rights practices. We respect the dignity and rights Harassment Redressal Committee, the complainant is free to approach the Corporate Committee for
of our employees as well as those working in our external supply chain. In addition to the UNGC redressal. Cases which have been presented to the Sexual Harassment Redressal Committee have
principles on Human Rights, we also follow the principles in the International Labor Organization’s been satisfactorily resolved.
Declaration on Fundamental Principles and Rights at Work, including non discrimination, freedom of
association and collective bargaining, and freedom from forced and child labour. Our commitments
are detailed in our Code of Business Conduct and our Human Resource manual. (The end-to-end HR Number of sexual harassment
Process has been automated in Human Capital Management — HCM — YOU-R-HR Portal) 4 6 4
cases reported internally
We give due importance to the Employee Associations and Unions. We have Unit HR Heads at all in the last three years
locations who are responsible for managing labour relations with the support of the Corporate HR FY18 FY19 FY20
team. A few collective bargaining agreements have been made in the last five years mainly in the
area of wage and salary revisions. The percentage of workforce covered by trade unions or collective
agreements is 20%. There have been no major layoffs in the Company.

We extend Life Insurance, Personal Accident Insurance to Members and Medical Insurance
Coverage for Members and their family. Their compensation includes an option to enroll in
Provident Fund and National Pension Schemes.

Diversity and Inclusion

We are committed to promoting diversity and preventing discrimination based on gender, ethnicity,
age, socio-economic background, religion, trade union membership, and political beliefs. We are
proud to be an equal opportunity employer and integrate differently-abled people in appropriate
areas and positions.

We conduct activities on affirmation at work as part of our training programs. We also celebrate
festivals of multiple beliefs, regions, etc. We organise pot luck lunches on special days, provide
transportation for members, and also celebrate special moments like “To be a Mother”. Participating
and celebrating members’ weddings is another common practice.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Human Capital — our Bedrock  ª  Sustainability Report 2020 |

Employee Health and Safety Quantitative indicators related to employee safety and health (FY20)
Our commitments to employee health and safety are detailed in our Code of Business Conduct and
our Human Resource manual. Our workplace practices and policies provide equal opportunity and 786 hours 3.6% 0.7%
a safe and healthy workplace for our employees. Our policies reflect our belief that the success (98 days) (148)
of our Company is directly linked to employee satisfaction and well-being. We foster compliance (32 employees)
with these policies on an on-going basis through our internal training and audit programs.

As a Healthcare Company, we have a long-standing commitment to improving and sustaining the Lost-time due to injury Absenteeism Occupational Disease

health of our workforce. As part of the employee welfare program, around 99% of our employees while on duty (per month) Rates (in numbers)

have had an complimentary annual health check in FY20.

Note: There were no fatalities in FY20.

Follow-up process after health check:
ŒŒ The HR function arranges one-on-one sessions with Specialists and Clinicians for employees
falling into the high-risk Red and moderate-risk Yellow bands.
ŒŒ They are informed of their existing health status, and counselled on necessary medications,
possible invasive interventions, and preventive measures to stop further deterioration. Caring for our Employees during the Covid pandemic
ŒŒ Retention of prognosis by HR function for future reference:
We released 3 manuals (Members Handbook, Care for our Warriors and Red Book on COVID-19
The HR function retains a copy of the prognosis and maintain an individual health dossier Protocols & Processes) for Members during the time of COVID-19 which addressed queries of how to
for every Apollo family member which is checked every six months to evaluate the member’s manage life during these stressful times. Orientation was given to Members on safe practices with
health status stringent checks on adherence to the same. Apart from this, the following activities helped ensure
that members were mentally and physically fit and safe during the pandemic:

Mental wellness is encouraged through Zumba Classes and Yoga, sessions on Stress Management,
and also Fun Games & Stress Buster activities in the units. ŒŒ Regular engagement with Members and their families through direct communications and
updates on developments, helped break the cloud of fear
ŒŒ Senior Leadership communications with Members
In health checks conducted between 2016 and 2020, to assess risk of NCDs among employees, the ŒŒ Assurance to Members that their jobs were safe
following data emerged: ŒŒ Providing special allowances for COVID Warriors
Diabetes Status ŒŒ Addressing questions like — Will I get infected?; What will happen to me and my family if I fall
sick?; Will I get adequate PPE & supplements?; What happens to my medical bills?; and providing
Of the total number of employees screened for sugar levels from 2016 to 2020, 71% of the safe work facilities with robots and UV sanitizers
employees had normal blood sugar levels. 22% of the employees had impaired glycemia, while 4.9%
ŒŒ Enhanced safety protocols and emphasis on Infection Control practices
of the employees were known diabetics and 1.1% were newly detected diabetics.
ŒŒ Practice of safe distancing protocols in patient areas and offices
Hypertension Status ŒŒ Providing accommodation and quarantine facilities for Members and Member families

Of the total number of employees screened from 2016 to 2020, approximately 90% are normal. ŒŒ Free transportation for Members
9% of the employees were pre-hypertensive. Roughly 1% of employees were hypertensive in this ŒŒ Leveraging digital transformation and conducting online meetings
set of data.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Caring for the Environment   ª  Sustainability Report 2020 |

Environment Aspects Impact

Stores (Example)

Caring for the Environment S.No. Activity D/I Environment

Aspect
Condi­
tion
Environment
Impact
Organizational Environmental Total SEA
Concern Concern ESR
N/A/E
LEG RSP SH A B C D E
(Y/N) (Y/N) (Y/N)

OT STORE

1. Issuance of D Waste Material N Land Pollution N N N 5 3 2 1 3 90 NS

materials Generation
We are committed to ensuring the safety of the environment and conserving
D Waste Package N Land Pollution N N N 5 3 2 1 3 90 NS
natural resources. Our commitment to preventing environmental risks is central Item Generation
to our Quality Health Safety and Environment policy (QHSE). Guided by our D Waste Liquid N Water Pollution N N N 3 3 1 1 1 90 NS
inhouse experts, we have established a sound governance system for assessing Material Generation

the potential impact of our services on the environment and have ensured steps D Paper Toner Usage N Land Pollution Y N N 3 4 3 1 5 180 S

to mitigate the situation. Our operating standards require our vendors to comply 2. Consignments D Material Usage / N Land Pollution N N N 5 3 3 1 2 90 NS
(material receiving) Packed Items Usage
with our environmental and safety policies. 3. Cleaning process D Floor Cleaning / N Water Pollution N N N 5 3 1 1 2 30 NS
Mopping

4. Dust cleaning (dry D Waste Cloth N Land Pollution N N N 5 3 1 1 1 15 NS

cloth) Generation

5. Pest control D Air Emission N Environment N N N 5 3 1 1 1 15 NS

handling Hazard

Materiality topics covered in this section CATH LAB STORE

6. Issuance of D Waste Material N Land Pollution N N N 5 3 2 1 3 90 NS

materials Generation
ŒŒ Climate Change
D Waste Package Item N Land Pollution N N N 5 3 2 1 3 90 NS
Generation
ŒŒ Water Management
D Waste Liquid N Water Pollution N N N 3 3 1 1 1 9 NS
ŒŒ Energy Management Material Generation

ŒŒ Waste Management D Waste Paper/Toner N Land Pollution Y N N - - - - - - S

Cartridge Usage
ŒŒ Green design and Construction 7. Consignments D Waste Material N Land Pollution N N N 5 3 3 1 2 90 NS
(material receiving) Generation

8. Cleaning process D Floor Cleaning/ N Water Pollution N N N 5 3 1 1 2 30 NS

Mopping

9. Dust cleaning D Waste Cloth N Land Pollution N N N 5 3 1 1 1 15 NS

(dry cloth) Generation

SURGICAL STORE

10. Issuance of D Waste Material N Land Pollution N N N 5 3 2 1 1 30 NS

materials Generation

D Waste Package Item N Land Pollution N N N 5 3 2 1 1 30 NS

Generation

D Waste Paper Toner N Land Pollution Y N N - - - - - - S

Generation
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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Caring for the Environment   ª  Sustainability Report 2020 |

S.No. Activity D/I Environment Condi­ Environment Organizational Environmental Total SEA S.No. Activity D/I Environment Condi­ Environment Organizational Environmental Total SEA
Aspect tion Impact Concern Concern ESR Aspect tion Impact Concern Concern ESR
N/A/E N/A/E
LEG RSP SH A B C D E LEG RSP SH A B C D E
(Y/N) (Y/N) (Y/N) (Y/N) (Y/N) (Y/N)

11. Material storage D Waste Carton Box N Land Pollution N N N 5 3 2 1 1 30 NS 19. Dust cleaning D Waste Cloth N Land Pollution N N N 5 1 1 1 1 5 NS
Generation (dry cloth) Generation

D Waste Wrapping N Land Pollution N N N 5 1 2 1 1 10 NS 20. Pest control D Air Emission N Environment N N N 5 3 2 1 1 30 NS
Papers Generation handling Hazard

D Waste Thermacol N Land Pollution N N N 5 1 2 1 1 10 NS CRS

Generation
21. Receiving dc/filing D Stationary Waste N Land Pollution N N N 5 2 2 1 1 20 NS
D Expired/Rejection N Land Pollution N N N 5 1 2 1 1 10 NS and binding Generation
Materials Generation
22. GRN/SRV D Stationary Waste N Land Pollution N N N 5 2 2 1 1 20 NS
12. Cleaning process D Floor Cleaning/ N Water Pollution N N N 5 1 2 1 1 10 NS processing Generation
Mopping
23. Import handling D Imported Packing N Land Pollution N N N 2 4 2 1 1 16 NS
13. Dust cleaning D Waste Cloth N Land Pollution N N N 5 1 2 1 1 10 NS process Items Generation
(dry cloth) Generation
24. Cleaning process D Floor Cleaning/ N Water Pollution N N N 5 2 2 1 1 20 NS
14. Pest control D Air Emission N Environment N N N 5 1 1 1 1 5 NS Mopping
handling Hazard
25. Dust cleaning (dry D Waste Cloth N Land Pollution N N N 5 2 1 1 1 10 NS
LAB STORE cloth) Generation

15. Issuance of D Waste Material N Land Pollution N N N 5 2 3 1 1 30 NS 26. Pest control D Air Emission N Environment N N N 1 1 1 1 5 5 NS
materials Generation handling Hazard

D Waste Package Item N Land Pollution N N N 5 2 3 1 1 30 NS 27. Weighing & D Spill Waste N Environment N N N 5 1 3 1 1 15 NS
Generation measuring (fish/ Generation Hazard
mutton/chicken)
D Waste Liquid N Material Water N N N 5 1 1 1 1 5 NS
Generation Pollution 28. Expired chemicals D Water pollution N Environment Y N N - - - - - - S
and Kits disposal Hazard
D Waste Chemical N Water Pollution N N N 5 1 1 1 1 5 NS
Generation
Reference Documents
D Waste Paper/Toner N Land Pollution Y N N - - - - - - S Organizational Concern
Cartridge
LEG: Legal Concern — If the aspect has a legal applicability, say YES
16. Hazardous items D Fire Possibilities E Environment Y N N - - - - - - S RSP: Resource Saving Potential — By eliminating or reducing the impact of the aspect
storage Hazard SH: Stake Holders — If the aspect affects 50% and more of stake holders YES, and if there is a complaint from external interested parties, say YES
Note: if any of the organizational concern is compliant then environmental Aspects/Impact is identified as significant and environmental concern scores will be
D Waste Chemical E Environment Y N N - - - - - - S not applicable.
Spill/Consumption Hazard
Generation Environmental Concern
A (Occurrence): 5 - Continuous-occurs three times per week (on average) or more often; 4 - Repeated-occurs one to two times per week
17. Material storage D Waste carton Boxes N Land Pollution N N N 5 2 1 1 1 10 NS
(on average); 3 - Regularly-occurs monthly (on average); 2 - Intermittent-occurs quarterly (on average); 1 - Seldom-occurs two times per year
Generation
(on average) or less often
D Waste Fragile Bottle N Water Pollution N N N 5 1 3 1 2 30 NS B (Impact): 5 - Permanent; 4 - Outside Organization; 3 - Only inside organization; 2 - Resource; 1 - Slight or negligible visual impact
Generation
C (Quantity): 5 - Excessive (Above 50%); 4 - Very high (Less than 40%); 3 - High (Less than 30%); 2 - Moderate (Less than 20%); 1 - Low (Less
D Waste Thermacol N Land Pollution N N N 5 2 1 1 2 20 NS than 10%)
Generation D (Controls): 3 - Absent; 2 - Available but not reliable; 1 - Available & effective
D Expired/Rejection N Land/Water N N N 5 1 1 1 1 5 NS E (Detection/Preventive Mechanism): 5 - More than 24 hours; 4 - More than 12 hours; 3 - More than 6 hours; 2 - More than 1 hour; 1 - Immediate
Materials Stocking Pollution D/1:  Direct/Indirect Impact;  N/AIE:  Normal/ Abnormal/ Emergent;  ESR:  Environmental Significance Rating;
SEA:  Significant Environmental Aspect
18. Cleaning process D Floor Cleaning/ N Water Pollution N N N 5 1 3 1 1 15 NS
For determination of Significant Impacts, the Scores A, B, C, D, E, are Multiplied altogether as A* B * C * D * E and an Environmental Significance rating ESR
Mopping is calculated i.e. ESR = A* B * C * D * E. A Cut off value of ESR has been considered as 160. Anything which equals or higher than 160 is rated as Significant
Environmental Aspects/Impact. Any Environmental Aspects which is identified as legislation by default becomes as SEA.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Caring for the Environment   ª  Sustainability Report 2020 |

Climate Change Water Management

Physical impacts of climate change like extreme weather events, and even pandemics can have Our hospitals use water for a variety of purposes such as in our cooling equipment, cleaning, and
repercussions on our business. We have a robust Disaster Management Plan that helps us manage medical process rinses. Water for all the hospitals is sourced from local municipal sources. The
these risks thereby minimising the effect. The HVA (Hazard Vulnerability Analysis) is carried out water quality is tested to ensure that it is potable.
for risky events and disastrous conditions which include natural events, technological events and We are involved in a range of initiatives such as:
human events which are sub divided as follows:
ŒŒ analyzing waste water effluents at our hospitals and assessing their impact on the environment
Natural Events: Flood, Earth Quake ŒŒ using state-of-the-art technologies to treat waste water discharge from our hospitals

Technical Events: Fire Internal, Gas Failure/Leak, HAZMAT Exposure

Human Events: HAZMAT Exposure External, Bomb Threat

The following are a few key initiatives we have undertaken to conserve and re-use water:
All events/disasters are evaluated for every potential hazard and risks in three ways — probability, ŒŒ Increasing the ground water level by channelling excess rain/storm water into rain water
risk and preparedness, and a rating is given for each event. This helps us determine those events harvesting pits across the premises and ensuring effective utilization with proper filtration
most in need of organization focus and resources for emergency planning.
ŒŒ Fixing retrofit blowers in AHUs and fixing pressure regulating water taps to conserve water
Several types of hazards pose a threat to the hospital: ŒŒ Conserving water by reuse of dialysis RO rejected water and drinking RO rejected water

1. Disaster threats that may affect the hospital or community (large or nearby fires, cyclone, ŒŒ Conserving water in western toilets by removing single push button
flooding, explosions, etc.) ŒŒ Reusing water generated from sanitary and housekeeping for gardening purpose

2. Minor external disasters: incidents involving a small number of casualties.

3. Major external disasters: incidents involving a large number of casualties.

4. Disasters in other communities.

5. Epidemics

Apollo Hospitals develops, evaluates and maintains a written emergency and disaster management
programme. The results from the testing of the programme and the HVA are reviewed and addressed
in the emergency and disaster management risk assessment that is conducted and documented
annually. Risks are identified and prioritized. The objective is to ensure that the hospitals and work
place continue to be safe during disasters are able to resume patient care activities and critical
service operations within a specified time frame with minimal interruption and loss. This gives
assurance to all stakeholders that the company is functional, operational and adequately prepared
to handle any internal or external disaster like fire, gas leak, lightening, flood, explosion, HAZMAT
incident (spill with fire) external building structural damage, power outage and any other emergency.

The hospital identifies goals, implements improvements, and monitors data to ensure that these
risks are reduced or eliminated. We evaluate the effectiveness of the improvements based on the
results and update the Emergency and Disaster Management Programme accordingly.

Mock drills are conducted at least twice a year followed by a debriefing session. The drill observer's
comments are used to modify or correct future drills.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Caring for the Environment   ª  Sustainability Report 2020 |

Energy Management Waste Management

Energy conservation has been adopted as an integral part of our Operations and Maintenance
We support and sustain a culture of awareness and sensitivity towards conserving and preserving
(O&M) philosophy. Adherence to efficient operations and quality maintenance practices in O&M
the environment. Apollo is committed and pro-active when it comes to managing the environmental
has resulted in optimizing energy consumption. Our O&M department endeavours to continuously
impact caused by its operations. Responsible disposal of different categories of waste including
improve its performance in this area.
bio-medical waste generated from our premises, is a key focus area of our environmental strategy
The operations of the Company are not energy-intensive. However, significant measures are being and it has spawned a number of action plans as well as industrial and scientific partnerships. The
taken to reduce the energy consumption by using energy-efficient equipment. The Company commitment towards waste management is reflected in our waste disposal policy that lays emphasis
constantly evaluates and invests in new technology to make its infrastructure more energy efficient. on systematically improving waste management practices. We have also stopped single use plastic
items and reduced our paper consumption through digitization of various activities.
The following energy saving measures were adopted during the year 2019-2020:
We adhere to all statutory compliances and environmental clearance parameters as stipulated by
ŒŒ Installation of timers on AC units and switching on alternate lights in corridors to reduce power
the relevant authorities. We also have well established environment management systems which
consumption, netted savings of `4.01 mn in Apollo Navi Mumbai
are dedicated to functioning beyond the laid down compliance levels. Our ‘Hazardous Materials
ŒŒ Phasing out of CFL lamps to LED lights in Apollo Hospitals, Navi Mumbai achieved a savings of
and Waste Management Plan’ applies to all staff in the hospitals and defines the responsibility of
`2.29 mn
all healthcare personnel for identifying, storing, handling, disposing, and transporting hazardous
ŒŒ Optimization of fuel consumption in boiler operations
materials in accordance with regulatory requirements. All chemicals used for our operations are
ŒŒ VFD installation for AHU motor in a phased manner properly labelled and hazard ratings are identified. The Operations Head along with the Safety and
ŒŒ Phasing out of conventional AHU blowers into EC plug fans Hazmat Committee has the responsibility for handling hazardous materials and administering the
ŒŒ All Lifts and OT AHUs are operated with VFD panels waste management policy.
ŒŒ Phasing out of split air conditioner units with chilled water FCU to reduce the power
The Human Resources department and the Hazmat team members co-ordinate with the radiation
consumption and capital cost
safety officer to conduct orientation training for staff handling hazardous material and waste.
As energy costs comprise a very small portion of the Company’s total expenses, the financial Appropriate and adequate numbers of Personal Protective Equipment have been given to personnel
implications of these measures are not material. Energy consumption in a hospital is a must for handling waste and disposal. The Hazmat team carries out internal inspections and evaluations to
keeping people ‘alive and healthy’. Hospitals operate round the clock and are dependent on high review the effectiveness of our network’s waste management plan and disposal practices.
energy consuming devices.
We have established a stringent “Buy Back Policy” with authorised vendors for e-waste and old
medical equipment. We have also made arrangements with them for the disposal of e-waste, solid
Major energy conservation measures and green initiatives implemented in many of our hospitals include:
waste and hazardous waste. The Company is contributing to ‘take-back’ programs for the collection
ŒŒ Heat pump installation
and safe disposal of unused medicines. Training in compliance is provided to employees.
ŒŒ Reduction in condenser temperature in the cooling tower
ŒŒ Condensed high temperature water is fed into the boiler, reducing the use of fuel
ŒŒ Installation of VFD driven energy efficient chiller
Sustainability Initiatives by Apollo Pharmacy
ŒŒ Switched over from diesel to PNG, a clean fuel for boiler operation
ŒŒ Replacement of conventional lights with energy efficient LED lights Retail Packaging
ŒŒ Many of our hospitals have operational energy management systems, wherein smart energy Apollo Pharmacy dispenses products in environment-friendly bags. Over the last two years, all the pharmacies
meters are installed on various energy assets. We are in the process of installing a digital BMS across India, stock either paper packs or compostable carry bags (microns), thus moving to fully bio-degradable
packs. We have issued over 15 crore such bags in total, doing our bit to reduce carbon footprint.
The Company sourced power generated from alternate sources like wind mills, solar energy etc. Product Packaging
thereby achieving substantial savings.
We are moving our product packaging gradually to more environmental friendly variants like biodegradable material,
ŒŒ Bio Gas generation from food waste resulted in a savings of `0.20 million per year for Apollo cardboards and cartons. In FY 2021, packaging for 9 Stock-Keeping Units (scannable bar codes), has been shifted to
Hospitals Madurai, Trichy, Karaikudi and Karur. eco-friendly packaging, as we further incorporate eco-friendly solutions for products and packaging.
ŒŒ Usage of Wind Power Generators achieved a savings of `6.50 million per year for Apollo
Hospitals Madurai, Trichy, Karaikudi and Karur.
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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Caring for the Environment   ª  Sustainability Report 2020 |

Biomedical Waste Management Green Design and Construction

Hospital waste is a potential reservoir of pathogenic micro-organisms and requires appropriate, safe
and reliable handling. The main risk associated with infection is sharps contaminated with blood.
Recognising the importance of Green Design and Construction, we have taken definitive steps to
We have dedicated people responsible for the management of waste collection, handling, storage
conform to the norms of green buildings. Currently our hospital in Lucknow is Gold certified by
and disposal. The infection control team is also consulted in this regard.
LEED. Our hospital in Navi Mumbai has re-applied for Platinum Leed Certification and the Proton
Centre in Chennai has applied for certification.

Management of hospital bio waste Apollo Hospital Kolkata won the Green Building award in the Smart Cities Expo held in Delhi. There
were 600 nominations and the award was presented by the Minister of Information and Technology,
Government of Bihar and Joint Secretary, Ministry of Science and Technology, Government of India.

Generation Segregation Collection Transportation Storage Treatment Disposal

The principles of bio waste management practices are in line with national
and local requirements

Development of a waste Storage of waste in specified Marking storage

management plan that areas with restricted access areas with a
assesses current situation biohazard symbol
and minimizes the amount of
waste generated Collection and storage of
sharps in sharps containers Ensuring that the carts
made of plastic or metal or trolleys used for the
Segregation of clinical which have a lid that can transportion of segregated
(infectious) waste from be closed. They should be waste are not used for
non-clinical waste in marked with the appropriate any other purpose and are
dedicated containers label or logo (e.g. a biohazard cleaned regularly
symbol), as needed

Transportion of waste in a Identifing a safe storage

dedicated trolley Marking clinical
(infectious) waste area for waste

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Our Governance Practices  ª  Sustainability Report 2020 |

Board of Directors and Short Bios

Our Governance Practices Dr. Prathap C. Reddy, 89, Executive Chairman holds a Bachelor's degree in Medicine
and Surgery from Stanley Medical College, Madras, and is a Fellow of the Royal
College of Surgeons, Edinburgh. He practiced as a cardiologist in the USA before
founding the Apollo Group. He has been on the Board since the year 1979.

Dr. Prathap C Reddy, is widely acknowledged as the architect of modern

Indian healthcare.
We commit to adhering to the highest standards of governance to ensure He has also been the Chairman of the Confederation of Indian Industry's National
protection of the interests of all stakeholders of the Company in tandem Health Council and advisor to its committees on Healthcare, Health Insurance,
Public Health and Pharma. He was pivotal in the formation of NATHEALTH - the
with our growth. We believe that there is a direct correlation between good Dr. Prathap C Reddy
Healthcare Federation of India, which today is one of the nation's most powerful
Founder and Executive Chairman
corporate governance practices and long-term shareholder value. The corporate and influential forums in facilitating shift in mind-set, delivery and policy making
towards good health for all in India.
governance of our Company reflects our value system encompassing our culture,
policies, and relationships with stakeholders. Apart from many other awards for his efforts in promoting the cause of healthcare,
he was conferred the 'Padma Vibhushan' the second highest civilian award by
the Government of India in 2010, an acknowledgement of his untiring pursuit of
Our Board establishes structures and processes to fulfill Board responsibilities that consider excellence in healthcare.
the perspectives of investors, regulators and management, among others. It also monitors
management execution against established budgets and in alignment with the strategic objectives In July 2018, Dr. Reddy was conferred with the Lions Humanitarian Award. He was then
the fifth Indian and second medical doctor to be conferred with this exalted honour.
of the organization.

Preetha Reddy, 63, Executive Vice Chairperson of the Company received her
Materiality topics covered in this section Bachelor’s degree in Science in Chemistry from Madras University and a Master’s
degree in Public Administration from Annamalai University. She has been on the
Board since the year 1989.
ŒŒ Good Governance
She works closely with the organization’s 9000 clinicians in introducing
ŒŒ Business Ethics and Compliance contemporary protocols to continuously enhance clinical outcomes and also leads
the thrust on quality improvement processes to achieve the highest standards in
patient satisfaction.

She was a Founding Member of the Quality Council of India and under her
Smt. Preetha Reddy
guidance teams from Apollo Hospitals worked with the Government of India in
Executive Vice Chairperson
introducing the NABH (National Accreditation Board for Hospitals and Healthcare
Providers) accreditation. She is the President of NATHEALTH for the year, 2020-2021.
She is also on the Board of Governors of the Management Development Institute
(MDI), Gurgaon.

She has won several awards in recognition of her contributions to the development
of the healthcare sector in India and was also conferred the degree of Doctor
of Science (Honoris Causa) by The Tamil Nadu Dr. MGR Medical University in
recognition of her outstanding work in the field of healthcare.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Our Governance Practices  ª  Sustainability Report 2020 |

Suneeta Reddy, 61, Managing Director of the Company received her Bachelor’s ŒŒ Sangita Reddy, 58, Joint Managing Director of the Company holds a Bachelor’s
degree of Arts in Public Relations, Economics and Marketing from Stella Maris degree in science from Women’s Christian College, Chennai. She has pursued
College, Chennai. She also holds a Diploma in Financial Management from the post-graduation courses in Hospital Administration from Rutgers University,
Institute of Financial Management and Research, Chennai, and has completed the Harvard University and the National University of Singapore. She has been on
Owner/President Management Program at Harvard Business School, Boston, USA. the Board since the year 2000.
She has been on the Board since the year 2000. ŒŒ She was conferred an Honorary Doctorate by Macquarie University Australia,
in recognition of her untiring efforts and resolute commitment to bringing
She was instrumental in bringing the first FDI in healthcare to India and
transformative changes in healthcare, development of Health IT and
subsequently in taking the organization to international equity markets through
championing manifold initiatives both in India and abroad.
a successful GDR. Her deep domain knowledge and foresight has guided Apollo’s
Smt. Suneeta Reddy emergence as a formidable, financially sound hospital enterprise. She steered the ŒŒ As an influential policy maker and reformist, Sangita is actively engaged Smt. Sangita Reddy
Managing Director Apollo Reach Hospitals model to fruition, which was commended by the World Bank with governments and industry bodies on aspects of public health and policy Joint Managing Director
as an innovation redefining both healthcare and healthcare design. development.
ŒŒ Dr. Sangita Reddy is a member of the World Economic Forum. In December 2019,
A key influencer in the Indian healthcare industry, Ms. Reddy is widely recognized for she became the President of the industry chamber, FICCI for 2019-2020.
her contributions. She has been a Co-Chairperson of the Healthcare Sub Committee
- Confederation of Indian Industry (CII). She is also a member of the National
Committee on Healthcare, Harvard Business School India Advisory Board (IAB) and
the Harvard Medical School Advisory Board.

Shobana Kamineni, 59, Executive Vice Chairperson holds a Bachelor’s degree in MBN Rao, 75, Independent Director of the Company is a Graduate in Agriculture,
Economics and has completed a course in Accelerated Hospital Management from Associate of the Chartered Institute of Bankers, London, Fellow Member of the
Columbia University, USA. She has been on the Board since the year 2010. Indian Institute of Bankers and Member of the Singapore Institute of Management.
He holds two Diplomas in Computer Studies from University of Cambridge and
Shobana now steers the organization’s emergence as a proponent of integrated National Computing Centre, London and was a Member of the Singapore Institute of
digital first healthcare services in India through Apollo 24/7. She also heads Apollo Management. He held positions as Chairman and Managing Director of Indian Bank
Pharmacy, India’s largest pharmacy chain with a pan-India network of over 3,800+ and Canara Bank. He has been on the Board since February 2019
stores, 27,000+ employees; serving more than 5,00,000 customers a day.
Mr. M.B.N. Rao has over 49 years of experience, including over 10 years of overseas
Shobana was appointed as the first ever woman president of the Confederation working experience, and extensive in-depth knowledge in Senior Management,
of Indian Industry (CII) in 2017- 18 since its inception in 1895. The Women
Smt. Shobana Kamineni Shri. M B N Rao Banking and Finance, Investments, Project Finance, Economics, Foreign Exchange,
Economic Forum conferred upon her the award of ‘Businesswoman of the Decade’
Executive Vice Chairperson Independent Director Money and Capital Markets, Risk Management, Treasury and Funds Management,
in recognition of her work in healthcare and in empowerment of women. She was Asset and Liability Management, Internal Control, Inspection & Audit, Vigilance,
conferred an Honorary Doctorate Degree of Science by the prestigious Bryant Taxation and Administration etc.
University, USA, in recognition of her life’s work in healthcare & pharmaceuticals and
her leadership role in business expansion in India.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Our Governance Practices  ª  Sustainability Report 2020 |

Vinayak Chatterjee, 61, Independent Director graduated in Economics (Hons) from Dr. Murali Doraiswamy, 57, Independent Director did his MBBS from India and
St. Stephen’s College, Delhi University and holds a MBA qualification from the Indian postgraduate training at Duke University, USA. He has been on the Board since the
Institute of Management, Ahmedabad. He has been on the Board since the year year 2018.
2014.
Dr. Murali Doraiswamy is a leading physician-innovator at Duke University Health
He co-founded Feedback Infra in 1990 which is India’s leading provider of System (USA) where he serves as a Professor of Psychiatry and Medicine and an
professional and technical services in the infrastructure sector. These services affiliate member of the Duke Center for Applied Genomics and Precision Medicine.
include Advisory, Planning & Engineering, Project Management and Operations &
He has served as an investigator on landmark clinical trials of many drugs,
Maintenance.
diagnostics and devices used widely in neuroscience medicine today. He has
Mr. Chatterjee plays a strategic advisory role to leading domestic and international published over 250 articles in leading medical journals and given talks at prestigious
Shri. Vinayak Chatterjee Dr. Murali Doraiswamy
corporates, the Government of India, various Ministries dealing with infrastructure, forums such as the World Economic Forum (Davos) and the India Today Conclave.
Independent Director Independent Director
as well as multilateral and bilateral institutions in the areas of infrastructure
He has also served as a consultant to many government health agencies, such as
planning and implementation. He is one of the leading proponents of the Public-
the US FDA, and as a senior strategic advisor to several global pharmaceutical and
Private Partnership (PPP) model for developing India’s infrastructure.
healthcare companies as well as start-ups in the preventive medicine, wellness, big
data and digital health sectors. He serves as the Co-Chair for the World Economic
Forum’s Global Future Council on Neurotechnology.

V. Kavitha Dutt, 49, Independent Director is a Business Management Graduate Skills/expertise/competence of the Board of Directors
from Cedar Crest College, Allentown, Pennsylvania, USA. She is currently the Joint
Managing Director of The KCP Limited, a listed company which is involved in the The Company has identified the core skills/expertise/competence of the Board of Directors in the
manufacture of Cement, Heavy Industrial Machinery for Sugar plants, steel and context of our business, to enable us to function effectively.
sophisticated high tech equipment for Defence, Space & Nuclear Projects She has
been on the Board since February 2019 The details of the core skills/expertise/competence of the Individual directors of the Company is
detailed out as under:
Ms. Kavitha, is the Vice Chairperson of SCWEC, India. SCWEC is a Sub Sector Council
of the SAARC Chamber of Commerce and Industry established with the objective of
developing and promoting women entrepreneurs in the South Asian region. She is Nature of Skills/Expertise
also Co-Chairperson FICCI (Federation of Indian Chambers of Commerce & Industry), Smt. V Kavitha Dutt Name of the Director Corporate
Healthcare Financial Risk
Tamil Nadu State Council. Independent Director Leadership/ Diversity Governance Technology
Experience Acumen Management
Strategy
Dr. Prathap C Reddy √ √ √ √
Smt. Preetha Reddy √ √ √ √
Smt. Suneeta Reddy √ √ √ √ √
Smt. Shobana Kamineni √ √ √ √ √
Smt. Sangita Reddy √ √ √ √
Shri. Vinayak Chatterjee √ √ √ √ √ √
Dr. Murali Doraiswamy √ √ √ √ √
Shri. MBN Rao √ √ √ √ √
Smt. V. Kavitha Dutt √ √ √ √ √

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Our Governance Practices  ª  Sustainability Report 2020 |

Composition of Board Committees, Meetings Held & Attendance

Name of the Member Audit Committee Nomination & Stakeholders Relationship Committee Corporate Social Responsibility Risk Management Committee
Remuneration Committee Committee

Meetings Meetings Meetings Meetings Meetings

Designation Meetings Held Designation Meetings Held Designation Meetings Held Designation Meetings Held Designation Meetings Held
Attended Attended Attended Attended Attended

Dr. Prathap C Reddy C 2 2

Smt. Preetha Reddy M 4 4 M 2 2 M 2 2

Smt. Suneeta Reddy M 4 4 C 2 2

Smt. Sangita Reddy M 2 2

Shri. M B N Rao C 4 4 M 2 2 M 2 2

Shri. Vinayak Chatterjee C 2 2 M 2 2

Smt. V Kavitha Dutt M 4 4 C 4 4

Dr. Murali Doraiswamy M 2 1 M 2 1

Dr. K Hariprasad M 2 2

Dr. Satyabhama M 2 2

90 C  –  Chairman / Chairperson M – Member 91
 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Our Governance Practices  ª  Sustainability Report 2020 |

Remuneration Policy
Risk Management

The main aim of the remuneration policy Risk control is the set of methods by which companies evaluate potential losses and take
is to pay the Executive Directors and action to reduce or eliminate such threats. Risk control is a key component of a company’s
senior management competitively in Enterprise Risk Management (ERM) protocol. Risk management refers to the practice of
line with industry peers. Performance- identifying potential risks in advance, analyzing them and taking precautionary steps
related rewards, based on measurable Compensation to the non-executive to reduce/curb the risk. This allows the company to set up procedures to avoid the risk,
and stretch targets, are an important directors in the form of: minimize its impact, or at the very least help cope with its impact. Essentially, the goal of risk
component of an Executive Director’s management is to identify potential problems before they occur and have a plan for addressing
i) Sitting fees for Board and Committee
remuneration package and is aligned to them. Risk management looks at internal and external risks that could negatively impact an
meetings attended by them, and
Apollo’s long-term business strategy. organization.
ii) Commission of Profits
Our Company’s ERM covers ESG risks, which are monitored and managed.
KRAs determine performance based The aggregate commission payable
incentives i.e. annual bonus and to all non-executive directors is
commission include criteria such as maintained within the limits approved by Patients Employees
increase in healthcare and pharmacy the shareholders and is in line with the ΠΠQuality of Care & Patient Safety ΠΠLabour Relations
segmental revenues and profitability, provisions of the Companies Act, 2013.
ΠΠCustomer Relationship Management ΠΠTalent Recruitment, Development and
recruitment and retention of Doctors ΠΠPatient Privacy, EHR and Cyber-Security Retention
and key medical professionals, customer Œ Œ Affordability of Healthcare ŒŒ Diversity, Inclusion and Equal Opportunity
feedback and satisfaction scores, clinical ŒŒ
ΠΠTechnology and Innovation Employee Health and Safety
outcomes and IT-related initiatives.
Non-Executive Directors

Executive Directors Governance & Communities

Business Ethics Œ Œ Access to Healthcare
ΠΠCSR / Community Development
Governance
ŒŒ Board Composition and Diversity
ŒŒ Executive Pay
Performance Evaluation of the Board and Directors ŒŒ Engagement with Shareholders (including Environment
In accordance with the Companies Act, 2013 and Regulation 17 of the Listing Regulations, the Board Responsiveness)
ΠΠEnergy management
Annual Performance Evaluation is conducted for all Board Members as well as for the working of the Business Ethics and Compliance ΠΠWater Management
Board and its Committees, led by the Chairman of the Nomination and Remuneration Committee. ŒŒ Fraud and Internal controls Œ Œ Waste management – Biomedical Waste,
Specific focus is on the performance and effective functioning of the Board. The evaluation is in ŒŒ Prevention of Insider Trading Plastics, etc.
compliance with the Companies Act and the SEBI’s Guidance Note on Board evaluations. ŒŒ
ŒŒ Vigilance Mechanism & Green Design and Construction
The evaluation of the Chairman and the Executive Directors is carried out by the Independent Grievance Redressal
Directors. The evaluation of the Independent Directors is carried out by the entire Board based on
criteria such as participation and contribution in Board and Committee meetings, representation
of shareholder interests and enhancement of value to them, experience and expertise in providing
feedback and guidance to top management on topics like business strategy, governance and risk,
environmental issues.

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Prevention of Insider Trading

Business Ethics and Compliance In terms of the SEBI (Prohibition of Insider Trading) Regulations, 2015, the Board has
formulated internal procedures for Prevention of Insider Trading in dealing with the securities
Ethical behaviour promotes higher positive consumer support; enhances brand and business of the Company. They also ensure that all applicable rules, regulations, laws and bye-laws, are
awareness and recognition; supports better employee motivation and talent retention; and adhered to.
nurtures an overarching environment of trust, integrity, and excellence. Decision makers within
a company are influenced by the culture of the company and their own moral judgements about
right and wrong.

At our Hospitals, we encourage people to speak up if they have ethical concerns. We believe
we have a responsibility in creating an open and supportive environment where employees feel Vigilance Mechanism & Grievance Redressal
comfortable raising such questions. We will investigate all reported instances of questionable or Other than our strong risk management framework and internal controls, we have a robust
unethical behavior, taking appropriate action as required. vigilance mechanism to curb corrupt practices that may arise in the course of business for
All our employees are trained on our code of conduct principles — a set of organizational rules and which we have zero tolerance. In addition to the Code of Conduct, we also have a Whistle
standards that describe our business values, beliefs, and ethical standards to which we feel our Blower Policy in line with the requirements of Section 177 of the Companies Act, 2013.
business and our employees must adhere. The code of conduct clarifies our organization’s mission, The policy enables all employees to report concerns of unethical behaviour, actual or
values and principles, and links them with the expected standards of professional conduct. suspected, fraud, or violation of the Company’s Code of Conduct, to the Company Management
without fear of reprisal or victimization. Our goal is to identify potentially serious concerns
which could have a long-term impact on the operations and performance of our Company.

While the term “Grievance Redressal” primarily covers the receipt and processing of complaints
from consumers, a wider definition includes actions taken on any issue raised by internal and
external stakeholders to avail services more effectively. A grievance is any dissatisfaction or
feeling of injustice which is brought to the attention of Management and may adversely affect
Internal Controls organizational productivity. Founded on our core organizational values, AHEL is committed to
Internal control policies and procedures help to prevent errors and fraud, safeguard assets, transparency and the highest standards of corporate governance and business ethics in our
ensure financial statement reliability, promote operational efficiency, and encourage compliance operations and in the services we provide. However, if for some reason, stakeholders find that
with management’s directives. An effective internal control system provides reasonable assurance there is some reason for improvement, they are encouraged to report the same.
that policies, processes, tasks, behaviours and other aspects of an organisation, taken together, We endeavour to provide a supportive and enabling work environment for our employees to
facilitate its effective and efficient operation. The Internal Audit function carries out risk based keep them motivated and engaged. We have a Employee Grievance Redressal System (EGRS) in
financial, commercial and technical auditing as per the annual audit plan approved by the place to primarily address all concerns and grievances from employees. This helps to quickly
Audit Committee. identify, address, and resolve employee grievances and to support a robust organizational
Our internal controls protect our organization from financial, strategic, and reputational risks framework which can successfully anticipate, identify and set right flaws in the operational
by providing reliable financial reporting required by regulators and industry standards that track procedures and services of AHEL. The investigating committee and the core committee play a
investment, capital, and credit risks. vital role in ensuring the effectiveness of the EGRS system.

No case has been filed by any stakeholder against our Group regarding dishonest trade
practices and / or anti-competitive behaviour during the last five years.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Stepping into the Community  ª  Sustainability Report 2020 |

Community Development

S t epp ing into t he   Comm u ni t y The commitment of Apollo Hospitals towards social responsibility through inclusive healthcare has
inspired the plan for the establishment of the Apollo Foundation.

With an aim to upgrade the standards of living and healthcare across various regions, several
impactful programmes have been initiated. These programmes cover areas such as Rural
Development, Rural Healthcare, Skill Development and Vocational Training, Research in Healthcare,
Pediatric Cardiology, Cancer Care, Cardiovascular Risk Awareness, Medical Camps, and Disaster
Relief Programmes.
We consider it our responsibility to take care of the community by stepping
The various CSR initiatives run by different Apollo Hospitals units across India include awareness
outside our hospitals in times of need. It is our practice to regularly engage with
sessions on health and wellbeing, free clinics in various public locations, and engagement with
the community through awareness programmes, health checks, and community corporates, the government, and schools and colleges. The total spending on Corporate Social
development programmes to enhance health and wellbeing both in the general Responsibility initiatives is 2.36% of the average net profit of the Company.
community and amongst the lesser previleged populace.

Emergency Care

Apollo’s pioneering emergency care is a scientifically developed protocol-driven emergency system.

It has well-equipped ambulances manned by trained personnel. Apollo has Air Ambulance services
in Tier-1 and Tier-2 cities as well to address the emergency medical needs of patients away from city
limits. Major hospitals in the group have roof helipads and landing facilities. We operate both fixed
wing aircrafts and helicopters. While the responsibility for logistics is given to aviation companies,
we manage all medical aspects like trained personnel, equipment and patient care through our
1066 emergency services. There is an effective communication system between the central control
room, the ambulances and emergency facilities in the hospitals.

Our dedicated 4 digit access

number—1066, is a 24x7x365
helpline and this is the only private
emergency network for medical
help in India. Once dialled, a crew
springs into action, cognizant that
every minute after that, counts. An
ambulance is dispatched and in the
quickest time possible the patient
is brought into our hospital and
immediately handled by a team of
compassionate and skilled emergency
doctors and specialists.

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Stepping into the Community  ª  Sustainability Report 2020 |

}
We run regular awareness campaigns, facilitate surgeries and Started in 2014, the Old Age Home Program has identified old age
treatments, and conduct health camps in both urban and rural homes in the Delhi region, where the elderly are provided free
areas in an on-going effort to raise awareness about the value of Healthcare health checks and medications.
health and wellness amongst India’s diverse population, and for for Old Age Œ Œ 366 senior citizens have benefitted through various
enabling healthcare equity across the various socio-economic Home healthcare programs
groups in the country. The following are some examples. ΠΠOver 500 residents have been given free medicines prescribed
by doctors every month

}
ed g e ΠΠLaunched April 2010
e Pl
th
e
ΠΠAims to inform, educate & trigger positive action towards
k
Ta

heart disease
ΠΠAddresses different socio-economic sections across the country
VoICE is India’s 1st Voluntary First Response Network at
Œ Œ The Simple 5 Solution – BHB’s comprehensive lifestyle guide:
one touch.

}
get active; eat healthy; quit smoking; beat stress; get a
health check Alert VoICE—Volunteers In Case of Emergency—is the solution to

}
bridge the demand for emergency help and supply of voluntary
VoICE: first response in the form of an eco-system driven by a mobile
Volunteer based application. Alert VoICE was officially launched by Dr.
ΠΠIdentifies hearing impaired children, mainly in rural areas, with in Case of Prathap C. Reddy, on September 7, 2018 to facilitate more first
little or no access to modern medical treatment. Emergency responders by choice, and not by chance.
Œ Œ Provides high quality medical and surgical services Alert VoICE involves a 2-day intensive training program followed
by a 2-hour assessment session at Apollo Hospitals and a final
graduation ceremony after which the first responder gets
inducted into the alert VoICE network.

}
ΠΠEstablished in 2003
ΠΠProvides paediatric cardiac care and heart surgery for
underprivileged children
ΠΠDetected through free monthly clinics, health camps, and heart
screenings
ΠΠProvides early diagnosis, treatment, surgery, post-operative The School of Heart Programme aims to spread awareness about

}
care and financial support healthy living for children from economically weaker sections of
ΠΠTreatment is either subsidized or free the society.
ŒŒ During the year around 1,500 basic life support demos were

}
School
conducted, benefitting around 2,000 members
ΠΠThe CURE Foundation Рbrings cancer care to those who cannot of Heart
afford it Programme The program also organized general health checkups; first-aid
ΠΠProvides preventive and rehabilitative care workshops; anti-tobacco awareness programs; ENT checkups;
diet & nutrition awareness programs; and communicable diseases
ΠΠPromotes prevention & early detection
awarness programs.
ΠΠSpreads awareness
ŒŒ Around 3,000 children benefitted from these programmes.
ΠΠProvides treatment options

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 | APOLLO HOSPITALS ENTERPRISE LIMITED | | Stepping into the Community  ª  Sustainability Report 2020 |

Childhood cancer, is extremely stressful for the affected child

and the entire family and requires psychological and emotional Looking at the decreasing ages for the incidences of NCDs like
support also. During the course of the long-drawn treatment, Heart Disease, Diabetes, and Cancers,…Apollo Hospitals decided to
children miss several months of school and their education is address the student community through on-campus programs on the

S t a r t l i n g Y o u n g
compromised. Every single day in the hospital is a reminder of importance of health, healthcare, and the implications of lifestyle

A p o l l o S h i n e –
how ill they are and how distant a normal childhood looks. choices. The Apollo SHINE Foundation is a not for profit initiative by
the Apollo Hospitals group that focuses on Campus Health across 100
Apollo Pathshala enables cancer patients to attend school while
campuses and covers close to two lakh students and their parents
Patashala undergoing treatment, knowing that a long hiatus from school
and grandparents. We believe that through this grassroot delivery
affects the child socially and psychologically and often makes
of healthcare services, we can help increase disease awareness and
reintegration difficult when they return.
promote early detection and prevention.
At Apollo Cancer Centre, we believe that a cure for cancer
extends beyond mere treatment of the disease. Grief counselling 3.7 3 3.8
and providing psychological and emotional support to children lakhs lakhs lakhs
undergoing treatment, and their families is a standard of care for Students who visited
Medical screening Students covered
Shine Health Rooms
childhood cancer. for students & staff under insurance
on campus

Number of health awareness topics customized class-wise

In keeping with our conviction that early detection is the first step
towards wellness, Health camps with formats that suit the target 18 41 50 50
audience are conducted at the various pharmacy neighbourhood
outlets, at resident welfare associations, community places and Kindergarten Primary School Middle School Higher Secondary
corporate premises. The camps offer a range of free services
to patrons in the locality which include Doctor Consultations,
Diagnostics & Testing Services, and Dental work.
ŒŒ A total of 25,000+ health camps have served over 22 lakh

}
patrons, particularly the elderly.
2,000+ Apollo Pharmacy stores across India conduct routine
health checks on the first and third Sunday of every month. Blood
Owning the pressure tests and random blood sugar tests are free of cost.
Neighbourhood ŒŒ About 20 lakh customers have benefitted from these services.
Apollo Aushadh was conceived in 2014 with an aim to provide
help to needy Senior citizens in old-age homes and children
in Children’s homes by reducing the financial burden of their
medical requirements. Identified beneficiaries are supplied
medicines free of cost. This programme is spread across the states
of Tamil Nadu, Andhra Pradesh, Telangana and Karnataka.

Beneficiaries Homes People

Old-Age 102 3,717
Children 16 848
Total 118 4,565

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Total Health NCD & HbA1C Packages Diabetic Special Camp

To cater to the growing menace of Non Communicable Diseases (NCDs), Dr Prathap C. Reddy
launched a pilot program, ‘Total Health’, in 2013 in his birth place Thavanampalle Mandal in Members
Patients Packages
Benefitted
Chittoor District, Andhra Pradesh. Total Health aims to provide “Holistic Health Care” for the entire
community, starting from birth, through their journey into childhood, adolescence, adulthood and in 1,947 197 ~220
the later years of their life.

The program covers more than 100,000 people of all age groups and supports healthy and
happy living through the promotion and protection of health, prevention of diseases, provision
of hygienic, nutritious supplements, sanitation, potable water, education, livelihoods, kitchen Cancer Screening (Cervix, Oral and Breast)
gardens, protection of ecological balance and need based community infrastructure development.
This program also paves the way for identifying diseases at the early stage through screening, MODT colposcopy and Cervix cancer patients Surgical interventions Total women
facilitating timely treatment to save lives. pap smears successfully operated for breast cancers screened

Click this link (https://www.apollohospitals.com/apollo_pdf/AHEL BRR20 - Updated eVersion 1,969 13 4 5,391

(20200909).pdf) for more information about Total Health.

Primary Health Care Services

Elderly Day Care Centre Ayush Wing

Panchakarma Total
Inaugurated Elderly day care Centre at
procedures patients
Aragonda with facilities of Indoor Games,
TV and News Paper reading Room 2,911 5,688

Mobile Clinics Water & Sanitation

Total Villages Total People DM HTN Others

Potable water of high standards (Rapid Sand Water Filters) though 13 Sand Filtration Plants for more than 60,000
people in and around Aragonda Villages of Thavanampalle Mandal, Chittoor, Andhra Pradesh
93 15,435 2,383 2,409 10,381

Satellite Clinics Women Empowerment, Skill Building & Livelihoods Support

Total Villages Total People DM HTN Others Initiated Women Empowerment though Jute, Tailoring and Apparel Units where close to 350 women were trained
out of which, 65 women are working. These working women not only feel empowered but also support their children for
63 9,92 6 2,088 2,002 4,745 getting better education and their family in day-today domestic expenses.

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School Health Camps

Total schools Total screened

Children were de-wormed, anemia treated and
correction eye glasses provided
14 1,707

Tree Saplings Distribution

Total 8,000 saplings distributed to 2,000 families

in Thavanampalle Mandal

Awards

Mahatma 2019 CSR Excellence awards—Received the prestigious Mahatma 2019 CSR Excellence awards on the
auspicious occasion of 150th year Birth celebrations of Mahatma Gandhi in Gurgaon from Mrs. Rajashree Birla and
Mr. Amit Sachdeva

Six Sigma Health Care Excellence Award 2019—Received Six Sigma Health care Award under
Rural Development category in New Delhi.

Hospital Management Asia 2019—Received the Hospital Management Asia 2019 award under
community involvement category in Hanoi, Vietnam on 12th Sep 2019

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Superior operating and financial performance

We have an experienced and professional management team with domain expertise and a strong

Affirmations & Recognitions execution track record.

We have consistently delivered strong operating and financial performance by focusing on greater
integration and utilization of our assets and infrastructure, better supply chain management and
human resource development. For instance, we allocate our capital resources efficiently by focusing
on stabilizing and compressing the time to maturity at our new facilities.

Apollo Hospitals has deep and sustained experience in all areas of diagnostics,
treatment, and world-class clinical excellence. We have consistently endeavoured
to offer India’s populace, clinical care of international standards, often surpassing
benchmarks of leading hospitals globally. We have leveraged our competitive
strengths to make a difference in the country and community.

We are India's largest hospital chain and integrated healthcare provider

Our focus on clinical excellence, we believe is a fundamental consideration for consumers when
choosing their healthcare services provider. Our deep and sustained experience in the areas of
diagnostics and treatment have allowed us to offer India's populace clinical care of international
standards. Since inception, we have been at the forefront in outlaying necessary capital for
enhancing and adopting the best available medical technology and innovation, which enables
us to continue providing best-in-class treatment for patients. For example, we were one of the
first hospitals to adopt minimally invasive surgery and robot-assisted surgery in India, which
reduces recovery time for patients. The latest example of our commitment to advanced medical
technology is the Apollo Proton Cancer Center in Chennai, a one of its kind center in South East
Asia and the Middle East. It has already received JCI accreditation. We have also developed robust
technologies over the years for Patient Health Records, Patient Engagement, booking of online
appointments and consultations with specialists and a Tele-medicine platform — all of which have
enhanced our reach and brought healthcare closer to the consumer.

We are a well-known, diversified and resilient healthcare brand

The value of our "Apollo" brand is strengthened by our strong geographic presence and diversified
business segments. We have presence in multiple Tier 1 city clusters and Tier 2 cities. Our
business spreads across various healthcare segments, including hospital services, pharmacy,
retail healthcare and others, and our brand is used consistently across these different segments.
Our Pharmacy Platform is the largest and fastest growing pharmacy network in India. Because of
this continuing strong brand value and the diversification in our geographic presence and business
segments, our business model is resilient to external circumstance. For instance, in the six months
ended September 30, 2020, although our hospital business was negatively impacted by COVID-19,
our Pharmacy Platform business continued to grow.

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Harvard University has undertaken three major studies about Apollo

Hospitals. Some excerpts from the Harvard case studies in 1996, 2007 and 2020 Early diagnosis led to early treatment, providing value both to patients and to the hospital.
clearly validate the deep impact Apollo Hospitals has made in the healthcare Early treatment increased the chance that therapy would succeed and reduce recovery time,
sector in India, over the years since inception. It shows that the mission and follow-up treatment, hospitalization time, and lost work time. (The average stay at Apollo was
culture that lay at the foundation of the Hospitals 36 years ago is very much seven days — two lower than the average for local private competitors and five lower than that at
government hospitals).
palpable today both in the people and in the operations — indicating that the
founding principles and the DNA of the organisation will live on. By 1995, Apollo Hospitals Madras had an international reputation for excellence in medical care.
The hospital scored ... in 1993 when the Vice President of India chose to have his coronary bypass
operation performed at the Madras hospital, rather than abroad".

"First-World Health Care at Emerging-Market Prices" was how the 2007 case study referenced
Apollo Hospitals. It added, "While the quality of care at Apollo's hospitals was high, the group
specialized in offering advanced procedures at prices that were surprisingly low by global
The 1996 Study says, "Dr. Reddy had founded Apollo Hospitals Madras in 1983 as the first corporate
standards. A liver transplant that cost $300,000 in the United States was $45,000 at an Apollo
hospital in India. Other entrepreneurs had followed Apollo into the market, building several dozen
hospital" — a leading reason that made Apollo confident that India could well become the global
corporate hospitals to compete with Apollo and its government-run forerunners. Since Apollo's
capital of Medical Tourism.
founding, the quality of medical care in India had improved substantially... Despite competition,
though, Apollo Hospitals Madras remained a leader in the provision of top-quality medical care ..." In 2020 during the interview for a case study on Total Health, Dr. PC Reddy told Harvard University,
about his passion for the non-profit organization Apollo had launched, to provide comprehensive
The vision for Apollo Hospitals was clear right from the beginning. Apollo existed to give patients
healthcare to the people of a village in Andhra Pradesh. In an interview in 2014, he had already
the most advanced high quality medical care possible "with a human face." Apollo Hospitals was
articulated the vision for Total Health. Apollo Hospitals would adopt 70,000 people and holistically
organized around "Five Stars": medical personnel, medical technology, employees, value, and
take care of their needs from infancy to old age — from the first breath to the last. A venture that
hospitality. Apollo hired top-quality doctors in all medical specialties. It supported them with
was bound to change people’s lives by making them physically healthy, spiritually healthy, and
well-trained support staff, comprehensive facilities, and the most advanced medical technology
environmentally healthy. Total Health as a concept, connotes the total well-being of an individual
in the world. ... every employee contributed materially to patients' experiences. They set high
including physical, mental, social, ecological, and spiritual health. More importantly, it transcends
standards for all aspects of patient care, including non-medical ones, and stressed on hospitality
barriers and caters to the health care requirements and aspirations of the community through their
toward patients. Regular training gave employees the ability to meet these standards. Good benefits
journey from "womb to tomb."
and pay, and a strong, team-oriented culture helped motivate them. Finally, Apollo's operations
were geared to provide outstanding value to the patient through superior medical results, quick
treatment, and a low total cost of care relative to competitors. As the pioneering corporate hospital,
Apollo had no models to emulate. They set standards for the way hospitals would be run in the
future in India.

... Patients' health was the most important measure of success, so the hospital aimed to provide the
best medical outcomes. Many patients were attracted by Apollo's pioneering work in cardiothoracic Medical Value Travel
surgery, including angioplasty and coronary bypass. Following Apollo Madras's lead, Indian private
hospitals had achieved mortality rates of 2% to 3% for bypass operations, far better than the 15%
risk of death patients had endured in government hospitals in the early 1980s. Kidney transplantation 120
was another specialty in which Apollo Madras was well-known, and its 88% success rate met the Countries in FY20
highest international standards. These low rates were due in large part to high sanitary standards
and clearly-specified procedures that reduced the risk of errors and infection. For example, Apollo
was one of the first hospitals in India to mandate that all donated blood be tested for HIV infection.

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Improved geographic access
In addition, an assessment carried out by a leading development finance
There are four main ways in which Apollo has aimed to increase geographic access to health care for
institution, as part of their Environmental, Social & Governance (ESG)
Indian citizens:
assessment among other things, outlines the indelible impact Apollo Hospitals
has made on India’s health sector, visible in four distinct ways.

Starting from 1983, Apollo has been bringing world-class medical treatments to India for which
people previously had to go abroad. Many specialized health care treatments of high international
Improved access to care standards were simply not available in the country. Upper-class Indians who could afford it,
Improving access to care is one of the official goals of Apollo. Ever since the first hospital opened therefore traveled abroad for such services and those who could not, were not be able to access
its doors in Chennai in 1983, the mission has been “to bring healthcare of international standards such treatments at all. By bringing world-class technology and expertise to India, Apollo Hospitals
within the reach of every individual”. Facilitating access to care means helping people to command has dramatically improved access and availability of such services. The cost of some of the
appropriate health care resources in order to preserve or improve their health. In 1980, the supply of surgeries (e.g., heart surgery) is also significantly less – lower than 10% of international costs.
healthcare services in India was far below demand. The number of available hospital beds was only
0.77 bed per 1000 people. Any additional supply was truly ‘additional’ as opposed to ‘crowding out’
existing supply.

From the 1990s, Apollo gradually expanded from Tier 1 cities into Tier 2 and even Tier 3 cities, to
ŒŒ Apollo has consistently ŒŒ Apollo has provided cater to the increasing demand of a growing population with a desire to be treated locally. The ‘hub-
improved overall availability equitable access to health and-spoke model’ which Apollo introduced, offered certain specialized services like oncology in
of private health care services services through price the ‘hub hospital’ which could be accessed by the remote ‘spokes’. Through a combination of owned
in India, and promoted better differentiation / cross- hospitals, managed hospitals and network healthcare centres, Apollo has been driving increased
ed ss fina Impr
access to care in semi-urban ov acce nci subsidization, telemedicine, coverage and penetration across the key districts in India.
ic a
ov acces
rap r
geog Imp

and rural geographies and CSR initiatives

ed s
h

From the 2000s, Apollo introduced the Clinics model to move care “closer to the home of the
consumer” in larger cities, providing those living away from multi-specialty hospitals easier access
India n

to specialist doctors, primary care, diagnostics services, treatment facilities, physiotherapy,

D e m ac t

s
me
ut c e d

dentistry and preventive healthcare (health checks and vaccinations).

i m p v at e

s
 p

o  

t
co

on rab l ha
n

n
ri

ŒŒ Apollo has led the way in he th e En al o ŒŒ Apollo has continuously

a lt e clin
ic
influencing health care h se raised the bar on clinical
ct or
sector policies standards by being one
In more recent years, Apollo has further expanded into lesser populated regions via Public-Private
ŒŒ Been on the front line in of the first in India to
Partnerships (PPPs). Within a PPP, Apollo works with existing public hospitals by managing them.
introducing modern business obtain international
This is also sometimes combined with other CSR activities such as local production of uniforms,
standards into the Indian JCI accreditation
free surgeries, or free stabilizations of emergency cases. Through its PPP healthcare programs in
health care sector ŒŒ Apollo has ensured that
remote areas, Apollo is currently providing health coverage to over 4 million patients. An estimated
ŒŒ Steadily provided an many of the quality and
1.5 million patients have benefitted from telemedicine alone in these areas. The Apollo doctor
attractive destination for outcome indicators are
communicates with the local team and they exchange information, e.g. medical images or vital
medical talent in India from either at par or better than
health statistics. Via telemedicine, minor procedures can be carried out and emergency cases can be
overseas international benchmarks
stabilized, so that such patients can be moved physically by ambulance to a larger centre if needed.
ŒŒ Helped India become the
destination of choice for
medical tourists
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Improved financial access Impact on the private healthcare sector

There are four ways in which Apollo has improved financial access to care. Apollo has had a major impact on the regional and even national health sector, by influencing
health care sector policies and through significant demonstration effects. Apollo has positively
contributed to health sector employment by increasing both the quantity and quality of qualified
The first is through reduction in travel costs via enhanced geographic access. Patients no longer medical staff in India comprising all health workers, namely, doctors, nurses, and ancillary health
need to travel long distances to access care, nor do they need to put their livelihoods on hold for workers.
extended periods of time.
A tireless advocate for creating access through insurance, Dr. Reddy firmly believes that mandatory
health insurance is critical for the nation. The innovative insurance project of Re.1 a day that he
introduced decades ago in his native village has been adopted in multiple ways across the country
and created the platform for the Government of India’s Universal Health Insurance programme for
Apollo offers everything from a presidential suite to a multi-bed ward. Price differentiation has been
the below-poverty-line population.
possible via cross-subsidies. Certain services are offered at lower cost to low-income patients who
are not charged for fixed costs, and only for 40-50% of the variable costs, even though this means
that there are no margins in these services.

Apollo has improved financial access through innovations like change in surgical modalities
to lower healthcare costs for all patients. One way in which Apollo has reduced these costs is
by treating some surgeries as day-care services, which becomes possible as a growing share of
treatments is now non-invasive. This also allows some of these treatments to be moved into day-
care service centres, which are less expensive to operate.

Another way in which Apollo has catered to low-income patients is via CSR initiatives and Foundations
that fund subsidized diagnostics and treatments to those who otherwise cannot afford them.

Enhanced clinical outcomes
One of the key ways through which Apollo achieves improved health outcomes is via major
improvements in its quality of care. Apollo has by far the best specialists, technologies and medical
equipment in India and is thereby able to offer highly specialized world-class diagnostics and
treatments.

The monitoring and evaluation of quality care indicators are founded on three key sources: (1) data
collected by the department; (2) patient feedback; and (3) feedback from internal customers, teams
of doctors and nurses. Data collection is accomplished daily through medical records (e.g., on
infection control) and incident reports.

Although it is not mandatory for Apollo’s hospitals to obtain JCI accreditation, 8 Apollo hospitals
have thus far obtained it. Another 30 Apollo hospitals have NABH certification, which is the national
standard, very similar to the JCI but requiring fewer indicators to be met.

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National Recognition Highlights of Awards Received in FY20

& Excellence in Quality Award (2020) & Best Medical Tourism India Award (2019)
Apollo Hospitals Group has been honoured by the release of 4 postage stamps by ››Apollo Cancer Centre, Chennai has won Excellence in Quality ››Apollo Health City, Hyderabad won the Best Medical Tourism
Award 2020 by FICCI & Department of Health & Family Welfare, Facility Award, presented by Shri Prahlad Singh Patel,
the Indian Postal Department to mark various achievements Government of Tamil Nadu in the 12th Edition of TANCARE 2020 Honorable Minister of State.
in Chennai and recognised as the Best Cancer Care Hospital
among NABH accredited Hospitals. & The Week-Hansa Research Best Hospitals Survey (2019)
››Apollo Hospitals in Chennai, Delhi, Kolkata and Hyderabad
& The Best Hospital Survey (2019) ranked as the Best Hospitals by The Week-Hansa Research
››The survey conducted by THE WEEK, ranked Apollo Hospitals, Survey 2019.
Chennai as the Best Corporate Multi–Speciality Hospital in
the country. & FICCI Healthcare Excellence Awards (2019)
Service Excellence for Innovative Internal Patient Transport System
& The All India Critical Care Hospital Ranking Survey (2019)
››Indraprastha Apollo Hospitals, Delhi
››Conducted by the Times of India, it ranked Apollo Hospitals,
Chennai as the Best Hospital in India, for the Specialities of Skill Development for Skill Training & Enhancement program project
Acknowledging Apollo’s Recognising Apollo Commemorating the Marking the completion Oncology, Cardiac Sciences, Paediatrics, Gastroenterology (Reskilling & Upskilling training for Government hospital staff)
contribution to the Indian Hospitals as the completion of 150,000 of 20 million health and Hepatology, Nephrology, Neuro Sciences, Urology, ››Apollo MedSkills
Healthcare sector world’s busiest Cardiac Surgeries checks during 36 years of Emergency and Trauma.
transplantation program healthcare delivery
& India’s Most Admirable Brand Award (2019)
& TN Chief Minister’s Comprehensive Health Insurance Scheme
(2019) ››Apollo Hospitals, Group has been awarded as India’s Most
Admirable Brand 2019 by The Brand Story.
››Government of Tamil Nadu felicitated Apollo Cancer Centre,
Teynampet for “High scores among the empanelled hospitals”
& 5S Sustenance Award (2019)
National and International Awards in 2020 in the TN Chief Minister’s Comprehensive Health Insurance
Scheme. ››Apollo Cancer Centre, Teynampet, Chennai has been
awarded the 5S Sustenance Award 2019 in “The Large Scale
Service Category” by the Confederation of Indian Industry -
& FICCI Medical Travel Value Awards (2019)
Apollo Hospitals Group was conferred 88 awards and accolades at various Southern Region.
Medical Value Travel Specialist Hospitals
national and international forums in 2019-2020
››Kidney Transplant: Indraprastha Apollo Hospitals, Delhi - & Best CRM Programme (2019)
Winner ››Apollo Health City, Hyderabad has been awarded Best CRM
Programme at the 6th Customer Loyalty Awards.
››Liver Transplant: Indraprastha Apollo Hospitals, Delhi - Winner

››Oncology: Apollo Cancer Centre, Chennai - Winner & AHPI — Patient Friendly (2019)
››Oncology: Apollo Gleneagles Hospital, Kolkata - Runner up ››Apollo Health City, Hyderabad has been awarded by AHPI as a
Patient Friendly Hospital.
››Bone Marrow Transplant: Apollo Cancer Centre, Chennai -
Winner
& Golden Peacock — HR Excellence Award (2019)
››Cardiology Cardiac Surgery: Apollo Hospital, Chennai - ››Apollo Health City, Hyderabad has been declared as winner of
Runner up the Golden Peacock - HR Excellence Award.

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NOTES

116
Apollo Hospitals Enterprise Limited
[CIN : L85110TN1979PLC008035]
Regd. Office: No.19, Bishop Garden, Raja Annamalai Puram, Chennai – 600 028
Secretarial Dept: Ali Towers III Floor, No.55, Greams Road, Chennai – 600 006
E-mail: [email protected] : Website: www.apollohospitals.com
Phone: +91 044 28290956, 044 28293896 Board: 28293333 Ext. 6681