INTRODUCTION

Working capital management is significant in Financial Management

due to the fact that it plays a pivotal role in keeping the wheels of a
business enterprise running. Working capital management is
concerned with short-term financial decisions. 

Shortage of funds for working capital has caused many

businesses to fail and in many cases, has retarded their growth. Lack
of efficient and effective utilization of working capital leads to earn
low rate of return on capital employed or even compels to sustain
losses.

The need for skilled working capital management has thus become
greater in recent years. A firm invests a part of its permanent capital
in fixed assets and keeps a part of it for working capital i.e., for
meeting the day- to- day requirements. We will hardly find a firm
which does not require any amount of working capital for its normal
operations.

Working capital management is significant in Financial Management

due to the fact that it plays a pivotal role in keeping the wheels of a
business enterprise running. Working capital management is
concerned with short-term financial decisions. 

Shortage of funds for working capital has caused many businesses to

fail and in many cases, has retarded their growth. Lack of efficient
and effective utilization of working capital leads to earn low rate of
return on capital employed or even compels to sustain losses.

The need for skilled working capital management has thus become
greater in recent years. A firm invests a part of its permanent capital
in fixed assets and keeps a part of it for working capital i.e., for
meeting the day to day requirements. We will hardly find a firm
which does not require any amount of working capital for its normal
operations.

The efficient working capital management is necessary to maintain a

balance of liquidity and profitability. If the funds are tied- up in idle
current assets represent poor and inefficient working capital
management which affects the firm’s liquidity as well as profitability.

There are two concepts of working capital i.e. gross working capital
and net working capital. Gross working capital is the amount of funds
which are invested in current assets. Current assets are those assets
which are converted into cash within a short period of time generally
in one year. Current liabilities are those liabilities which can be
payable within a short period of time generally in one year.

i. Current Assets – Cash in hand, cash at bank, sundry debtors, bills

receivables, short term investments, inventories, marketable
securities, prepaid expenses, accrued incomes etc.

ii. Current Liabilities – Sundry creditors, bills payable, outstanding

expenses, accrued expenses, short term advances and deposits,
dividends payable, bank overdraft etc. 
NEED FOR THE STUDY

 The goal of working capital management is to maximize

operational efficiency.
 Efficient working capital management helps maintain
smooth operations and can also help to improve the
company's earnings and profitability.
 Management of working capital includes inventory
management and management of accounts receivables
and accounts payables.
 Proper management of working capital is essential to a
company’s fundamental financial health and operational
success as a business. A hallmark of good business
management is the ability to utilize working capital
management to maintain a solid balance between
growth, profitability and liquidity.

 A business uses working capital in its daily operations;

working capital is the difference between a
business's current assets and current liabilities or debts.
Working capital serves as a metric for how efficiently a
company is operating and how financially stable it is in
the short-term. The working capital ratio, which divides
current assets by current liabilities, indicates whether a
company has adequate cash flow to cover short-term
debts and expenses.
SCOPE OF THE STUDY

The present study is confined to the leading unit in Hospital industry or

Firm i.e., LOTUS HOSPITALS PVT LTD, The -study covers a period of five
years from 2015-16 to 2019-20. This period is enough to cover both the
short and medium terms fluctuations and to set reliability.

The scope of this study is also extended for the following purposes:

 The study reveals the financial performance of Lotus Hospitals,

Visakhapatnam.
 Working capital is Tells the firms day to day Operations.
 It can not be postponed to next.
 To know the Current financial position of the firm.
OBJECTIVES OF THE STUDY

The primary objective of working capital management is to

ensure a smooth operating cycle of the business. Secondary objectives
are to optimize the level of working capital and minimize the cost of such
funds.

 To Identify the Financial Strengths and weaknesses of the Firm.

 To Identity the Comparison between Debt and Equity for the

financial strengths of the firms in future.

 To identify wheater the firm doing justification to the shareholders regarding

allocation of funds

 To study the overall view about the company’s Working capital.

 To study the firm’s return on investment and cost of capital.

METHODOLOGY:

Methodology is a systematic procedure of collecting

information on order to analyse and verify a phenomenon, The present
study is based on the data collected from primary and secondary
sources, The data collected from the primary sources is called the
'Primary data'. While from the secondary sources is 'Secondary data.

PRIMARY DATA:

It is the information collected directly without any

reference. Primary data consists of information obtained from
interaction and discussion with concerned official of the organization to
elicit their opinions on various relevant matters. In the process of
interaction with officials it is planned to confirm through secondary
sources.

THE DATA COLLECTION INCLUDES:

* Through direct discussions and personal interviews with the

concerned officer of finance department of Lotus Hospitals accounts
department.

SECONDARY DATA:

Secondary source of data includes collection of data through study of

official records, journals, annual reports, administration reports and
various magazines to LOTUS HOSPITALS.
THE DATA COLLECTION INCLUDES :

 Collection of required data from annual reports of LOTUS

LOSPITALS.
 Reference from textbooks and journals relating to financial
management.

The information is collected from both the sources will be

subjected to statistical treatment to make the study a useful one.
Application of statistical techniques helps to draw useful
conclusions and to enable to give appropriate suggestion to
improve the efficiencies of the organization.
LIMITATIONS OF THE STUDY

 As the study is based on secondary data, the inherent

limitation of the secondary data would have affected the
study.

 The figures in financial statements are likely to be a least

several months out of date, and so might not give a proper
indication of the company's current financial position.

 This study need to be interpreted carefully. They can provide

clues to the company's performance or financial situation.
But on their own, they cannot show whether performance is
good or bad. It requires some quantitative information for an
informed analysis to be made.
CHAPTER-2
INDUSTRY PROFILE:

The healthcare industry (also called the medical

industry or health economy) is an aggregation and integration of
sectors within the economic system that provides goods and services
to treat patients with curative, preventive, rehabilitative,
and palliative care. It includes the generation and commercialization
of goods and services lending themselves to maintaining and re-
establishing health. The modern healthcare industry includes three
essential branches which are services, products, and finance and may
be divided into many sectors and categories and depends on the
interdisciplinary teams of trained professionals and
paraprofessionals to meet health needs of individuals and
populations.
The healthcare industry is one of the world's largest and fastest-
growing industries. Consuming over 10 percent of gross domestic
product (GDP) of most developed nations, health care can form an
enormous part of a country's economy. U.S. health care spending
grew 4.6 percent in 2019, reaching $3.8 trillion or $11,582 per
person.  As a share of the nation's Gross Domestic Product, health
spending accounted for 17.7 percent.
Backgrounds
For the purpose of finance and management, the healthcare industry
is typically divided into several areas. As a basic framework for
defining the sector, the United Nations International Standard
Industrial Classification (ISIC) categorizes the healthcare industry as
generally consisting of:

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

This third class involves activities of, or under the supervision

of, nurses, midwives, physiotherapists, scientific or diagnostic
laboratories, pathology clinics, residential health facilities, or
other allied health professions, e.g. in the field of optometry,
hydrotherapy, medical massage, yoga therapy, music therapy,
occupational therapy, speech therapy, chiropody, homeopathy,
chiropractic, acupuncture, etc.
The Global Industry Classification Standard and the Industry
Classification Benchmark further distinguish the industry as two main
groups:
healthcare equipment and services; and
pharmaceuticals, biotechnology and related life sciences.
The healthcare equipment and services group consist of companies
and entities that provide medical equipment, medical supplies, and
healthcare services, such as hospitals, home healthcare providers,
and nursing homes. The latter listed industry group includes
companies that produce biotechnology, pharmaceuticals, and
miscellaneous scientific services.
Other approaches to defining the scope of the healthcare industry
tend to adopt a broader definition, also including other key actions
related to health, such as education and training of health
professionals, regulation and management of health services
delivery, provision of traditional and complementary medicines, and
administration of health insurance.
Providers and professionals
See also: Healthcare provider and Health workforce
A healthcare provider is an institution (such as a hospital or clinic) or
person (such as a physician, nurse, allied health
professional or community health worker) that provides preventive,
curative, promotional, rehabilitative or palliative care services in a
systematic way to individuals, families or communities.
The World Health Organization estimates there are 9.2 million
physicians, 19.4 million nurses and midwives, 1.9 million dentists and
other dentistry personnel, 2.6 million pharmacists and other
pharmaceutical personnel, and over 1.3 million community health
workers worldwide, making the health care industry one of the
largest segments of the workforce.
The medical industry is also supported by many professions that do
not directly provide health care itself, but are part of the
management and support of the health care system. The incomes
of managers and administrators, underwriters and medical
malpractice attorneys, marketers, investors and shareholders of for-
profit services, all are attributable to health care costs.
In 2017, healthcare costs paid to hospitals, physicians, nursing
homes, diagnostic laboratories, pharmacies, medical
device manufacturers and other components of the healthcare
system, consumed 17.9 percent of the gross domestic product (GDP)
of the United States, the largest of any country in the world. It is
expected that the health share of the Gross domestic product (GDP)
will continue its upward trend, reaching 19.9 percent of GDP by
2025. In 2001, for the OECD countries the average was 8.4
percent with the United States (13.9%), Switzerland (10.9%),
and Germany (10.7%) being the top three. US health care
expenditures totalled US$2.2 trillion in 2006. According to Health
Affairs, US$7,498 be spent on every woman, man and child in the
United States in 2007, 20 percent of all spending. Costs are projected
to increase to $12,782 by 2016.
The government does not ensure all-inclusive health care to every
one of its natives, yet certain freely supported health care programs
help to accommodate a portion of the elderly, crippled, and poor
people and elected law guarantees community to crisis benefits
paying little respect to capacity to pay. Those without health
protection scope are relied upon to pay secretly for therapeutic
administrations. Health protection is costly and hospital expenses
are overwhelmingly the most well-known explanation behind
individual liquidation in the United States.

Delivery of services
See also: Gatekeeper physicians
The delivery of healthcare services—from primary
care to secondary and tertiary levels of care—is the most visible part
of any healthcare system, both to users and the general public.
[13]
 There are many ways of providing healthcare in the modern
world. The place of delivery may be in the home, the community, the
workplace, or in health facilities. The most common way is face-to-
face delivery, where care provider and patient see each other in
person. This is what occurs in general medicine in most countries.
However, with modern telecommunications technology, in
absentia health care or Tele-Health is becoming more common. This
could be when practitioner and patient communicate over
the phone, video conferencing, the internet, email, text messages, or
any other form of non-face-to-face communication. Practices like
these are especial applicable to rural regions in developed nations.
These services are typically implemented on a clinic-by-clinic basis.
Improving access, coverage and quality of health services depends
on the ways services are organized and managed, and on the
incentives influencing providers and users. In market-based health
care systems, for example such as that in the United States, such
services are usually paid for by the patient or through the
patient's health insurance company. Other mechanisms include
government-financed systems (such as the National Health Service in
the United Kingdom). In many poorer countries, development aid, as
well as funding through charities or volunteers, help support the
delivery and financing of health care services among large segments
of the population.
The structure of healthcare charges can also vary dramatically among
countries. For instance, Chinese hospital charges tend toward 50%
for drugs, another major percentage for equipment, and a small
percentage for healthcare professional fees. China has implemented
a long-term transformation of its healthcare industry, beginning in
the 1980s. Over the first twenty-five years of this transformation,
government contributions to healthcare expenditures have dropped
from 36% to 15%, with the burden of managing this decrease falling
largely on patients. Also over this period, a small proportion of state-
owned hospitals have been privatized. As an incentive to
privatization, foreign investment in hospitals—up to 70% ownership
has been encouraged.

Systems
Main article: Health system
Healthcare systems dictate the means by which people and
institutions pay for and receive health services. Models vary based
on the country, with the responsibility of payment ranging from
public (social insurance) and private health insurers to the consumer-
driven by patients themselves. These systems finance and organize
the services delivered by providers. A two-tier system of public and
private is common.
The American Academy of Family Physicians define four commonly
utilized systems of payment:
Beveridge model
Named after British economist and social reformer William
Beveridge, the Beveridge model sees healthcare financed and
provided by a central government. The system was initially proposed
in his 1942 report, Social Insurance and Allied Services—known as
the Beveridge Report. The system is the guiding basis of the modern
British healthcare model enacted post-World War II. It has been
utilized in numerous countries, including The United Kingdom, Cuba,
and New Zealand.
The system sees all healthcare services— which are provided and
financed solely by the government. This single payer system is
financed through national taxation. Typically, the government owns
and runs the clinics and hospitals, meaning that doctors are
employees of the government. However, depending on the specific
system, public providers can be accompanied by private doctors who
collect fees from the government. The underlying Principal of this
system is that healthcare is a fundamental human right. Thus, the
government provides universal coverage to all citizens. Generally,
the Beveridge model yields a low cost per capita compared to other
systems.
Bismarck model
The Bismarck system was first employed in 1883 by Prussian
Chancellor Otto von Bismarck. In this system, insurance is mandated
by the government and is typically sold on a non-profit basis. In
many cases, employers and employees finance insurers through
payroll deduction. In a pure Bismarck system, access to insurance is
seen as a right solely predicated on labour status. The system
attempts to cover all working citizens, meaning patients cannot be
excluded from insurance due to pre-existing conditions. While care is
privatized, it is closely regulated by the state through fixed
procedure pricing. This means that most insurance claims are
reimbursed without challenge, creating low administrative
burden. Archetypal implementation of the Bismarck system can be
seen in Germany's nationalized healthcare. Similar systems can be
found in France, Belgium, and Japan.

National health insurance mode

The national insurance model shares and mixes elements from both
the Bismarck and Beveridge models. The emergence of the National
Health Insurance model is cited as a response to the challenges
presented by the traditional Bismarck and Beveridge systems. For
instance, it is difficult for Bismarck Systems to contend with aging
populations, as these demographics are less economically
active. Ultimately, this model has more flexibility than a traditional
Bismarck or Beveridge model, as it can pull effective practices from
both systems as needed.

This model maintains private providers, but payment comes directly

from the government. Insurance plans control costs by paying for
limited services. In some instances, citizens can opt out of public
insurance for private insurance plans. However, large public
insurance programs provide the government with bargaining power,
allowing them to drive down prices for certain services and
medication. In Canada, for instance, drug prices have been
extensively lowered by the Patented Medicine Prices Review
Board. Examples of this model can be found in Canada, Taiwan, and
South Korea.

Out-of-pocket model
In areas with low levels of government stability or poverty, there is
often no mechanism for ensuring that health costs are covered by a
party other than the individual. In this case patients must pay for
services on their own. Payment methods can vary—ranging from
physical currency, to trade for goods and services. Those that cannot
afford treatment typically remain sick or die.

Inefficiencies
In countries where insurance is not mandated, there can be gaps in
coverage—especially among disadvantaged and impoverished
communities that cannot afford private plans. The UK National
Health System creates excellent patient outcomes and mandates
universal coverage but also suffers from large lag times for
treatment. Critics argue that reforms brought about by the Health
and Social Care Act 2012 only proved to fragment the system,
leading to high regulatory burden and long treatment delays. In his
review of NHS leadership in 2015, Sir Stuart Rose concluded that
"the NHS is drowning in bureaucracy."
hospital,
 an institution that is built, staffed, and equipped for
the diagnosis of disease; for the treatment, both medical and
surgical, of the sick and the injured; and for their housing during this
process. The modern hospital also often serves as a centre for
investigation and for teaching.

To better serve the wide-ranging needs of the community, the

modern hospital has often developed outpatient facilities, as well as
emergency, psychiatric, and rehabilitation services. In addition, “bed
less hospitals” provide strictly ambulatory (outpatient) care and
day surgery. Patients arrive at the facility for short appointments.
They may also stay for treatment in surgical or medical units for part
of a day or for a full day, after which they are discharged for follow-
up by a primary care health provider.

Hospitals have long existed in most countries. Developing countries,

which contain a large proportion of the world’s population, generally
do not have enough hospitals, equipment, and trained staff to
handle the volume of persons who need care. Thus, people in these
countries do not always receive the benefits of
modern medicine, public health measures, or hospital care, and they
generally have lower life expectancies.

In developed countries the hospital as an institution is complex, and

it is made more so as modern technology increases the range of
diagnostic capabilities and expands the possibilities for treatment. As
a result of the greater range of services and the more-involved
treatments and surgeries available, a more highly trained staff is
required. A combination of medical research, engineering, and
biotechnology has produced a vast array of new treatments and
instrumentation, much of which requires specialized training and
facilities for its use. Hospitals thus have become more expensive to
operate, and health service managers are increasingly concerned
with questions of quality, cost, effectiveness, and efficiency.

History of hospitals
As early as 4000 BCE, religions identified certain of their deities with
healing. The temples of Saturn, and later of Asclepius in Asia Minor,
were recognized as healing centres. Brahminic hospitals were
established in Sri Lanka as early as 431 BCE, and
King Ashoka established a chain of hospitals in Hindustan about
230 BCE. Around 100 BCE the Romans established hospitals
(valetudinaria) for the treatment of their sick and injured soldiers;
their care was important because it was upon the integrity of the
legions that the power of ancient Rome was based.

however, that the modern concept of a hospital dates from

331 CE when Roman emperor Constantine I (Constantine the Great),
having been converted to Christianity, abolished all pagan hospitals
and thus created the opportunity for a new start. Until that time
disease had isolated the sufferer from the community. The Christian
tradition emphasized the close relationship of the sufferer to the
members of the community, upon whom rested the obligation for
care. Illness thus became a matter for the Christian church.

About 370 CE St. Basil the Great established a

religious foundation in Cappadocia that included a hospital, an
isolation unit for those suffering from leprosy, and buildings to house
the poor, the elderly, and the sick. Following this example, similar
hospitals were later built in the eastern part of the Roman Empire.
Another notable foundation was that of St. Benedict of Nursia at
Montecasino, founded early in the 6th century, where the care of
the sick was placed above and before every other Christian duty. It
was from this beginning that one of the first medical schools in
Europe ultimately grew at Salerno and was of high repute by the
11th century. This example led to the establishment of similar
monastic infirmaries in the western part of the empire.

The modern hospital

Hospitals may be compared and classified in various ways: by
ownership and control, by type of service rendered, by length of
stay, by size, or by facilities and administration provided. Examples
include the general hospital, the specialized hospital, the short-stay
hospital, and the long-term-care facility.

Bed number and length of stay

Hospitals may be compared by the number of beds they contain.
Modern hospitals tend to rarely exceed 800 beds, and though
some integrated health facilities may have more beds, they
often comprise multiple geographic locations, each with several
hundred beds. In the early 21st century, it was thought that a facility
of 800 beds was the largest unit that could be governed satisfactorily
from a single administrative unit while maintaining a corporate unity.

Another index is the average bed-occupancy rate—that is, the

percentage of available beds actually occupied per day or per month.
Bed-occupancy rates may be higher in the cold winter months, which
bring more respiratory disease. In developing countries, the bed-
occupancy rate is often more than 100 percent—there are more
patients in the hospital than there are beds for them. This situation
has also emerged in some developed countries where demand for
services has outstripped supply.

The amount of time that a patient spends in a hospital bed, or the

average length of stay (ALOS), is another important index and
depends on the nature of the hospital. In an acute-care hospital the
ALOS will be relatively short. In hospitals catering to the chronically
ill, the ALOS will, for the most part, be higher. There may be
significant variations between units in the same hospital, depending
on the acuity and comorbidities of the patients (comorbidity is the
presence of two or more unrelated diseases or disease processes in a
single patient). In hospitals in developing countries, the ALOS is much
shorter than in developed countries.
Ownership and control
The issues of hospital ownership and control underwent significant
analysis and change in the late 20th and early 21st centuries. Such
transformation was prevalent in developed countries, particularly
those in which fiscal sustainability was problematic.

In many countries nearly all hospitals are owned and operated by the
government. In Great Britain, except for a small number run by
religious orders or serving special groups, most hospitals are within
the National Health Service. The local hospital management
committee answers directly to the regional hospital board and
ultimately to the Department of Health and Social Security. In
the United States most hospitals are neither owned nor operated by
governmental agencies. In some instances, hospitals that are part of
a regional health authority are governed by the board of the regional
authority, and hence these hospitals no longer have their own
boards.

In Canada some hospitals are owned by religious orders and are

contracted to deliver publicly funded services. Other hospitals may
be owned by municipalities or provincial or territorial governments.

Worldwide, many hospitals are associated with universities; others

were founded by religious groups or by public-spirited individuals.
Mental health facilities traditionally have been the responsibility of
state or provincial governments, while military and veterans
hospitals have been provided by the federal government. In addition,
there are a number of municipal and county general hospitals.
Financing

Because hospitals may serve specific populations and because they

may be not-for-profit or for-profit, there exist a variety of
mechanisms for hospital financing. Almost universally, hospital-
construction costs are met at least in some part by governmental
contributions. Operating costs, however, are taken care of in
different ways. For example, funds may come from
private endowments or gifts, general funds of some unit of
government, funds collected by insurance carriers from subscribers,
or some combination thereof. In some countries, operating costs
may be supplemented in part by public or private sources that pay
charges on uninsured or inadequately insured patients or by out-of-
pocket payment by these individuals.

In many countries, and in Europe in particular, the financial support

of services in hospitals tends to be collectivized, with funding
provided through public revenues, social insurance, or a combination
of the two. Thus, the costs of hospital operation are covered
infrequently by payments made directly by patients. Details vary
somewhat from country to country. In Sweden, for example, most
hospital operating costs are financed by public revenues collected by
regional governments. Many other European countries follow a
similar model, with operating costs for hospitals paid out of national
insurance funds; such is the case in the Netherlands, Finland,
Norway, and elsewhere. In contrast, other countries, such as the
United States, rely heavily on private insurance funds.

Private health insurance corporations or agencies exist in many

countries. These entities may offer different or more services relative
to national health insurance, although generally at additional cost as
well. Private insurance funds offer an alternative mechanism of
hospital financing.
The general hospital

General hospitals may be academic health facilities or community-

based entities. They are general in the sense that they admit all types
of medical and surgical cases, and they concentrate on patients
with acute illnesses needing relatively short-term
care. Community general hospitals vary in their bed numbers. Each
general hospital, however, has an organized medical staff, a
professional staff of other health providers (such as nurses,
technicians, dietitians, and physiotherapists), and basic diagnostic
equipment. In addition to the essential services relating to patient
care, and depending on size and location, a community general
hospital may also have a pharmacy, a laboratory, sophisticated
diagnostic services (such as radiology and angiography), physical
therapy departments, an obstetrical unit (a nursery and a delivery
room), operating rooms, recovery rooms, an outpatient department,
and an emergency department. Smaller hospitals may diagnose and
stabilize patients prior to transfer to facilities with specialty services.

In larger hospitals there may be additional facilities: dental services,

a nursery for premature infants, an organ bank for use in
transplantation, a department of renal dialysis (removal of wastes
from the blood by passing it through semipermeable membranes, as
in the artificial kidney), equipment for inhalation therapy,
an intensive care unit, a volunteer-services department, and,
possibly, a home-care program or access to home-care placement
services.

The complexity of the general hospital is in large part a reflection of

advances in diagnostic and treatment technologies. Such advances
range from the 20th-century introduction of antibiotics and
laboratory procedures to the continued emergence of new surgical
techniques, new materials and equipment for complex therapies
(e.g., nuclear medicine and radiation therapy), and new approaches
to and equipment for physical therapy and rehabilitation.

The legally constituted governing body of the hospital, with full

responsibility for the conduct and efficient management of the
hospital, is usually a hospital board. The board establishes policy and,
on the advice of a medical advisory board, appoints a medical staff
and an administrator. It exercises control over expenditures and has
the responsibility for maintaining professional standards.
 King George Hospital, Visakhapatnam
King George Hospital (shortly KGH) is a first
Government General Hospital located in Visakhapatnam, Andhra
Pradesh, India. It is the largest and busiest government hospital in
Andhra Pradesh. The hospital served the needs of north coastal
Andhra Pradesh and adjacent Orissa for more than 150 years. Takes
in about 1000 cases above O.P.D daily of people coming from even
Orissa, Chhattisgarh.

HISTORY

It was started as civil dispensary in 1845 and upgraded

into a 30 bedded hospital in 1857. The hospital's new building was
inaugurated by Hon'ble Raja of Panagal, Chief Minister of Madras on
19 July 1923.
The hospital sees over 1250 outpatients every-day in
various departments. Laboratory tests can be done inside the
hospital. Turnaround time for laboratory test results is about three
to four days. Average wait time to see a doctor is between one and
two hours on a weekday.
In the year 2020, Dr P V Sudhakar, Principal, AMC
College (AMC), unveiled a 380 crores modernisation plan for the
college.

Affiliated Hospitals
1.Rani Chandramani Devi Hospital for Physically Handicapped

2.Government Victoria Hospital for Women and Children

3.Government Hospital For Mental Care

4.Government hospital for Chest and TB diseases

5.Dr. Rednam Surya Prasad Rao Regional Eye Hospital

6.Regional Health Centre at Simhachalam

7.UGPHC at Subbavaram

8.CHC at Aganampudi
CHAPTER-3
 Lotus Hospital for Women & Children

Catering to Smiles, Care, Excellence & Leadership in Healthcare

Management

Achieving universal health coverage particularly for infants, cute toddlers,

children and women is an appropriate, feasible and paramount goal for
all nations. Lotus Hospitals is driven to provide the highest
quality healthcare services for women and children of India by extending
the entire spectrum health services to them.

Incorporated at Lakdikapul, Hyderabad on 10th November 2006, the

Lotus Hospitals Groups' excellence runs through all its branches standing
out of the crowd: as an exemplary model of integrating women's and
children's healthcare services all under one roof. Lotus Hospitals for
Women and Children steadfastly pursue the quality policy ' To fulfil the
healthcare needs of patients using the best practices in an ethical and
cost-effective manner by a qualified team of doctors and support staff '.

The state-of-art medical infrastructure and facilities follow international

protocols of safety and efficiency. The flagship centre ( main tertiary care
hospital ) is a 150 bedded well equipped hospital nestled in the heart of
the city, equidistant from all directions The Hospital is managed by its
Directors Dr. V.S.V. Prasad as CEO, Dr.(Mrs) V. Hema Malini, Director-
Operations, Dr.(Retd.Lt.Col) N.K. Sarangi, Medical Superintendent,  and
staffed by competent teams of specialist doctors, consultants,
technicians, analysts, registered nurses, qualified general nursing
midwifes, auxiliary nursing midwifes, qualified pharmacists, housekeeping
personnel, biomedical engineers and administrative personnel. The
Hospital is also equipped with a full-fledged laboratory to carry out all
necessary diagnostic investigations.

The Lotus team is dedicated to provide the highest quality of care to

women and children in their mission to make their chain of centres world
class hospitals in India. Lotus Hospital for Women & Children is
empanelled with several governmental and corporate organizations,
insurance companies and third party administered organizations for the
provision of healthcare services.

Over the last decade, the organization has established three more
hospitals in addition to the flagship center at Lakdikapul, Hyderabad,
Telangana. They include two within Hyderabad: at Kukatpally and L.B.
Nagar and one at Visakhapatnam in Andhra Pradesh State with a
combined capacity of 300 beds. The unique feature of these finest
centers in India is the meticulous attention paid to the   design and detail
and in particular a very child friendly ambience for areas of the hospital
catering to children. The floor plans are all detailed and
planned meticulously to ensure smooth workflow and patient transfers
between floors for their healthcare needs.

Accreditations

 The hospital is accredited by the College of Paediatric Critical

Care, India and the Indian Academy of Paediatrics – Intensive
Care Chapter, for training paediatricians as 'Paediatric
Intensivists' and by National Board of Examinations, Ministry of
Health & Family Welfare, Government of India, New Delhi, for
training medical graduates as paediatricians.

 Lotus Hospital has been accredited by the I. A. P. Neonatology

Chapter (Indian Academy of Paediatrics-Neonatology Chapter,
for training paediatricians as 'Neonatologists'.

Treatment of patients is carried out under controlled conditions as

per the standard operating procedures and protocols. Doctors
ensure close monitoring of the condition of the patients and
evaluate the status during their frequent visits. After delivery, the
mother and child are tagged suitably prior to transfer to the ward to
ensure positive identification. The child's foot print is marked in the
Medicals record for identification and traceability. Customer
feedback and complaints are timely evaluated to get an insight into
the level of customer satisfaction.

The Man behind blooming Lotus 

 "We are an ethical, transparent group and follow purely ' evidence-
based medicine' in all our centers with a wide variety of
accommodation to suit the budget of low-income families in addition
to the middle -upper income strata of society."- Dr. V.S.V. PRASAD

A triple gold medallist in MBBS and MD

Paediatrics degree holder from AIIMS, New Delhi,  Dr. V.S.V. PRASAD
needs no introduction. He brings with him an illustrious and
brilliant academic career after his MD with
advanced clinical fellowship training in
both the United Kingdom and the United
States of America for seven years. With an expertise of 26 years in
Neonatology and Paediatric Intensive Care, way back in 1997 during
a visit to India on vacation from the United States, he observed the
stark condition of hospitals in the country. This prompted to
him to think of how world class healthcare facilities could be created
in India and the feasibility of setting up a world class hospital in India.
He played an instrumental role in bringing advanced children's
health care    to undivided Andhra Pradesh State for the first time in
1999, the year he returned
permanently back to Hyderabad from the United States.
Before his return and initiatives, there was a non/existent advanced 
and structured healthcare system for children and women in the city 
and state. He pioneered and spearheaded the change   Dr. V.S.V.
Prasad is currently serving Lotus Hospital for Women & Children,
Lakdikapul, Hyderabad as the Chief Executive Officer and Chief
Consultant Neonatologist & Paediatric Intensivist. He is an active
member of many professional bodies including the Indian Academy
of Paediatrics, IAP Intensive Care Chapter and the Indian Society of
Critical Care Medicine, ISCCM. He has published original articles and
several case reports in several journals with over 14 publications in
peer reviewed, indexed medical journals.
Lotus Hospital for Women & Children: ' An inside view
' 

The Hospital chain has established quality objectives and systems in

line with the national standards set by the National Accreditation
Board for Hospitals and the National Accreditation Board for Testing
& Calibration Laboratories to consistently provide medical services to
patients meeting customer, legal, and other requirements, aiming to
enhance customer satisfaction, preventing  pollution, preventing ill
health and injury to staff and visitors, improving  the performance of
the hospital and collecting  and analyzing data to identify the areas
for improvement in the processes, services and systems of relevant
functions and levels for the processes needed for the quality
management system. The performances of all functional activities
are reviewed periodically to evaluate the achievement of quality
objectives.
Management review of all activities of the hospital is scheduled
following regular internal audits which are planned and scheduled
once in six -month. A project titled Inspirational Workplace for
reduction in the attrition of staff with the implementation of HIMS
Software application package and the training of staff was
successfully executed during 2013-2016 as a Service Delivery
Innovation. Technology driven innovations are promptly applied in
Pediatric and Obst etric– Gynecology services. As a part of continuing
education and research, various courses are offered and several 
seminars  continuing medical and nursing education programmes in
the fields of  paediatrics, paediatric specialities, neonatology and
obstetrics & gynaecology.  Training Programs of 1 hour duration are
conducted on about 80 different clinical and nonclinical topics
covering all nursing staff. The management is continually on the
lookout for opportunities to improve the performance of the hospital
and to enhance customer satisfaction.
Claps and way post

 The clinical research papers published by the consultants

received 16 Citations (National & International journals).

 Lotus Hospital for Women & Children was adjudged the 'Best
Paediatric Hospital in India, Ranked No.1' by 'Indian Healthcare
Awards 2016' sponsored by ICICI Lombard Insurance 24X7 &
CNBC TV 18.

 Lotus Hospital for Women & Children received the 'Express

Healthcare Excellence Awards 2016' for 'Best Inspirational
Work Place' by United Biotech Limited & Indian Express group.

 V.S.V. Prasad, CEO, of the Lotus Hospital for Women & Children
was honoured with a citation and listed among the ' 100 Most
 Impactful Healthcare Leaders ' – Global Listing, conferred
at the " World Health &Wellness Congress and Awards by CMO
Asia and received the citation at a glittering event in Mumbai
on 14 February, 2017.

 Lotus Hospital for Women & Children was recognised as the

'Best Hospital of the Year in Pediatrics in the Telugu States' and
was presented the 'Times of India Healthcare Achievers
Awards, 2017', on 28th February, 2017.

 V.S.V.Prasad was  awarded  a citation  for  being the " Legend of

the Year in Paediatrics " at the 'Times of India Healthcare
Achievers Awards, 2017', on 28th February, 2017.
He was chosen as THE ONLY ONE PEDIATRICIAN amongst over
5000 Paediatricians all over Telangana and Andhra Pradesh
states.

 Lotus Hospital for Women& Children received an International

award and citation for recognition as the 'Best Hospital for
Paediatrics & Gynaecology 'by CMO Asia at the Golden Globe
Tigers Award 2017 for Excellence in Leadership and Healthcare
Management, at Kuala Lumpur, Malaysia on 24th April, 2017.

Lotus Hospitals For Women and Children in Visakhapatnam, District.

Lotus Hospitals For Women and Children in Visakhapatnam, District.

Hospital and Medicals with Address, Contact Number, Photos, Maps.
View Lotus Hospitals For Women and Children, on Look Ads Location
and Overview: Established in the year, Lotus Hospitals For Women
and Children in Visakhapatnam, District. is a top player in the
category Hospital and Medicals in the Contents This well-known
establishment acts as a one-stop destination servicing customers
both local and from other parts of Visakhapatnam and District. Over
the course of its journey, this business has established a firm
foothold in it? industry. The belief that customer satisfaction is as
important as their products and services, have helped this
establishment garner a vast base of customers, which continues to
grow by the day.In Visakhapatnam , this establishment occupies a
prominent location in . It is an effortless task in commuting to this
establishment as there are various modes of transport readily
available. It is at 10-59-9, Opp. Waltair Club, Siripuram,
Visakhapatnam 530003 Dist Visakhapatnam Andhra Pradesh,
Siripuram, which makes it easy for first-time visitors in locating this
establishment. The popularity of this business is evident from the
reviews it has received from ELookAds users.

It is known to provide top service in the following categories: Lotus

Hospitals For Women and Children in Visakhapatnam, District. has a
wide range of products and services to cater to the varied
requirements of their customers. The staff at this establishment are
courteous and prompt at providing any assistance. They readily
answer any queries or questions that you may have. Pay for the
product or service with ease by using any of the available modes of
payment, Please scroll to the top for the address and contact details
of Lotus Hospitals For Women and Children in Visakhapatnam,
District.
HOSPITAL BRANCHES
Lotus Hospitals Lakdikapul

040 4040 (4444) / (4400)

• 150 Bedded Hospital

• Advanced ICU / NICU / PICU
• Advanced Operation Theatre
• Best-in-class Labour Room
• Located in the Heart of the City
• Valet Parking Available
• Highly Hygienic Cafeteria
• Free Ambulance within 5km Radius (subject to availability)

Lotus Hospitals Kukatpally

040 4040 (6666) / (6688) / (6699)

• 65 Bedded Hospital
• Advanced ICU / NICU / PICU
• Advanced Operation Theatre
• Best-in-class Labour Room
• IVF Theatre & Laboratory
• Valet Parking Available
• Highly Hygienic Cafeteria
• Free Ambulance within 5km Radius (subject to availability)

Lotus Hospitals L.B. Nagar

040 4040 2222

• 50 Bedded Hospital
• Advanced ICU / NICU / PICU
• Advanced Operation Theatre
• Best-in-class Labour Room
• Located on the Main-road between L.B. Nagar & Nagole
• Valet Parking Available
• Highly Hygienic Cafeteria
• Free Ambulance within 5km Radius (subject to availability)

Lotus Hospitals Visakhapatnam

0891 6656 666

• 50 Bedded Hospital
• Advanced ICU / NICU / PICU
• Advanced Operation Theatre
• Best-in-class Labour Room
• Located on Walter Main -road
• Valet Parking Available
• Highly Hygienic Cafeteria
• Free Ambulance within 5km Radius (subject to availability)
CONTACT DETAILS

Dr.Saraj Kumar
CHAIRMAN
Lotus Hospital For Women and Children

Dr.V.S.V. Prasad
Chief Executive Officer
Lotus Hospital For Women and Children
A Jyothi
HR In Visakhapatnam
Lotus Hospital For Women and Children

CHAPTER-4