Apollo Investor Presentation August 2014

cor pora t e r e vi e w &
b usi n e s s u p d at e 2014
4
| APOLLO HOSPITALS ENTERPRISE LIMITED |
Apollo Hospitals Mission is to bring healthcare

of international standards within the reach
of every individual. We are committed to the
achievement and maintenance of excellence in
education, research, and healthcare for the benefit
of humanity.
Over the years many scientists have attempted to value the human body. The tag,
once upon a time a mere 98 cents, has risen steadily over the years from $3.50
in 1972 to $5.60 in 1976 and $650 soon after. Then came along Yale molecular
biologist,Harold J Morowitz, who referenced a biochemical companys catalogue
that priced synthesized materials like haemoglobin at $2.95 a gram and bradykinin
at $12,000 a gram, and came up with the staggering 6 million dollar man. He stated
that the dollar number was merely a deduction based on the cost of materials
available commercially-the hormones, proteins, enzymes, RNA, DNA, amino acids
andother complex bio-chemicals that are the building blocks of life, and estimated
that fashioning the $ 6 million chemical shopping list into human cells might cost
closer to $6,000,000,000,000,000 (six thousand trillion dollars). Assembling the
resulting heap of cells into tissue, the tissue into organs, and the organs into a warm
body might in fact drain all the treasuries of the world, with no guarantee of success,
Morowitzconcluded.#
Such valuations are obviously purely notional. The blueprint and the savoir faire to
assemble the raw materials into a warm body magically materialize the moment
conception takes place. They codify, particularise and define how that body will
function and how it will look. The bodys innate intelligence unfolds and stays with it
every day using the nervous system as its conduit to coordinate the massive number
of functions that occur every second within it. If this capability together with the
bodys parts-vital and reproductive organs, fluids, tissues, germ fighting capabilities,
its DNA and its emotions are taken into consideration, there is really no justifiable
price tag for the human body. It is quite simply non-pareil and quite simply Priceless.
At Apollo we are cognizant of what this means. The pursuit of excellence in all that
we do and a Patient First approach to healing underpins our health care practice. We
have for over 30 years now put smiles on over 35 million faces with this sustained
dedication towards patient wellbeing. Our motivation is simple.
corporate review &

business update 2014
It lies in our understanding that the human body is
ii
Contents
Priceless.
As reported in The New York Times, 11th February, 1976, The High Cost of Being HumanHarold J Morowitz
inside this book
Priceless
- the word is immediately

associated with things of immeasurable
value or inestimable worth. Onealways uses
the word with reference to resources, which
by definition are precious and scarce and
therefore have to be managed with utmost
reverence and care.
Dr. Prathap C. Reddy
Executive Chairman
Apollo Hospitals Group
While many people would ascribe this

word to things like a work of art or a
precious stone, and a few to resources
like oil or for that matter water, seldom
does one realise that probably the most
precious thing on the surface of earth is
the humanbody.
strong operating &

financial track record
anchored for the future
We provide the same emphasis

on creating a culture of health and
wellness as with care and sickness.
attractive industry opportunity
excellence in practice
As caregivers, we at Apollo take this

responsibility very seriously while
providing best-in-class medical
treatment across all specialties of care.
corporate review &
leading private sector

healthcare services provider
strong management team
socially conscious
17
23
33
43
53
57
3
Contents
leading
pri vate s ector
healthcare
corporate review &

services provider
Contents
the Apollo ethos

why is our care different?
a combination of underlying factors
that drive us today and will shapeour future
our core
Patient
Patient
Compliance
Engagement
Reactive
Proactive
our focus
To lead the way

in clinical
excellence
by leveraging
technology &
innovation
Long term
relationship
with doctors
& medical
professionals
Focus on
high end
specialities
& procedures
Focus on
standardisation
of clinical
protocols
To
Relationship
based
communication
Episodic
To enhance patient
experience & value
Broad based
service
offerings for
end to end
care
Preventive
healthcare
corporate review &

Consumer
at the core
at the core
growth drivers
what sets us apart
In-depth
understanding
of practice &
industry
Hospital
Stringent quality
control norms &
protocols
Smart
technology
adoption
Ability to
attract good
doctors
Strong execution
strategy
India accounts for

20% of the worlds
disease burden
Acumen to match
care demand &
market gaps
with creation
of assets
2
* World bank 2012
Contents
Inadequate
infrastructure
(0.9 beds per 000
people vs. 3 beds
world average)
Inadequate
government spends
on healthcare
(1.3% of GDP vs.
6.1% globally)*
Changing patient demographics

Increase in working population
Increase in ageing population
Rising affluence
Increasing penetration of health
insurance
Increase in elective health care
Changing disease profile
Lifestyle-related
chronic diseases
Increase in NCDs
Cancer
Womens health
Tier II needs
Medical Value
Tourism

$
a typical weekday in the world of Apollo
business snapshot
operating one of the largest hospital networks in Asia*
20,000
1,500
Footfalls
Admissions
##
800
600
300
Major
CT Scans
MRIs
Surgeries
Owned
1,933
Total
Owned
across
8,617
39
Managed
Total
11
50
ABH
10
t a tio
ta
ti o n
Employed +
fee for service Doctors
5,870
accre
c r e di
services
ac
di
JCI
healthcare
Nurses
9,469
other
across 20 states
businesses
corporate review &

other group
initiatives
Health Insurance (AHEL stake 10.2%)

Primary Clinics
Sugar Clinics
CRADLE
Day Care Centres
education
34
100,000 +
1,000
Dialysis
Organ
Pharmacy
Health Checks
Transplants
Walk-Ins
Surgeries
Paramedics
67%
3,141
of
Consolidated
Revenues
Medical College
Nursing College
Paramedics Training
Healthcare Skill Development
Cost Benefit
FY14 at Apollo Hospitals*
of
Consolidated
Revenues
1,632
350
Out-Patients
10,000
5,000 +
13,000
Heart Surgeries
Joint Replacements
Neuro Surgical
Operations
500
1,000 +
375
Robotic Surgeries
Kidney
Transplants
Liver Transplants
120
150
Countries Medical
Value Travel
Bone Marrow
Transplants
2%
of
Consolidated
Revenues
ancillary business
Telemedicine
Research
Healthcare IT & Analytics
250,000 +
Admissions
31%
RX
40
Cardiac
325,000 + 3,000,000
Outlets
pharmacies
Tender Loving Care
Tertiary, Super Specialty &

Secondary Care
largest pharmacy chain in India*

standalone
Academic & Research

Excellence
Cutting Edge
Technology
Clinical Excellence
6,684
Managed
Representative Data
Preventive Health
Checks
150,000 +
Radiotherapy
Sessions
42,000 +
Chemotherapy
Sittings
##
Includes all owned hospitals, managed hospitals, Daycare Centres, CRADLE, Clinics &
Pharmacies in the Apollo Network
* FY14 info for owned hospitals only. Does not include managed hospitals
* As of March 31, 2014
Contents
performance
financial highlights FY14
five years at a glance

All data in Rupees million, except for share data
Revenue
11%
15.3%
16.1%
5,046
4,659
11.5%
12.4%
Profit Before Tax
4,067
3,991
2%
Profit After Tax
3,168
3,044
4%
Margin %
7.2%
8.1%
Earnings per Share (EPS)-Basic (`)
22.77
22.08
3%
Earnings per Share (EPS)-Diluted (`)
22.77
21.88
4%
FY 2014
FY 2013
Application of Funds
45,757
41,050
Fixed Assets
30,227
25,987
1,499
1,453
1,661
1,480
12,142
11,879
Deferred Tax Asset
228
251
Sources of Funds
45,757
41,050
Shareholders Funds
29,612
27,313
Capital Reserve on Consolidation
155
155
Minority Interest
188
173
12,283
10,863
3,519
2,546
Margin %$
Operating EBIT (Earnings before interest & Tax)
Margin %
8%
6,724
6,082
6,082
6,724
Operating EBITDA$ (Earnings before Interest, Tax & Depreciation)
5,131
16%
4,190
37,687
3,013
43,842
Revenue from operations
22.2 %
43,842
Growth
CAGR
37,687
FY 2013
EBITDA
31,475
FY 2014
21.3%
26,054
Rupees million, except for share data
CAGR
20,265
consolidated financial highlights
2010
2011
2012
2013
2014
2010
2011
2012
2013
2014
CAGR
EBIT
22. 3%
CAGR
PAT
23.2%
Includes initial ramp up costs of new Hospitals & Clinics. Refer page 38 for split by line of business
3,243
3,892
4,659
5,046
1,376
1,839
2,194
3,044
3,168
2014
2010
2011
2012
2013
2014
CAGR
10
CAGR
22.77
19.7%
21.88
EPS (Diluted) (`)
16.30
* Includes cash & investment in liquid mutual funds of ` 4,151 million in FY14 & ` 6,822 million in FY13
#
Previous year numbers have been regrouped & reclassified wherever necessary to conform with current year classification
19.5%
14.37
EPS (Basic) (`)
11.10
Deferred Tax Liability
2013
22.77
corporate review &

Loan funds and Long term Provisions/Liabilities
2012
22.08
Net Current Assets & Long term Advances*
2011
16.83
Non-current Investments
2010
14.80
Goodwill
11.15
Rupees million
2,256
consolidated financial position
2010
2011
2012
2013
2014
2010
2011
2012
2013
2014
11
Contents
details of beds under operation #
pan India presence
leading hospital players in India
Pan
India
# of Beds: 5,400
# of Hospitals: 56
# of Beds: 8,617
# of Hospitals: 50
CARE
Hospitals
Multiple
Regions
Narayana
Hrudayalaya
# of Beds: 6,900
# of Hospitals: 26
No. of Hospitals
6,684
1,933
8,617
1,465
959
540
875
499
320
597
290
939
200
6,684
3,951
1,011
1,012
710
6,684
6,011
1,933
7,944
1,268
930
540
749
394
290
451
250
939
200
6,011
3,896
893
783
439
6,011
39
11
50
10
7
2
2
2
2
4
1
8
1
39
23
7
6
3
39
bed growth
Manipal
Hospitals
Single
Region
Single
State
Geographic Presence
# of Beds: 2,000
# of Hospitals: 15
corporate review &

Operational Beds
Category Wise
Owned
Managed
Grand Total
Cluster Wise (Owned)
Chennai
Hyderabad
Kolkata
Delhi
Bangalore
Ahmedabad
Tamilnadu (outside Chennai)
Bhubaneswar
Other India
International
Grand Total
Maturity Wise (Owned)
> 5 years
3 - 5 years
1 - 3 years
< 1 year
Grand Total
Apollo is the leading player in the Indian hospital segment by geographic

presence, business span and breadth of service offerings.
Fortis
Hospitals
Capacity Beds
# of Beds: 5,000
# of Hospitals: 15
7,984
8,717
2,875
2,608
Sterling
Hospitals
MAX
Healthcare
Medanta
# of Beds: 1,005
# of Hospitals: 5
# of Beds: 1,600
# of Hospitals: 8
# of Beds: 1,250
# of Hospitals: 1
Narrow
4,000
5,376
8,276
2,388
5,842
5,888
FY11
FY12
8,420
8,617
2,038
1,933
6,382
Owned Beds
CAGR (FY05-14)
9.3%
6,684
1,000
1,500
300
Wide
750
300
750
FY90
FY95
3,000
1,500
FY00
FY05
Owned
Business Span and Breadth of Services

Source: Company and Analyst Reports
FY10
FY13
FY14
Managed
Beds as on 31st March 2014
12
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evolution
awards & achievements
1983-2000
RX
Expansion
1983
Started in Chennai with 150 beds
1988
First pharmacy retail outlet in Chennai
1988
Apollo Hospitals, Jubilee hills, Hyderabad
1991
First international patient - from Middle East
1995
Apollo Specialty Hospital, Chennai
1993
24 hours ambulance service with wireless facility
1996
Indraprastha Apollo Hospitals, Delhi
launched
1997
Apollo Specialty Hospital, Madurai
1996
First dedicated linac based stereotactic radio surgery
unit - X knife with CLINAC 600 SR, outside of USA
2000
First telemedicine facility in the country inaugurated at
Aragonda by Bill Clinton, President of USA
1,500 beds
2001-2005
FY
2000
RX
Revenues
` 2,684 mn.
Mysore, Bilaspur
2002
Apollo Hospitals introduces nationwide single
2002
First Med (Chennai), Apollo Gleneagles (Kolkata)
emergency number - 1066.
2003
Ahmedabad
2002
The first Apollo Clinic inaugurated in Delhi
2005
First CRADLE launched in Gurgaon
2004
Apollo Hospitals Hyderabad- First in the world to use
Kakinada
satellite technology for telemedicine
2005
First 64-Slice CT Angio System launched at Apollo
Hospitals, Chennai
Apollo Hospitals, New Delhi becomes the first hospital
in India to receive accreditation from JCI, USA.
2007
4,000
beds
RX
170
stores
Revenues
` 6,621 mn.
Apollo Bengaluru
Apollo Hospitals, Chennai receives accreditation from
JCI, USA
2009
Karur, Apollo Children's Hospital (Chennai)
Apollo Hospitals Hyderabad receives accreditation for
2010
Secunderabad, Bhubaneswar, Lavasa, Hyderguda
Acute Stroke from JCI, USA the first hospital in the
world outside the United States to receive Disease
Specific Certification
2008
Apollo Hospitals, Bengaluru becomes the 6th Apollo
hospital to receive accreditation from JCI, USA
2009
ACE@25, a clinical balanced scorecard with
international quality benchmarks launched in all
Apollo Hospitals
2010
Apollo Quality Program detailing methodologies for
Clinical Handovers, International Patient Safety Goals,
Surgical Care Improvement and Zero Medication Errors
launched across the entire Apollo group.
2006-2010
2006
2008 Karimnagar
corporate review &

2011-2014
FY
2010
RX
7,984 beds
1,049
stores
Revenues
20,265 mn.
2011
Apollo Day Care Surgery launched a dedicated
2011
Apollo Institute of Robotic Surgery launched - the first
facility for minor surgeries requiring short stay
world class robotic centre in Tamil Nadu
Apollo Hospital at Karaikudi, Tamil Nadu.
2012
Placed order for Proton therapy equipment for Cancer
2013
Hospitals in, Vanagaram (Chennai),
treatment
Jayanagar (Bengaluru) & Trichy
2013
Apollo Health City, Hyderabad performs revolutionary
Minimally Invasive Knee Replacement (Resurface)
Surgery using OrthoGlide Medial Knee system
FY
2014
Voted #1 amongst Indias Most Admired Companies in the Pharma

and Healthcare Sector
JCI Accreditation for 8 hospitals- Bengaluru, Chennai, Delhi,
Dhaka, Hyderabad, Kolkata, Ludhiana & Mauritius
25 stores
2001
FY
2005
RX
Operational Highlights
RX
8,617 beds
1,632
stores `
Best Multi-specialty Hospital In India (2014): Apollo Hospitals,

Chennai Ahmedabad, Delhi, Kolkata & Hyderabad hospitals ranked
No.1 Multi-specialty hospital in their respective cities
The Gallup Great Places to Work 2014 award in recognition of
Apollo engaging its workforce & leveraging that strength to drive
business results & sustainable growth
Four hospitals within the group have achieved the Stage 6 designation
of the HIMSS Analytics Electronic Medical Record Adoption Model
(EMRAM) for attaining significant advancement in its IT capabilities.
As of Q1 2014, just 10.4% of more than 8,600 hospitals tracked by
HIMSS Analytics had reached Stage 6 and beyond on its EMRAM and
only 3.1% for Asia Pacific.
Apollo Health City Hyderabad was recognized as the Best Medical
Tourism Facility for 2009-2010 by the Ministry of Tourism
Government of India. Also bestowed the prestigious International
Medical Tourism Award for excellence in customer service by the
reputed International Medical Travel Journal, UK
Dr. Prathap C Reddy, Founder & Chairman, was conferred with the
Lifetime Achievement Award at the Asian Business Leadership
Forum Awards 2013 & by CNBC TV18 at the 9th edition of India
Business Leaders Awards 2013
Dun & Bradstreet has ranked Apollo Hospitals 208 th as per income
and 170 th as per Net profits under Indias Top 500 Companies 2014
Revenues
43,482 mn.
14
15
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attractive
i ndu str y
corporate review &

op p o r t u n i t y
RX
16
17
Contents
attractive industry opportunity

beds per 10,000 people
India is an under-penetrated market
India lags behind other developed and emerging economies in healthcareinfrastructure
health expenditure in India

% of GDP vs. other countries
Healthcare infrastructure gap remains substantial,

with only 9 beds per 10,000 population,
significantly lower than the other countries and the
global median of 30 beds per 10,000 population
Per capita vs. other countries ($)
Indias healthcare expenditure as %of GDP was

4.0% (Government spends 1.3% )
as compared to global average of
10.2% (Government spends 6.1% )
17.9
healthcare infrastructure in India
Per capita healthcare expenditure at $61 is the

lowest in the world when compared to $8,895 in
the U.S., $3,647 in the U.K. and $322 in China
Indias share in global disease burden is 20% ,

while its share of healthcare infrastructure is much
lower with only 6% of global hospital beds and 8%
share of doctors and nursing staffs
39
20%
30
30
30
23
8,895
8%
8%
Doctors
Nurses
6%
9%
1%
5,741
9.4
3,647
3.9
corporate review &

Disease
Burden
62%
16%
3%
Out of Pocket
Private
Expenses
Prepaid Expenses
4%
7%
Beds
Community
Lab
&
Technicians
Health Workers
Source: FICCI and E&Y.

Note: Data for Indias share in world health parameters.
a
di
China
India
Indonesia
Malaysia Singapore Thailand Australia
USA
Physicians
14.6
6.5
2.0
12.0
19.2
3.0
38.5
24.2
Nurses and midwives
15.1
10.0
13.8
32.8
63.9
15.2
95.9
98.2
Dental
0.4
0.8
0.4
1.4
3.3
0.7
6.9
16.3
39
18
27
21
39
30
Health Workforce Density
Spending driven by out of pocket component
Global
India
comparison of India vs. other countries in healthcare infrastructure parameters
healthcare expenditure composition (%)
21%
Brazil
61
Per 10,000 population
59%
Global
In
108
si
hi
na
si
ay
215
Th
In
al
ce
n
pa
an
Fr
a
ad
C
Ja
an
a
si
ne
do
la
ai
al
M
Th
ay
si
nd
a
di
In
na
hi
pa
Ja
an
ad
ce
an
Fr
322
Source: World Bank (2012)
Government
Spending
US
Source: WHO World Health Statistics 2013

410
28%
UK
3.0
ne
3.9
nd
4.0
la
5.4
4,752 4,690
do
10.1
China
In
10.9
ai
11.7
Low public spending

(28% ) and limited
penetration of
health insurance
has led to out-ofpocket expenditure
accounting for ~62%
of total healthcare
spend
Infrastructure
Hospital beds
investment required to meet demand supply gap
Others
In order to meet the global median of 30 beds per 10,000 population, India needs to investover
`14 trillion ($230 bn).
India
Source: CRISIL
18
19
Contents
market opportunities and growth drivers

Demographic shifts, changing consumption patterns and increasing affordability makes India
one of the fastest growing healthcare delivery markets globally.
Indian healthcare services market

Growth in Indian healthcare services is likely to
be driven by in-patient based facilities

CAGR (200818)
In-patient
Out-patient
14%
8%
burgeoning middle class households (in mn)
Increasing in-patient volumes due to

non-communicable life style diseases

Cardiac
Oncology
Increasing income levels have contributed to a

middle class bulge
Rising health insurance premium with rising

income levels and awareness (` bn)
The number of middle/upper income

households is expected to increase fourfold
between 2010 and 2020
Diabetes
18% 16% 19%
CAGR
increasing penetration of health insurance
CAGR
FY05FY12
34%
Higher health insurance

penetration allows greater
access to quality healthcare
No. of hospitalized cases (mn)

2.9 5.2 8.3
$83bn
2008
2013
In-patient market size
2018P
118
Cardiac
Out-patient market size
29
Oncology
2008
2013P
66.3
51.2
274
201
61%
81.1
61.7
519
509
114.8
92.1
81.8
65%
53%
130.9
107.2 102.8
1,030
39%
47%
1.2 2.3 3.4
35%
$50bn
$28bn
2.0 3.1 4.2
79
163
1.8 5.6
Diabetes
3.2
10.9
20.4
16.7
Globals
Strivers
Seekers
(Upper Class) (Middle Class) (Middle Class)
2018P
2010
In-patient market size (` bn)
Aspirers
FY05
Deprived
22.2
FY06
32.1
FY07
FY08
FY09
FY10
FY11
FY12
2020P
Source: McKinsey Global Institute
Source: IRDA
Source: CRISIL
medical tourism is a burgeoning industry in India
India: demographic shift (% of population by age group)
7
11
8
12
8
14
20
9
15
11
16
20
12
16
20
21
23
24
28
29
28
26
24
35
32
29
27
25
23
2001
2007
2012P
2017P
2021P
2026P
45-59 yrs
60+ yrs
corporate review &

27
0-14 yrs
15-29 yrs
30-44 yrs
India is competitive in healthcare costs as compared to the developed countries and other
nations in Asia. It offers the same standards and quality care at a substantially lower cost.
Growing working
class population
between ages 45
and 60 from 22% in
2012 to a projected
28% in 2026
cost of key treatment procedures
Source: CRISIL
Ailments (US$)
US
UK
Thailand
Singapore
India
Heart Surgery
100,000
41,726
14,250
15,312
4,500
Bone Marrow Transplant
250,000
292,470
62,500
150,000
30,000
Liver Transplant
300,000
200,000
75,000
140,000
45,000
Knee Replacement
48,000
50,109
8,000
25,000
6,000
Source: CRISIL
20
21
Contents
excellence
in
corporate review &

practice
22
23
Contents
n e u r ology
focus on clinical excellence and

quality healthcare services
on c ology
centres of excellence
The Apollo Institutes of Neurosciences

are equipped to treat the entire range of
Neurological diseases.
cardiol ogy
o rth o p aed ics

The Heart Institutes at Apollo Hospitals,
India represents one of the largest groups of
Cardiology and Cardio-Thoracic Surgery in
theworld. The scorecard shows an unmatched
record of over 140,000 heart surgeries, which
include complicated coronary artery bypass
surgery, surgery for all types of valvular heart
disease and child heart surgery, with success
rates comparable to international standards.
Pioneers of Total Knee Replacement in India
corporate review &

Pioneered open heart surgeries and cardiac

catheterization, in the early 80's.
Conducted over 140,000 cardiac surgeries
- one of only 10 hospitals in the world to
achieve these volumes.
Achieved a 99.6% success rate in cardiac
bypass surgeries; over 91% of which were
beating heart surgeries.
Introduced cutting edge procedures like
off-pump and beating-heart surgery,
either by thoracotomy (minimal invasive
access) or classical sternotomy, transradial angioplasty and stenting, mitral valve
replacement.
First hospital group to bring the 320 Slice
CT- Angio scan system and the 64 Slice CTAngio scan system to India
First private healthcare provider to perform a
heart transplant in 1995
Were the first to perform Birmingham Hip

Resurfacing procedure in India
The hospital has a 99% success rate for Hip
Resurfacing procedure
Pioneers of Illizarov Procedure for limb
lengthening in India
Revolutionary Ceramic Coated Knee
Replacement was performed for the 1st time
in South India at Apollo Speciality Hospital,
Chennai.
Resorbable screws were used for the first
time in India at Apollo Hospitals Chennai to
correct congenital spine problem of a sixyear-old child from Tanzania.
World's 1st iPod Navigation Hip Resurfacing
Surgery was successfully performed at
Apollo Speciality Hospitals, Chennai.
Transsphenoidal surgery for pituitary

tumors, spinal fusions, X-Knife for fractioned
treatment of benign and malignant tumours
(Stereo Tactic Radiotherapy) and many
more cutting edge treatments make Apollo
Hospitals a leader in Neurosurgical care
Ably supported by modern Neuro-Radiology
services, Neuro-Intensive Care facilities as
well as Medical and Radiation Oncology
services, Neurological specialists at Apollo
Hospitals achieve outcomes matching those
of the leading institutions across the globe
In 1995, Apollo Hospitals performed its first

Bone Marrow Transplantation, as well as the
first multi organ transplant in the country.
Early in 2001, The Apollo Speciality Hospital,
Chennai completed 100 Bone Marrow
Transplants.
t r a n s p la n t s
Apollo Hospitals was the first Indian

hospital group to introduce Stereotactic
Radiotherapy and Radiosurgery for cancer
treatment.
Was the first hospital group in South-East
Asia to introduce the 16 Slice PET-CT Scan.
Introduced the most advanced CyberKnife
Robotic Radio Surgery System in the Asia
Pacific, region, the worlds first and only
robotic radiosurgery system designed to
treat tumors anywhere in the body with submillimeter accuracy.
The Apollo Transplant Institutes offers one of

the world's most comprehensive solid organ
transplant programs with a success rate of 90%
Services include Liver & Kidney Transplants,

Corneal Transplants, Heart Transplants,
Intestinal & GI Transplants & Pediatric
Transplants
State of the art infrastructure & equipment
Team of renowned Transplant Surgeons,
Nephrologists, Gastroenterologist's, Pediatric
Surgeons, Anesthetists, Intensivists & Physicians
1,400 +
Giving hope
at the world's
busiest
transplant
centre
24
Solid organ
transplants
in 2013
25
(1)
Contents
Cardiology, Orthopedics, Neurosciences, Emergency, Cancer, Transplant.
Apollos ICU management and critical care, protocols and handover and its Emergency Care are
among the best in the country. Whether it is in providing easy access to these services through
a hotline or enhancing door to physician time, Apollo places a premium on patient needs.
200+
220
ambulances
<10
ICU management
mts response time during

emergencies
500,000+
infection controls
Our infection control protocols pertain to a wide
spectrum of interventions & have been developed

jointly with intensivists & anesthetists
ICUs high risk areas for patient where lifethreatening mistakes & omissions in care
can occur
Checklist of care should be addressed daily
Critically ill patients highly vulnerable to health
care associated infection, resulting in significant
morbidity & prolonged length of hospital stay
Reponsibility of every member of the health care
team to ensure compliance with hospital and unit
infection control policies like hand-washing
before & after examining a patient; use of alcohol
hand rubs; use of sterile barriers & disposable
gloves; safe disposal of all sharps & patient
consumables; & traffic control
Bedside Analysis checklist use has reduced
ALOS & improved infection control indices
clinical handovers
corporate review &

Standardised procedure for clinical handover

enhances patients safety by providing vital
information at a glance to the care providers

enhances ability of attending staff member to
identify potential source of problem
Transfer of care from physician to physician or
nurse to nurse in case of change of location or
change of shifts
Includes accurate information about
patients care
treatment and services
verbal order
test results
current condition
recent or anticipated changes
calls served in 10 years
Critical
Care
120,000*
Emergency Beds
emergency footfalls
(annually)
950
Total Pickups
(Monthly)
1066
500+
Emergency access number
calls per day currently
The critical care units at Apollo

integrate many specialities and
diverse technologies offering
hope to patients who are
critically and acutely ill.
<10
mts door to
physician time
Methodical organization of
critical care services influences
outcome measures such as
mortality, length of stay and
infection rates.
<15
mts door to
ECG in acute
coronary syndrome
The National Network of

Emergency Services
Emergency care of uniform
The CCU is a semi-closed

unit and high quality care is
provided by the Critical
Health Care team along with
primary consultants.
quality standards across the

country
24 hour emergency and trauma
care to meet all medical and
surgical emergencies including
poly-trauma
Common functional and medical
protocols across the system
Special emphasis is placed on

nurses training
standardising care through
clinical pathways
the identification of ethical and
for Delhi, Ahmedabad,

* Data
Kolkata, Hyderabad,
economic issues pertaining to

critical care
Bengaluru and Chennai
26
<30
mts door to
CT in acute strokes
<30
mts door to needle

in STEMI
<90
mts door to
balloon in primary PCI
Apollos pioneering emergency

care is a scientifically developed
protocol-driven emergency
system. It has:
well-equipped ambulances
manned by trained personnel

air ambulance services for
remote areas and life threatening

emergencies
effective communication system
between the central control room,
the ambulances and emergency
facilities in the hospitals
emergency care
27
Contents
service excellence
TASCC (The Apollo Standards of Clinical Care)
Service Excellence is the mintmark of Apollo made possible by an engaged workforce that
takes pride in its day-to-day responsibilities. The Great Places to Work For award that Apollo
recently won stands testimony to that engagement.
Apollo benchmarks its practices with the best hospitals in the world to ensure the highest
quality clinical standards.
Continuous
clinical monitoring &
improvement
human sigma
1st in India to adopt Human Sigma

by mapping customer and employee
engagement to the Gallup S
methodology
Ranked this year among top 37

companies that partner with Gallup
This recognises exceptional leadership

that understands that engaging
employees drives real business outcomes
Apollo now among globally recognised

organisations for mastering how to
engage workforce to deliver
sustainable growth
guest relations
Apollo has adopted the engagement

pathway for Voice of Customer (VOC)
Partnered with Gallup to benchmark

e-customer feedback with best in class
hospitals globally
In-house framework captures VOC from
interactions and converts them into
qualitative and quantitative feedback for
quick follow-up action
Awarded Best Innovation in Service

Delivery in 2013 by AIMA & Hospital
Management Awards
TA S C C
A CE @25
Apollo Clinical Excellence score card
Clinical
Quality Parameters
RACE
admissions
tender loving care
Core training module for all nurses
Inspires the conversion of daily

interactions into memorable
experiences, resulting in enhanced
courtesy index for nursing
Minimises waiting time for planned

admissions
Dedicated rooming experience that

orients patients and attendees to various
hospital services
TLC acknowledged as Best

Training Initiative in Healthcare at
Asian Learning & Development
Leadership Awards
in Dubai in 2013
Balanced score card for COEs
Apollo Clinical Policies, Plans & Procedures
Post-discharge calls to
patients for suggestions
and feedback 72 hours after
discharge
Speedy discharge summary

for planned discharges
Parameter AQP
Monitoring Dashboard Apollo Quality Programme
20
infrastructural requirements.
Standardised methodology of identifying

deaths in a hospital with potential to have
Apollo Mortality Reviewresulted from an error through trigger criteria.
Systematic peer review through a checklist &
categorisation to identify preventable deaths.
Apollo Incident
Reporting System
discharge
nursing care, managerial processes &
AMR
AIRS
25 policies covering clinical care,
ACPPP
Monitoring Systems
Tender Loving Care (TLC) - training

for frontline staff
corporate review &

Parameters involve complication rates,

rates, infection rates & ALOS
mortality
after major procedures; compared with
international benchmarks.
25
for tracking incidents that pose a

Mechanism
safety risk to patients.
Programme for standardisation of processes

for clinical handovers, medication safety,
surgical safety, patient identification,
verbal orders, handwashing compliance &
falls prevention.
service excellence
28
29
Contents
By providing the option of robotic and minimally invasive surgeries we seek to ensure quality of
life for patients through faster recovery and minimal discomfort.
technology excellence
institutes of robotic surgery
Using cutting edge technology to deliver optimal solutions and outcomes for patients.
Performed Asias heaviest (348 kg, BMI-112.5) bariatric surgery
age | Minimal B
e Dam
issu sk of Infection | lood L
T
Less oss
Ri
ss
Le duced
cars | Faster Re Pain
Re Visible S
cov
ery
s
Les
s
ie
all
corporate review &

in
Philips Gemini TF Time of Flight positron emission tomography

computed tomography (PET-CT) 64 slice scan system, was
first installed in India at Apollo Specialty Cancer Hospital,
Chennai, in January 2009
Institutes of
Robotic Surgery
M
We have dedicated
teams in place to
continuously monitor
technological
innovations and
medical developments
globally so that we are
up-to-date with new
and relevant technology
and treatments in the
industry
State-of-the-art
Equipment
i Si Surgical Syste
m
Vinc
Da r Robotics Renais
san
o
z
ce
Ma ECMO | Cell Vizio
The Novalis Tx Radiotherapy and Radiosurgery system,

one of the most precise, non-invasive and fastest treatments
available for cancerous and non-cancerous conditions of
the entire body, was installed in our hospitals in Hyderabad,
Kolkota and New Delhi, in November 2009, March 2010 and
September 2010 respectively
u
y In
vasive S
rg
Micro Precision
ility & Maneou
Flexib
vrab
ater
ility
Gre
Toshiba Aquillion ONE 320 slice dynamic multi-detector

computed tomography (CT) scanner, an advanced diagnostic
tool used in heart, brain and whole body scanning, was first
launched at the Apollo Heart Centre, Chennai, in September 2008
er
st
Patient Benets
The G4 Cyberknife Robotic Radiosurgery System, AsiaPacifics most advanced cancer treatment system, was first
launched in India at Apollo Specialty Hospital, Chennai, in
March 2009
Advantages
Ca
s
rd
dic
Ur io lo g y | O rt h o p a e gy
olo
lo
Gy g y | G a stro e ntero s
nae
c
r
t
c olo g
a i
y | P ae di
South Asias first-of-its-kind, full-field digital mammography

with tomosynthesis (3D) system, was installed at Apollo
Speciality Hospital, Chennai in 2011
The da Vinci Surgical System enables the surgeons to offer
a minimally invasive option for complex surgical procedures.
This Apollo Institute of Robotic Surgery is located at Apollo
Hospitals Chennai, Kolkata, Delhi and Hyderabad
Areas where Used
The True Beam STx set up in Apollo Bangalore in 2013 is an

advanced radio surgery system which performs noninvasive,
image-guided radio surgery procedures with pinpoint accuracy
and precision
renaissance
system
We believe that our investment in the latest and most advanced medical technology and
equipment has enabled us to attract renowned doctors from India and abroad to practice in our
hospitals. It has also helped make our hospitals the preferred treatment destination for patients
from various countries around the world.
TM
robotic surgical
Robot guided system

specifically designed
for spine surgery
First hospital to offer in

Asia Pacific
High accuracy and less

radiation
30
ECMO
Extra-Corporeal Membrane Oxygenation system
175+
surgeries
since launch
Life saving advanced intensive care

technology
Used in adults and children
Used when the lungs or heart are not

working properly
Key to success is timely intervention of

multiple organ failure
31
Contents
strong
operating &
financial
corporate review &

track record
RX
32
33
Contents
Apollo is one of the few companies in India across capital-intensive industries to generate
healthy returns on capital employed in the business.
strong operating and

financial track record
steady improvement in ROCE
robust financials
Consistent improvement in financial performance across hospitals (mature and new), as well as
across businesses (hospitals and standalone pharmacies).
ROCE
total consolidated revenue (1) (` mn)
Efficiency
(Asset
Turnover)
Strong growth in revenue across businesses driven by strong operating performance
Profitability
29,588
26,178
Healthcare Services
CAGR (FY08 14)
22,222
19,081
20%
15,193
12,673
FY08
Efficient use of capital
Higher revenue &

profitability
Balanced out-patient &
in-patient mix
Reduced ALOS
Increasing ARPOB
Improving case mix
10,985
10,058
1,996
110
13,616
3,322
4,817
FY09
FY10
Healthcare Services
FY11
Standalone Pharmacies
CAGR (FY08 14)
678
390
255
147
8,575
6,583
FY12
638
524
FY13
Standalone Pharmacies
Lower investment per bed

Strong project execution
38%
capabilities
Higher utilization of key
facilities & equipments
Quick ramp up of new
hospitalsincreasing
patient flow & occupancy
FY14
Others
EBITDA margin (%) and net profit (2) margin (%)
EBITDA margin and Net Profit margin has consistently improved
15%
16%
16%
15%
14%
return on capital employed #

healthcare services (%)*
16%
15%
19%
corporate review &

6%
FY08
6%
FY09
7%
FY10
EBITDA Margin
7%
7%
FY11
FY12
8%
FY13
7%
17%
1,000 beds added
18%
19%
13%
13%
FY11
FY12
14%
14%
FY13
FY14
18%
15%
14%
9%
10%
10%
FY09
FY10
in new facilities over

the last 24 months.
Contribution to EBITDA
yet to be realized
FY08
FY14
FY09
FY10
FY11
FY12
FY13
FY14
FY08
Net Profit Margin
Note: FY14 ROCE excludes new hospitals (Vanagaram, Jayanagar, Trichy & Nashik) added in the last 12 months.
Capital employed of `4285 mn. Contribution to EBIT yet to be realized
* Healthcare services includes owned hospitals, hospital-based pharmacies & consulting projects &services
#
ROCE = EBIT / Capital Employed (excludes CWIP & investments in liquid mutual funds)
Source: Company audited financials
(1)
Revenue is net of doctor fees

Net profit after minority interest & associates
Source: Company audited financials
(2)
34
return on capital employed #

consolidated (%)
Contents
35
strong operating metrics
specialty-wise operational performance*
healthcare services
Continuous improvement in key operating metrics is helping drive revenues and profitability.
Cardiology
23%
Continued in-patient volumes growth
Others
36%
Consistent bed utilization
~64%
bed occupancy rate (1) (%)
in-patient admissions (000)
High-end
Tertiary Care
contributes to
Oncology
8%
of Total Net
Revenues
Operating Beds
190
FY08
211
FY09
235
FY10
265
FY11
281
FY12
313
332
3,613
3,930
75%
76%
4,257
73%
4,767 (2) 5,153(2)

73%
71%
5,549 (2)
72%
FY13
FY08
FY14
FY09
FY10
FY11
FY12
FY13
corporate review &

FY08
FY09
FY10
4.79
FY11
4.78
FY12
4.65
FY13
4.54
FY14
14,356
15,184
FY08
FY09
16,620
18,474
20,455
21,724
Orthopaedic
11%
FY14
Occupancy
rates remain
high despite
bed additions
average revenue per occupied bed (4)

ARPOB (`/day)
CAGR (FY08-14)
4.84
71%
Increased realization per bed
average length of stay (days) (3)
5.15
Neurology
11%
Gastroenterology
7%
Transplants
4%
Reduction in ALOS
5.18
5,811(2)
Growth of in-patient volumes in line with addition of beds

New hospitals are ramping up quickly
8.7%
23,684
Reduced in mature hospitals due to advancement
in treatments
Increase in minimally-invasive procedures
FY10
FY11
FY12
FY13
Average
length of
stay (ALOS)
has reduced
across the
portfolio
FY14
Average revenue
per occupied
bed (ARPOB)
has grown at a
healthy CAGR
of 8.7% over
the last 6 years
Note: All operating data for owned hospitals.

(1)
Bed Occupancy Rate: Total Occupied Bed Days/Total Operating Bed Days. Represents % of available hospital beds occupied by patients.
(2)
Excludes our hospitals located outside India.
(3)
ALOS represents average number of days patients stay in our hospitals.
(4)
ARPOB (Net of doctor fees): Total Hospital Revenue/Patient Days (Total Occupancy in Numbers (Average Daily Census) x No of days).
Source: Company MIS reports
36
Contents
In-patient revenue
Culmination of high occupancy, higher realizations, better
case mix & decreasing ALOS
37
corporate review &

consolidated financials (` mn)
FY14
FY13
YoY Growth
SAP
New
Hospitals
Munich
(AHEL stake
10%)
AHLL
(incl.
Cradle)
Consolidated
28,327
13,648
531
607
729
43,842
EBITDA
6,691
449
(210)
(30)
(175)
6,724
margin (%)
23.6%
3.3%
EBIT
5,332
343
margin (%)
18.7%
2.5%
Revenue
25,545
11,017
28
497
601
37,687
EBITDA
5,930
293
(54)
(1)
(86)
6,082
margin (%)
23.2%
2.7%
EBIT
4,686
200
margin (%)
18.3%
1.8%
Revenue
10.9%
23.9%
EBITDA
12.8%
53.0%
10.6%
EBIT
13.8%
71.5%
8.3%
Total
Healthcare
Services
(Existing)
Revenue
15.3%
(333)
(65)
(37)
(10)
22.3%
(259)
(152)
21.2%
5,046
11.5%
16.1%
4,659
12.4%
16.3%
FY14 Revenuegrowth of 16% from `37,687 mn to ` 43,842 mn
Existing Healthcare servicesrevenue grew by 11% from `25,545 mn to ` 28,327 mn
SAP revenues grew by 24% from ` 11,017 mn to ` 13,648 mn
Consolidated EBITDA margin at 15.3% as compared to 16.1% in FY13.
Existing Healthcare Services margin expanded from 23.2% in FY13 to 23.6%
AHLLCradle & Clinics reported an EBITDA loss of `175 mn in FY14 as compared to a loss of `86 mn due to
addition of 2 Birthing Centers, new clinics & corporateoverheads.
Munich achieved a Gross Written Premium of `6,926 mn in FY14 against ` 6,200 mn in FY13,
a growth of 12%. Earned premium of the Company grew by 23% from `4,421 mn to ` 5,434 mn
38
3
Contents
NA
NA
Inpatient revenue (` mn)

Outpatient revenue (` mn)
NA
75,931
10,019
30,174
2,400
7,619
74%
4.57
11,089
33,561
2,717
8,372
72%
4.35
328,991 351,195
72,608
1,264
FY 14
10.7%
11.2%
13.2%
9.9%
6.7%
4.6%
Growth
yoy (%)
67%
3,763
820
20,002
4,582
66%
3,405
713
18,280
4,118
11.3%
9.4%
14.9%
10.5%
143,806 152,495
4.49
6.0%
51,048
49,362
4.55
3.4%
930
930
Growth
yoy (%)
FY 14
FY 13
78,757
1,585
FY 14
9.4%
Growth
yoy (%)
2,032
FY 14
119,390 125,942
1,966
FY 13
4,330
11,603
633
3,697
72%
5.17
5,383
13,662
810
4,573
68%
5.00
24.3%
17.7%
28.0%
23.7%
12,747
24,055
1,907
10,840
74%
4.43
14,137
25,590
2,237
11,901
74%
4.39
10.9%
6.4%
17.3%
9.8%
0.8%
5.5%
Growth
yoy (%)
Significant subs/JVs/
associates(2)
194,244 231,102 19.0% 394,486 397,826
71,988
1,416
FY 13
Others(1)
Chennai cluster witnessed growth in revenues driven by OP volumes, improvement in case mix and pricing.
Revenue growth of 11.3% in Hyderabad .Volume growth on focus COEs and International patients
Focus on Increasing ARPOB through reduced ALOS, pricing and case-mix improvement.
9.0%
6.7%
5.8%
1,237
FY 13
Hyderabad cluster
Others driving substantial growth ( 24.3%) focus on Inpatient revenue growth (23.7%). 28.0% growth in OP
Revenues driven by Volumes in Bhubaneswar, Bilaspur, Vizag & Mysore.
Significant Subsidiary / JV & Associate Hospitals Revenue growth of 10.9%. Over 14% yoy growth in Kolkata and
Ahmedabad.
Chennai & Hyderabad clusters
NA
23,684
NA
NA
71%
4.54
331,678
Growth
yoy (%)
Chennai cluster
Notes:
(1)
Others include Madurai, Karur, Karaikudi, Trichy, Mysore, Vizag, Pune, Karimnagar, Bilaspur , Bhubaneswar and Jayanagar.
(2)
Significant Hospital JVs/Subs/Associates are Ahmedabad, Bangalore, Kolkata, Kakinada and Delhi (full revenues shown in table above).
(2)
Outpatient volume represents New Registrations only. Chennai Cluster does not include OP Volumes of Clinics post transfer of Clinics to AHLL . FY13 numbers have been
reclassified for like to like comparison. Chennai Daycare centre numbers are included in FY13 & FY14
(2)
ARPOB and Net Revenue is net of doctor fees..
(2)
Revenues under the head Total have not been provided as Consolidated actual results will differ from Total due to proportionate consolidation.
* Inpatient volumes are based on discharges.
** Previous year financial & operational numbers have been regrouped and reclassified wherever necessary to conform with current year classification & full year audited numbers.
Total Net Revenue (` mn)(4)
21,724
72%
Bed Occupancy Rate (%)
ARPOB (` /day)(4)
4.65
1,061,527 1,132,618
Outpatient volume(3)
Inpatient ALOS (days)
313,348
Inpatient volume
5,811
5,549
No. of Operating beds
FY 14
FY 13
Particula`
Total(5)
FY14: financial performance
AHEL standalone
Apollo has consistently delivered improvement across various operational parameters over the past few years, driving
growth even in mature hospitals.
cluster-wise operational performance
39
standalone pharmacies: capturing the growth potential
operational performance: standalone pharmacy
Indias largest organized pharmacy retail chain.

number of standalone pharmacies
Calibrated rollout
CAGR (FY08-14)
financial performance revenue

(` mn)
Consistent growth
CAGR (FY08-14)
18%
883
1,049
1,199
1,364
1,503
38%
1,632
FY10
Particulars
FY13
FY14
Upto FY08 Batch
No. of Stores
455
434
Revenue/Store
10.33
11.63
12.6%
EBITDA/Store
0.55
0.66
20.1%
EBITDA Margin %
5.3%
5.6%
35 bps
No. of Stores
201
193
Revenue/Store
8.77
10.23
16.5%
EBITDA/Store
0.21
0.30
46.5%
EBITDA Margin %
2.3%
2.9%
60 bps
No. of Stores
189
184
Revenue/Store
7.89
9.13
15.7%
EBITDA/Store
0.23
0.38
63.7%
EBITDA Margin %
3.0%
4.2%
124 bps
11,017
8,606
6,614
1,996
FY09
Batch
FY11
FY12
FY13
FY14
FY08
3,322
FY09
4,817
FY10
FY09 Batch
FY11
FY12
FY13
FY14
Source: Company audited financials and MIS reports.
FY14 Revenues
` 13,648 mn
FY10 Batch
23.9% yoy growth
EBITDA
No. of Stores
1,503
1,632
` 449 mn
` 293 mn
Total
Revenue/Store
7.33
8.36
14.1%
FY14
FY13
EBITDA/Store
0.20
0.27
40.9%
EBITDA Margin %
2.7%
3.3%
63 bps
Total Revenues
11,017
13,648
23.9%
293
449
53.0%
2.7%
3.3%
63 bps
3,147
3,334
Capex (` mn)
208
234
ROCE (Total)
6.4%
10.3%
Asset light business model with an established track
record
Presence in metro centers such as Hyderabad, Chennai,
Bengaluru, Pune, Ahmedabad and NCR regions

Offers a wide range of medicines and surgical products,
hospital consumables and over-the-counter products

Own brand private labels (FMCG & OTC drugs)
constitutes over 6% of FY14 turnover. Target to

increase to 20% in next 5 years
corporate review &

Integrated supply chain network
EBITDA
EBITDA Margins
3.3%
EBITDA Margin %
2.7%
Capital Employed (` mn)(As at Mar. 31)

FY14
FY13
FY14
# of Stores 31 March14
Network of 1,632 stores
yoy%
13,648
617
FY08
key financials (` mn)
Added
Closed
Total
206
77
1,632
40
EBITDA margins
5.6%
Like-for-like Revenue per store growth

12.6% (yoy)
16.5% (yoy)
mature stores
preFY08 batch
pre FY08
batch of stores
FY09
batch
ROCE
~ 25%
SAP revenue
grewby 23.9%
mature stores
preFY08 batch
EBITDA margins
expanded to 3.3%
41
Contents
anchored
f or the
corporate review &

future
42
43
Contents
well planned strategy to deliver

the next phase of growth
Optimise
asset
utilisation
in flagship
facilities &
locations
Stabilise
new
facilities &
compress
time-tomaturity
of planned
capacity
expansions
corporate review &

Focus on
Centres of
Excellence
Cluster
strategy for
expansion
with
greenfield
projects in
attractive
newer
markets
Enhance out-patients focus by creating value differentiators &

leveraging on personalised health checks advantage with the aim
of increasing topline contribution from out-patients
Garner higher market share in select acute & tertiary care
services
Specific plan to further penetrate deeper into Cardiology &
Oncology specialties
Focus on time-to-serve and service standards
Increase
presence
in Indian
healthcare
retail
space
Bhubaneswar: Currently at 80%+ occupancy Ahead of plan;

Currently focused on: Enhancing specialization mix & adding
Oncology
Hyderabad and Bangalore: New capacity additions being
utilised for high-end tertiary care; Recruitment of specialist
consultants for COEs
Shorter time-to-maturity is being planned for new facilities
like: Vanagaram (260 beds), Trichy (200 beds), Nellore (200 beds)
Chennai: Ensure continued dominance by expanding into West &

South. New specialist standalone hospitals to both support COE
as well as increase dominance Eg : Heart center/Birthing centre
(CRADLE), Women & Child hospital
Bangalore: Widen market reach by adding two hospitals - North
& South. Specialist hospitals: Ortho, Cradle
Planned expansion in metros like Mumbai & large cities like
Guwahati, Indore with no existing presence reaching to wider
urban population
Tier II cities Expansion through REACH hospitals, first mover
advantage & leveraging Apollos strong brand
Standalone pharmacy business - Calibrated expansion plans

with focus on same store growth, increased private label sales &
margin improvement
Leverage brand value & enhance customer reach through
investment in Primary clinics, Sugar Clinics, Day care
Centres, dialysis centres & dental care as separate focus
verticals
Cost
efficiencies
& focus on
improving
key
operating
metrics
Set benchmark standards in clinical outcomes , technology and

practices in select acute and tertiary care services Cardiology,
Orthopedics, Neurosciences, Critical Care, Oncology &
Transplants (CONECT)
Strengthen core value proposition by well defined clinical
pathways & protocols
Continuous focus on clinical outcomes and systematic
programmes to improve outcomes
Aim to gain significant market share in each of the key
specialties
Enhance
patient
access &
experience
through
innovation
&
technology
44
Optimised asset utilisations & minimum waste of all resources

through standardised SOPs and Lean Management
Higher patient turnover by reducing average length of stay
& optimised ward processes for faster turnaround time of all
diagnostic process
Improving average revenue per bed day through richer case mix
Use technology to build robust health care systems capable of

addressing diverse patient needs and changing disease profile
Leverage cutting-edge technology and innovation to increase
patient access to facilities and minimize health management
issues
45
Contents
planned expansion
evolving healthcare through progressive thinking
Well planned strategy to address growing demand for healthcare service delivery
in existing markets, new large markets and semi-urban markets.
Apollos strategy is centered on strengthening presence in key strategic markets with the right
balance of risk-reward. In pursuit of this goal we manage the healthcare delivery value chain
through systemic innovation and continuous improvement in product, process, and technology.
defined expansion plan for owned bed capacity
Location
CoD*
Type of
Hospital
Total
Estimated
Project
Cost
(`mn)
No of
Beds
AHELs
Share
of Cost
(`mn)
Mumbai Cluster
Navi Mumbai
FY16
Super Specialty
350
4,374
4,374
Byculla, Mumbai
FY17
Super Specialty
300
1,400
1,400
650
5,774
5,774
30
100
100
370
83
Sub Total
Plan to add
12 hospitals &
2,175 beds
in the next
3 years
Paper Medical Records
(PRISM)
Chennai Cluster
Primary Care Centres
Chennai-Main (Expansion) FY16
Super Specialty
FY15
Women & Child (ACH)
FY15
Super Specialty
60
740
740
Women & Child (OMR)
FY15
Super Specialty
45
316
316
OMR
FY15
Multi Specialty
170
1,230
1,230
South Chennai
FY17
Super Specialty
175
2,000
2,000
Proton
FY17
4,200
4,200
480
8,956
8,669
200
1,185
1,185
200
1,185
1,185
Significant
headroom to
raise capital
Total funding
requirement
`20,327 mn
(already invested
`5,901 mn)
REACH
Nellore
FY15
REACH
Sub Total
corporate review &

Others
Patna
FY16
Super Specialty
240
2,000
2,000
debt equity ratio
Vizag
FY15
Super Specialty
250
1,494
1,494
0.35x$
North Bangalore
FY15
Super Specialty
180
925
925
Indore**
FY15
Super Specialty
175
668
280
845
5,087
4,699
2,175
21,002
20,327
Sub Total
Total
Speciality Clinics &

Day Care
MLCP
Sub Total
Paperless Online Access
Preventive Health
Personalised
Checks
Health Checks
Invasive Diagnostics
Non-invasive Diagnostics
(Angiogram)
(CT Angio, Fibroscan,

Cell Vizio)
Conventional LINACS
Cyber Knife &

Proton Therapy
debt EBITDA
1.76x$
Invasive Cardiac Surgeries
Minimally Invasive
Cardiac Surgeries &
* Expected date of completion

**Acquired 51% stake in a running 125 bedded hospital with plan to increase capacity to 175 beds in the next 12-18 months
$
Standalone financials as on 31st March 2014
Robotic Surgeries
46
47
Contents
developing careanywhere networks
cardiac and neuro rehab

eICU
care continuum
Apollo offers home healthcare services for people with
a serious illness or disability. The initiative provides:
Trained, screened & credentialed healthcare
professionals
24/7 live operator phone access
Transportation services from doctors office/hospital
High focus on patient safety, infection control & comfort
Main Benefits
Minimises need for hospitalisation & enables
Apollo provides specialised post-acute neurological, cardiac & orthopaedic rehabilitation services
with an aim to improve a persons overall quality of life physically, emotionally, & socially after
heart disease or physical injury. It addresses the prevention & correction of secondary effects of
physical injury, cardiac & neurological illness.
This multitasking portal and workstation leverages

technology to enhance reach for treating patients in
a remote ICU from an Apollo Hospitals E-ICU hub.
Using it, doctors can get a summary of the patients
vital signs and lab results. Through the InteleEYE,
a remote intensivist can monitor and interact with
patients in several ICUs and hold discussions with
the care teams. The Remote Wave Form Viewer
provides intensivists access to the ICUs patient
monitor waveforms and events, enabling them
to treat patients regardless of physical location.
Audiovisual systems provide a bedside view of the
patient. All clinical applications and algorithms in
the Tele ICU are FDA compliant.
The Life Centre identifies individuals exercise capacity, lifestyle,
dietary habits, & stress levels

Aims to correct lifestyle and chronic risk factors
Provides holistic recovery and restoration solution - customises
training programme to improve cardio-respiratory fitness

Prepares personalised diet plan & educates person about
lifestyle changes
Provides specialised therapeutic yoga sessions
Conducts stress management & group counselling sessions
faster discharge
cardiacrehab
In-home consultation
Faster physical control & recovery
mobile health
geriatric
care
Dedicated to the well-being and health of elderly
people
Holistic approach that employs best ways to
maintain or improve functional ability, physical
health, cognition and mental health
Services include:
Outpatient and inpatient care
Emergency care
Home healthcare
With the explosion in mobile phone usage in India,

the emerging mobile health industry is expected
to become a 1 billion dollar opportunity by 2020.
Apollo is already a step ahead and has made PRISM
and Edoc (an application that allows a patient to
electronically book an appointment with a doctor),
mobile-ready. Radiology and CT scan reports will
be also made accessible on a mobile phone. This
Mobile Health system will improve information
flow and patient-doctor connectivity. Apollo is
continuously working on this front to widen &
deepen its medical offerings using Mobile Health.
the neuro rehab programme
Improves function,
reduces symptoms &

enhances the well-being
of the patient.
It offers physical therapy
using robotic & virtual

reality equipment & also
provides nutritional &
psychiatric support.
personalised healthcare
corporate review &

tele radiology
The state of the art Tele-Radiology centre inaugurated
in 2013 serves to extend reach and radiology
services beyond the boundaries of a single hospital.
It is envisioned that the centre will soon cater to
requirements across international borders as well.
It is designed for people
with diseases, trauma, or

disorders of the nervous
system & will benefit
movement disorders
caused by:
stroke
spinal cord injury
traumatic brain injury
multiple sclerosis
small children with cerebral
palsy.
It aims to help the patient
Comprehensive Health Screening programme

Tailor made packages to cater to rich
assortment of individuals
Convenience of all tests, specialists,
consultations and treatment under one roof
Reports and reviews within 24 to 36 hours
Early indicator of disease risk
Comprehensive wellness programme for
health goals. Includes appropriate medical
intervention for preventive controls
Doctor-supervised with a
multi-disciplinary team of
trained physiotherapists,
occupational therapists,
speech therapists,
psychiatrists & other
specialists & counsellors.
return to the highest

level of function and
independence possible
through alternate
techniques & skills to
compensate for paralysis
or weakness.
neurorehab
48
49
Contents
next-gen initiatives
leveraging IT for better patient care
Bio-Banking is a very important

aspect of Life Sciences.
Apollos ethical bio-repository
will provide a catalogued
library of bio-samples which
can be leveraged to create
an information repository
comprising of RNA, DNA &
genetic information.
Unique Hospital
Identification Number
EMR
Single health record for lifetime

Enables doctor access without
HIMSS
Analytics
Asia-Pacific
geographical limitation
Provides detailed view of patients

medical history
Level 6 Certfication
Supports timely and well-informed

diagnosis
Eliminates need for physical

records
Clinical Services
Treatment Optimization
Molecular Diagnostics
Clinical Support Services
Stratification of clinical
trial populations
Research Support &
Bio-repository Services
Globally only 10.4% of hospitals have reached Stage 6
tumour microarrays
Target & Biomarker Services
Discovery & validation using
primary human cells
3.1% of hospitals in
Asia Pac have
reached Stage 6
Genomics & proteomics services

Drug Discovery related services
Idea-to-IND phase collaborative
drug discovery programmes
Patient benefits
Enhances safety & clinician
bio-banking
support
Digital
Healthcare
Award
Drug Discovery & Services

Create custom cell lines &
Human Cell based Phenotype
screening services
Paperless environment with

secure access to personal
medical information
For leveraging IT towards patient care &

safety in creating Patient Engagement
Platform - Apollo PRISM
AIMA
HIMSS-ELSEVIER
Runner Up award for

Breakthrough Innovation
in Service Delivery
(Patient Satisfaction
Tracking System - survey
to measure patient
satisfaction)
Makes patient interactions seamless

during care delivery
Continuing its legacy of pioneering

healthcare changes in India, Apollo
through Sapien BioSciences (An Apollo
subsidiary) is now set to introduce
clinical genomic tests. The first of these,
will be a clinical genomics panel for
oncology that is designed to identify the
mutations that drive cancer initiation and
progression. Insights obtained from this
test will reportedly enable prediction of
patients response to their medication
allowing the physician to tailor treatment
to the patients genomic profile.
Enables appointments, access to medical

records & remote consultation
Breakthrough
Innovation
in Service
Delivery
Caters to Continuous Care
corporate review &

delivery by interconnecting
key stake holders like doctors,
staff & labs
Serves 2.5 mn patients around India

Login access provided during
hospital registration
Health records stored on

private cloud
Records accessible over internet

Patient Engagement
Platform
PRISM
50
genomics
(oncology)
51
Contents
STRONG
m anagem e nt
corporate review &

team
52
53
Contents
the board
key senior management team
Dr. Prathap C Reddy

Founder and Executive
Chairman
Smt. Sangita Reddy

Joint Managing Director*
corporate review &

Shri. Rafeeque Ahamed

Director
Smt. Preetha Reddy

Executive
ViceChairperson*
Shri. Deepak Vaidya

Director
Shri. Raj Kumar Menon

Director
Smt. Suneeta Reddy

Managing Director*
Shri. Habibullah Badsha

Director
Shri. Sanjay Nayar

Director
S. K. Venkataraman
Krishnan Akhileswaran
V. Satyanarayana Reddy
Dr. K. Hariprasad
Dr. Rupali Basu
Jacob Jacob
Smt. Shobana Kamineni

Executive
ViceChairperson*
Shri. Khairil Anuar

Abdullah
Director
Shri. N Vaghul
Director
Group President and has been with the company

since 1996
Responsible for business and strategic initiatives
across the group
K. Padmanabhan
Chief Strategy Officer and has been with the

company since 1991
Served as the Chief Financial Officer and Company
Secretary of the Company since 2002
Responsible for strategic initiatives across the group
Chief Financial Officer and has been with the
Company since 2010
Over 15 years of experience in the field of Finance
Responsible for the finance function of the Company
and its subsidiaries
Chief Executive Officer Chennai Division and has
been with Company since 1989
Responsible for hospital operations of the Chennai
Region
Chief Executive Officer Central Division and has
been with the Company since 1999
Responsible for hospital operations for the Central
Region
Chief Executive Officer Eastern Region and has
been with the Company since 2008
Responsible for hospital operations of the Eastern
Region
Shri. G. Venkatraman
Director
54
Shri. Vinayak Chaterjee

Director*
Arvind Sivaramakrishnan
* With effect from 2nd July 2014
Chief People Officer of the Company

Responsible for people initiatives over 12 years of
experience
Chief Information Officer of the Company
Responsible for driving IT initiatives and projects
55
Contents
SOCIALLY
corporate review &

c o ns c i ou s
RX
56
57
Contents
socially conscious
touching the community
In an on-going effort to raise awareness about the value of health

and wellness amongst Indias diverse population, and in enabling
healthcare equity across the various socio-economic groups
in the country, Apollo Hospitals runs awareness campaigns,
facilitates surgeries and treatments, and conducts health camps
in both urban and rural areas on a regular basis. The following
activities* provide a birds eye view of this large scale effort.
Ta
Priceless.
corporate review &

ed g e
e Pl
th
lives touched till date
32
screening camps in
300+
375+
surgeries performed
380
copies of
350,000
the healer
sold for fund-raising
Provides early diagnosis, treatment, surgery, post-operative
care and financial support
2014
children screened
for the underprivileged
70
campaign events till date
22
CMEs covering 3,000 beneficiaries
people have taken pledge

on
BHBs website
100,000
beneficiaries of free
Apollo healthchecks
400,000
fan following on facebook
NCC, AISEC &

the World Heart Federation (Geneva)
supported by
SAHI - A Society to Aid the Hearing Impaired
Identifies hearing impaired children, mainly in rural areas, with
little or no access to modern medical treatment

Provides high quality medical and surgical services
58
50,000
Established in 2003
Dedicated to paediatric cardiac care and child heart surgery
Billion Hearts Beating (BHB)
Launched April 2010

Aims to inform, educate & trigger positive action towards heart disease
Addresses different socio-economic sections across the country
The Simple 5 Solution BHBs comprehensive lifestyle guide: get
active; eat healthy; quit smoking; beat stress; get a regular health check
SACHi - Saving a Childs Heart initiative
9
camps in
CURE - An Apollo Hospitals Cancer Care Initiative

The CURE foundation an effort to bring cancer care to
those who cannot afford it

Extends preventive as well as rehabilitative cancer
treatment to the economically backward

Objectives
Promoting prevention & early detection
Spreading knowledge
Providing treatment options
Rendering rehabilitation & care
FY14
Health Camps & Awareness Programmes (FY14)
1,300
patients screened
35
cochlear implant
surgeries funded
42
micro-ear surgeries performed
* Data for Chennai, Hyderabad, Delhi, Kolkata and Bengaluru.
Over 400 health camps; 100,000 beneficiaries

300 speciality clinics, camps & screening programmes
300+ Health Talks and CMEs; 28,000+ attendees
26 Rural Health E-Wellness Sessions; 5,500 attendees from 16 villages
Round the year blood donation drives, doctor meets, vocational training for women, & Green Events
to create social awareness
59
Contents
100
the human brain has the storage capacity of

trillion bits of information over the course of 70 years
equal to 500,000 sets of the Encyclopedia Britannica,
which when stacked would reach 442 miles high.
30 FEET
MPH
20%
the eye
focusing
muscles
m o v e
around
each kidney contains
O NE
MILLION
of blood
through
ofblood
a
day.
Yo u r b r a i n uses
of
the
oxygen
that
enters your bloodstream
INDIVIDUAL
FILTERS
100,000
capillaries
the human
h ea r t
can
c r e a t e
e n o u g h
pressure to
squirt blood
of the brain
is made up of
H2O (water)
300,000
MILLION
80%
170
2,100 gallons
are pumped
62,000 miles
vessels
in
the lungs
contain
o v e r
nerve impulses
to
and
from
the brain can
travel as fast as
times
per day
90% of all
information
is received
by the eyes
$6,000,000,000,000,000
Priceless
As reported in The New York Times, 11th February, 1976, The High Cost of Being HumanHarold J Morowitz
Contents
committed to preserving that which is Priceless. Apollo Hospitals.
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: apolloshares@vsnl.net : Website: www.apollohospitals.com
Phone: +91 044 28290956, 044 28293896 Board: 28293333 Ext. 6681
designed by STAMPAthe brand communications company (chennai) (info@stampa.co.in)

Apollo Investor Presentation August 2014

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cor pora t e r e vi e w &

| APOLLO HOSPITALS ENTERPRISE LIMITED |

Apollo Hospitals Mission is to bring healthcare

corporate review &

It lies in our understanding that the human body is

| APOLLO HOSPITALS ENTERPRISE LIMITED |

inside this book

- the word is immediately

While many people would ascribe this

strong operating &

anchored for the future

We provide the same emphasis

attractive industry opportunity

As caregivers, we at Apollo take this

leading private sector

strong management team

| APOLLO HOSPITALS ENTERPRISE LIMITED |

corporate review &

| APOLLO HOSPITALS ENTERPRISE LIMITED |

the Apollo ethos

To lead the way

corporate review &

what sets us apart

India accounts for

Changing patient demographics

Changing disease profile

| APOLLO HOSPITALS ENTERPRISE LIMITED |

a typical weekday in the world of Apollo

corporate review &

Health Insurance (AHEL stake 10.2%)

FY14 at Apollo Hospitals*

Tender Loving Care

Tertiary, Super Specialty &

largest pharmacy chain in India*

Academic & Research

* As of March 31, 2014

| APOLLO HOSPITALS ENTERPRISE LIMITED |

five years at a glance

Profit Before Tax

Profit After Tax

Earnings per Share (EPS)-Basic (`)

Earnings per Share (EPS)-Diluted (`)

Deferred Tax Asset

Capital Reserve on Consolidation

Operating EBITDA$ (Earnings before Interest, Tax & Depreciation)

Revenue from operations

Rupees million, except for share data

consolidated financial highlights

EPS (Diluted) (`)

EPS (Basic) (`)

Deferred Tax Liability

corporate review &

Loan funds and Long term Provisions/Liabilities

Net Current Assets & Long term Advances*

consolidated financial position

| APOLLO HOSPITALS ENTERPRISE LIMITED |

details of beds under operation #

pan India presence

leading hospital players in India

corporate review &

Apollo is the leading player in the Indian hospital segment by geographic

Business Span and Breadth of Services

Beds as on 31st March 2014

| APOLLO HOSPITALS ENTERPRISE LIMITED |