📊 FY26E vs FY27 Budget vs FY27 Transformation Budget — Revenue & Profitability Snapshot
Total Revenue
452.8
FY26E
525.7
+16%
Bgt
575
+9.4%
TB
₹ Crores · Budget +16% · Transformation +27%
EBITDA
98.8
FY26E
113.9
+15.3%
Bgt
148.6
+30.4%
TB
₹ Crores · Budget 22% · Transformation 25.8%
EBITDA Margin
21.8%
FY26E
21.7%
~flat
Bgt
25.8%
+410bps
TB
Transformation budget recovers toward FY23 peak 25.6%
ARPOB — IP / Day
₹35K
FY26E
₹36.2K
+3.4%
Bgt
₹40.9K
+13%
TB
TB: Oncology & complex care mix drives ARPOB uplift
Bed Occupancy
53%
FY26E
62%
+9ppt
Bgt
68%
+6ppt
TB
570 beds · TB: referrals, tele-medicine, outreach
IP Discharges
21,939
FY26E
24,750
+13%
Bgt
27,100
+10%
TB
570 beds × 365 days × 68% occ ÷ 4.06 ALOS
OP Visits
3,90,805
FY26E
4,39,771
+13%
Bgt
4,80,000
+9.1%
TB
TB: cancer screening + oncology OPD ramp
Profitability Bridge — LY Actual vs FY26E Forecast vs FY27 Budget vs FY27 Transformation Budget
₹ Lakhs · Source: Revenue Budget FY27 Dashboard · Transformation Budget reflects revenue & cost lever upside
| Particulars |
LY Actual
FY25 |
CY Forecast
FY26E |
Budget
FY27 |
Transformation
FY27 Target |
| Revenue | 41,575 | 45,278 | 52,573 | 57,500 |
| [–] Consumption / COGS | 12,514 | 13,328 | 15,259 | 15,525 |
| [–] Doctor Cost | 7,547 | 8,009 | 9,908 | 9,908 |
| Contribution | 21,515 | 23,941 | 27,405 | 32,067 |
| [–] Payroll | 7,401 | 7,718 | 8,985 | 8,185 |
| [–] Other Cost | 6,212 | 6,341 | 7,024 | 6,524 |
| EBITDA | 7,901 | 9,882 | 11,395 | 14,858 |
| EBITDA % | 19% | 22% | 22% | 25.8% |
| [–] Depreciation | 2,605 | 2,500 | 3,493 | 3,493 |
| EBIT | 5,297 | 7,382 | 7,903 | 11,365 |
| [–] Finance Cost | 33.2 | 93.7 | 93.8 | 93.8 |
| PBT | 5,263 | 7,289 | 7,809 | 11,271 |
| [–] Tax | 1,362 | 1,886 | 2,021 | 2,918 |
| PAT | 3,901 | 5,403 | 5,788 | 8,353 |
| PAT % | 9% | 12% | 11% | 14.5% |
Revenue & EBITDA Trajectory
FY25 Actual → FY26E → FY27 Budget (₹ Cr)
OP Visits & IP Discharges
Volume growth: LY Actual → FY26E → FY27 Budget → FY27 Trans. Budget
✅ FY27 Transformation Budget Scorecard
Revenue (TB)
₹575 Cr
FY26E ₹452.8 Cr
+27% vs FY26E
Bgt ₹525.7 Cr (+9.4%)
EBITDA (TB)
₹148.6 Cr
FY26E ₹98.8 Cr
+50% vs FY26E
Bgt ₹113.9 Cr (+30.4%)
EBITDA Margin (TB)
25.8%
FY26E 21.8%
+400 bps vs FY26E
Bgt 21.7% (+410 bps)
ARPOB IP / Day (TB)
₹40,900
FY26E ₹35,188
+16% vs FY26E
Bgt ₹36,200 (+13%)
Bed Occupancy (TB)
68%
FY26E 53%
+15 ppt vs FY26E
Bgt 62% (+6 ppt)
📊 Historical P&L Walk FY23–FY26 & FY27 Transformation Budget Bridge
Revenue Trajectory — FY23 to FY27 Transformation Budget Actuals + Forecast + TB
₹ Crores · Growth rates shown · FY26E = CY Forecast · FY27 Bgt = Budget · FY27 TB = Transformation Budget
EBITDA Trajectory — FY23 to FY27 Transformation Budget Historical + Target
EBITDA ₹ Cr · FY23 peak ₹107 Cr (25.6%) · FY27 TB target ₹148.6 Cr (25.8%)
FY27 EBITDA Waterfall — Value Creation Bridge Transformation Budget
FY26E Base ~₹99 Cr → Revenue levers +₹30 Cr → Cost levers +₹20 Cr → FY27 Transformation Budget ₹149 Cr (25%)
💡 Revenue & Cost Drivers — What Gets Us to 25.8%
REVENUE+₹30 Cr EBITDA
ARPOB ₹35K → ₹40.9K
Oncology & complex care mix · premium pricing · robotics
+₹12 Cr EBITDA
Occupancy 53% → 68%
Referral networks · telemedicine · tier-2 Kerala outreach
+₹8 Cr EBITDA
OP→IP Conversion + Payor Mix
14.2% → 16% conversion · Insurance 26% → 30% · Int'l 9.2% → 12%
+₹6 Cr EBITDA
Oncology & Spine Robotics Ramp
Cancer OPD + day care chemo · spine robotics (Kerala's first) · 85% ARPOB premium
+₹2 Cr EBITDA
Revenue Leakage Fix & Billing Accuracy
Oracle Health billing module · unbilled services audit · package pricing review
+₹2 Cr EBITDA
COST+₹20 Cr EBITDA
Staffing Rationalisation (HR Data)
1,624 non-doc staff · ₹63 Cr · Nursing 630→569 · Pharmacy 93→50 · PCS 97→80 · Paramedical 122→116
+₹13 Cr EBITDA (₹6.19 Cr identified)
Procurement & Vendor Consolidation
Pharmacy bulk contracts · single distributor · implant benchmarking vs peers
+₹5 Cr EBITDA
Energy + Doctor Fee Restructuring
Solar · HVAC · LED retrofit · Performance-linked MG for new hires
+₹2 Cr EBITDA
Total EBITDA Uplift above Budget (TB vs Budget)
+₹50 Cr
🏗️ The 2-Year Capex Transformation — From Multi-Specialty to Dual-Dedicated Campus
LHRC is executing a landmark transformation: the existing 8-floor multi-specialty hospital will be repurposed into a Complex Cancer Centre, while a new General Hospital Building (10F + 2B) is constructed to house all non-oncology care. This creates Kerala's most comprehensive oncology campus alongside a world-class general hospital — doubling beds from 244 to 541, OTs from 8 to 16, and adding 2 LINAC machines.
Total Buildings (Future)
2
1 Cancer Centre + 1 General Hospital
Currently 1 building
Total Beds (Future State)
541
~146 cancer + ~281 general + 114 expansion
Currently ~244 beds
Total OTs (Future State)
16
6 onco OTs + 10 general OTs
Currently 8 OTs
Active Renovations (Now)
₹15.6 Cr
ICU, Suites, Casualty, OPDs underway
2 LINAC machines added
🚧 Phase 1 — Active Renovations (FY26) · ₹15.6 Cr In Progress
🚨 ICU Complex Upgrade
₹2.25 Cr
1F · Modern ICU standards · In progress
🏥 Casualty Renovation
₹3.80 Cr
GF · Emergency dept upgrade · Active
🛏 Suite Rooms & VIP
₹1.20 Cr
8F · Premium luxury suite renovation
🏥 Ortho OPD & Ultrasound
₹1.60 Cr
GF · Specialist OPD expansion
🚪 Porch & Front Area
₹1.40 Cr
GF · Patient-facing entrance upgrade
⚙️ STP & Services
₹0.37 Cr
B1 · Sewage treatment plant · Tendered
💡 Central Cutout
₹0.34 Cr
GF · Central area redesign
🔬 Spine Robotics
₹12 Cr
Kerala's first · Clinical capex protected
🏥 Other Clinical Capex
₹87 Cr
Equipment, Oncology, Cathlab etc.
🎯 Phase 2 — Main Block → Complex Cancer Centre (FY27)
8F · Palliative & Rehab
18 Beds
Pain mgmt, psycho-oncology, physio
7F · Medical Oncology Wards
36 Beds
Chemo inpatient, isolation rooms
6F · Surgical Oncology Wards
38 Beds
Post-surgical recovery, monitoring
5F · Precision Medicine & Genomics
NGS Lab
Next-gen sequencing, liquid biopsy
4F · Radiation Oncology
4 Bays
CT-sim, external beam, brachytherapy
3F · Med Onco & Clinical Trials
OPD
Phase I–III trial unit, onco pharmacy
2F · Surgical Oncology OTs
6 OTs
Robotic surgery, cancer-dedicated CSSD
1F · Cancer ICU & BMT
24 Beds
BMT unit (8) + Cancer ICU (16), HEPA
GF · Cancer Screening & Day Care
30 Chairs
Reception, rapid screening, chemo day care
B1 · LINAC Vault
2 LINAC
Radiation bunker, HDR room, physics lab
🏗️ Phase 3 — New General Hospital Building B (FY27–FY28)
10F · Suite & VIP Rooms
24 Beds
International patient wing
9F · Gynae & Pediatrics
44 Beds
Maternity, NICU, pediatric wards
8F · Cardio & Urology
44 Beds
CCU, cath lab recovery, uro ward
7F · Ortho & Neurology
47 Beds
Joint replacement, neuro recovery
6F · General Medicine
46 Beds
Internal medicine, diabetology
5F · General Surgery
44 Beds
Post-op, GI surgery, bariatric
4F · ICU & HDU
32 Beds
Multi-specialty ICU, step-down
3F · Operation Theatres
10 OTs
Hybrid OR, 10 OTs, CSSD
2F · Diagnostics & Imaging
Full Suite
3T MRI, 128-slice CT, digital X-ray
1F · All Specialty OPDs
12 Specs
Medicine, Cardio, Ortho, Neuro, ENT
GF · Emergency & Pharmacy
24/7 ER
Triage, resuscitation, pharmacy
B1+B2 · Parking
200+ Cars
EV charging, multi-level covered
💰 Revenue Growth — FY27 Budget Foundation
Rev Growth FY27 Budget
+16%
₹452.8 → ₹525.7 Cr
FY26E → FY27
ARPOB Target FY27
₹36.2K
▲ +8.3% vs FY26E ₹33.4K
IP blended ARPOB/day
Target Occupancy FY27
62%
▲ from 53% FY26E
+9 ppt significant jump
OP Visits Target FY27
4,39,771
▲ +13% vs FY26E
3,90,805 in FY26E
IP Discharge Target FY27
24,750
▲ +13% vs FY26E
21,939 in FY26E
💡 Revenue Strategy — Operating Leverage is the Prize
With 65% fixed cost ratio, every ₹1K ARPOB increase at 570 beds = ₹21 Cr revenue falling at 35%+ incremental margin. The ₹30 Cr EBITDA uplift above budget targets 3 engines: (1) ARPOB growth via complex care & oncology premium, (2) Volume growth via occupancy and conversion, and (3) Mix optimization via insurance and international.
🎯 Top 5 Revenue Levers — Targeting +₹30 Cr EBITDA Above Budget
1ARPOB Uplift — Oncology & Complex Care Premium+₹12 Cr
Push ARPOB from ₹33.4K (FY26E) → ₹40K+ through oncology volumes (50–85% ARPOB premium), Spine Robotics program, and complex surgical protocols. Each ₹1K ARPOB gain at 570 beds = ₹21 Cr incremental revenue at 35%+ margin fall-through.
Highest ImpactFY27 Q1–Q4CEO / Clinical Heads
2Occupancy Growth — From 53% to 68%+₹8 Cr
FY27 budget targets 62% occupancy vs 53% FY26E. Additional ₹8 Cr uplift requires reaching 68%. Every 1 ppt occupancy gain = ~₹3.5 Cr revenue. Levers: expanded referral network, telemedicine, tier-2 Kerala outreach camps, faster OT turnaround.
High ImpactQ2–Q4COO / Marketing
3OP → IP Conversion Improvement+₹5 Cr
4,39,771 OP visits budgeted for FY27. Even 1 ppt improvement in OP→IP conversion at ₹1,44,722 per discharge = ₹6+ Cr. CRM-assisted follow-up, admission pathway standardisation for Ortho, Cardiology, and Oncology specialties.
Medium ImpactQ1–Q3Revenue Cycle Head
4Insurance Mix Expansion & TPA Rate Renegotiation+₹3 Cr
Grow insurance mix from current 26% to 28–30%. Onboard 3 new TPA agreements. Renegotiate package rates with top-5 insurance partners given volume growth. International revenue: target 12% of mix (from 9.2% FY26E). Reduces bad debt write-offs significantly.
Medium ImpactQ1–Q2CFO / Billing Head
5New Specialty Revenue Ramp — 41 New Doctors+₹2 Cr
41 new doctors onboarded in FY26–FY27 on performance-linked fee models. Oncology OPD, Spine Robotics (Kerala's first), Head & Neck Oncology (₹8.67 Cr FY26E, ₹3,325 ARPOB) driving high-margin incremental volumes. Neuro ICU expansion +8 beds Q2.
Medium ImpactQ2–Q4Clinical Heads
Total Revenue EBITDA Uplift (above budget)
ARPOB + Volume + Conversion + Insurance + Specialties
+₹30 Cr
✂️ Cost Structure — FY26E Baseline vs FY27 Budget
Total Costs FY27 Budget
₹41,178L
+15.6% vs FY26E
Payroll + OpEx + Doctor
Payroll FY27 Budget
₹8,985L
+16.4% vs FY26E 7,718L
17.1% of revenue
Consumption COGS
₹15,259L
+14.5% vs FY26E
29% of revenue (target: 27%)
Doctor Cost FY27
₹9,908L
+23.7% vs FY26E — biggest jump
41 new doctors onboarded
Other Costs FY27
₹7,024L
+10.8% vs FY26E 6,341L
Energy, facility, vendor
Cost-to-Revenue FY27
78%
FY26E 78% · Target 75%
Room to improve to 75%
⚠ Key Alert — Doctor Cost Growing Faster than Revenue
Doctor cost is budgeted to grow +23.7% vs revenue growth of +16.1%. This reflects 41 new doctor hires with minimum guarantees. Action required: Ensure new doctors ramp volumes within 6–9 months. Performance-linked contracts after ramp period. Bottom-quartile MG review in Q3.
📊 HR Data Analysis — Jan 2026 Actual (Non-Doctor Staff)
HR cost file covers 1,624 non-doctor staff at ₹63.1 Cr/year (₹5.26 Cr/month). Average cost ₹3.88 L/head/year. The remaining ₹139 Cr of the ₹202 Cr total people cost covers doctor fees, visiting fees, and MGs.
Bottom-up savings of ₹6.19 Cr are now identified in the data: Nursing 630→569 (ICU reorg), Pharmacy 93→50 (barcode + process redesign), PCS 97→80 (EMR implementation), Radiotherapy 13→9, 10% cut across 15 departments of 10–30 staff, and 5% cut on Paramedical 122→116. Broader scope targets ₹13 Cr across all levers.
Note: Capex deferral does not reduce EBITDA — it improves cash flow only. Depreciation on capex is the P&L impact; this is already captured in the budget at ₹3,493L for FY27.
📊 Non-Doctor Staff Cost Breakdown — Jan 2026 Actual (₹ Lakhs / year)
Nursing (Largest)
630 staff
₹23.3 Cr/yr · 38.8% of non-doc cost
Target: 569 · Save ₹2.26 Cr
Pharmacy
93 staff
₹3.06 Cr/yr · ₹3.29L/head avg
Target: 50 · Save ₹1.42 Cr
Patient Care Services
97 staff
₹3.40 Cr/yr · EMR enables reduction
Target: 80 · Save ₹0.60 Cr
Identified Savings (Data)
₹6.19 Cr
143 headcount reduction identified
Broader scope → ₹13 Cr target
🎯 Cost Levers — Targeting +₹20 Cr EBITDA Above Budget
1Staffing Rationalisation — HR Data-Backed+₹13 Cr
From HR data (Jan 2026): 1,624 non-doctor staff · ₹63.1 Cr/year · ₹3.88L avg/head.
▸ Nursing: 630 → 569 (−61) via ICU reorganisation, 2.25x occupied bed ratio · saves ₹2.26 Cr
▸ Pharmacy: 93 → 50 (−43) via barcode scanning + process re-design · saves ₹1.42 Cr
▸ Patient Care Services: 97 → 80 (−17) via EMR, IP/OP ward secretaries · saves ₹0.60 Cr
▸ Radiotherapy: 13 → 9 (−4) per AERB norms · saves ₹0.44 Cr
▸ 10–30 person depts (15 depts): 10% headcount cut across Administration, Biochemistry, Nephrology, Histopathology, Accounts, Stores, CSSD, Cardiology, Microbiology, Blood Bank, Haematology, Medical Records, Insurance, Transport, Clinical Nutrition · saves ₹1.27 Cr
▸ Paramedical: 122 → 116 (5% cut) · saves ₹0.21 Cr
▸ Broader scope: Biochem/Histo/Micro/Haem consolidation (85→75), Biomedical Eng (9→7), attrition hold across 40+ depts · additional ₹7 Cr
Highest ImpactQ1–Q4CHRO + Dept Heads₹6.19 Cr Identified in Data
2Procurement & Consumption Consolidation+₹5 Cr
Consumption budgeted at ₹15,259L (29% of revenue). Target 27% via vendor consolidation, 6-month bulk pricing contracts, single pharmacy distributor, and implant cost benchmarking vs peers. Pharmacy represents ~30% of monthly revenue — the single highest leverage procurement category.
High ImpactQ1–Q2Admin / Supply Chain
3Energy & Utilities Reduction+₹1 Cr
Other costs budgeted ₹7,024L (+10.8%). Energy targeted for 15% reduction: solar rooftop Phase 1 (500 KW, <24 month payback), HVAC optimization with IoT sensors, LED retrofit in clinical zones.
Medium ImpactQ2–Q4Facilities
4Doctor Fee Restructuring — New Hires Only+₹1 Cr
Doctor cost budgeted at ₹9,908L (+23.7%). All 41 new doctors on performance-linked contracts. Visiting doctor fee cap at 35% of IP collections. Bottom-quartile MG review Q3. Incumbent doctors unchanged — new-hire-only to protect clinical culture.
SensitiveQ1–Q3CEO
!Capex Deferral — Cash Flow, Not EBITDACash Only
Deferring ₹4 Cr of non-clinical capex (beautification ₹2.2 Cr, suite renovations ₹0.6 Cr, vehicles ₹0.7 Cr) improves cash flow but does NOT reduce EBITDA. Capex goes to the balance sheet; only depreciation flows through P&L. FY27 depreciation of ₹3,493L is already budgeted. This is a cash conservation measure — not an EBITDA lever. All ₹99 Cr clinical capex remains fully protected.
Cash Flow BenefitQ1 — ImmediateCFO
Total Cost EBITDA Uplift (above budget)
Staffing (₹13 Cr) + Procurement (₹5 Cr) + Energy (₹1 Cr) + Doctor Fee (₹1 Cr)
+₹20 Cr
⚡ Transformation Enablers — What Must Be In Place for FY27 Success
The revenue and cost levers above require three critical enablers to be operational. These are the infrastructure, governance, and capability foundations that determine whether the ₹50 Cr EBITDA uplift is achieved or remains on paper. These were identified in the strategy session and are non-negotiable pre-conditions.
⚡ Enabler 1 — Revised Organisation Structure & Delegation of Authority (DOA)
1
Revised Org Structure + DOA (Delegation of Authority)
The transformation from a multi-specialty hospital to a dual-campus complex requires a fundamentally revised organisational structure. Current org design does not reflect the separation of Cancer Centre vs General Hospital operations. Key requirements:
▸ Revised Org Chart: Separate P&L accountability for Cancer Centre and General Hospital. Dedicated heads for each building post-transition. COO span-of-control realigned to 2-building campus model.
▸ DOA Framework: Clear financial authority limits for procurement, capex approvals, vendor contracts, hiring. Current ad-hoc approval process creating delays in capex execution and vendor negotiations.
▸ Performance Management: Department-level P&L accountability. Revenue targets cascaded to specialty heads. Doctor performance dashboards linked to fee structures.
Priority: IMMEDIATE
Blocking Factor
Owner: CEO + Board
Timeline: Q1 FY27
💻 Enabler 2 — IT & Digital Infrastructure Requirements → New Implementation
2
IT Digital Requirements → New Implementation
Current IT systems are inadequate for the dual-campus transformation and revenue optimization targets. A new implementation is required — not upgrades to current legacy systems.
▸ Hospital Information System (HIS) — Oracle Health: Full implementation required for revenue cycle management, billing accuracy, and ARPOB tracking. Phase 1 kicked off; must be live by Q2 FY27 for revenue benefit realization.
▸ Clinical Decision Support: Oncology care pathway systems, CPOE (Computerized Physician Order Entry), pharmacy management integrated with billing.
▸ Analytics & Dashboards: Real-time department-level revenue, ARPOB, occupancy dashboards for daily management. Weekly KPI reporting automation. Doctor productivity tracking.
▸ CRM / Patient Journey: OP-to-IP conversion tracking, telemedicine platform, referral doctor portal. Critical for achieving +13% OP volume growth.
Priority: HIGH
Oracle Health: Q2 FY27
Owner: CIO
CRM Live: Q1 FY27
🏗️ Enabler 3 — Capex Details for Expansion → Infrastructure by FY28
3
Capex Details for Expansion → Infrastructure by FY28 (Circled Priority)
The building expansion — both the Cancer Centre conversion and new General Hospital construction — requires a fully costed, approved, and financed capex plan. This is the single largest value-driver for FY28–FY30 and must be locked in FY27.
▸ Cancer Centre Conversion Capex: Detailed floor-by-floor budgets for LINAC vault (₹15–20 Cr), Radiation Oncology (₹25 Cr), BMT Unit (₹12 Cr), Genomics Lab (₹8 Cr). Total Cancer Centre fit-out: est. ₹80–100 Cr.
▸ New General Hospital (Building B): 10F + 2B construction. Full structural, MEP, and fit-out plan. Estimated ₹180–220 Cr over 24 months. Financing plan (internal vs debt) to be decided by Board Q1 FY27.
▸ Medical Equipment List: Comprehensive equipment schedule by floor and specialty. Vendor shortlisting, import duty planning, installation timelines. Avoid last-minute procurement delays.
▸ Regulatory & Licensing: AERB (Atomic Energy Regulatory Board) approvals for LINAC. NABH accreditation roadmap for new building. Fire NOC, environmental clearances.
Priority: CRITICAL
Board Approval: Q1 FY27
Owner: CFO + Capex Committee
Target FY28 Completion
➕ Enabler 4 — [To Be Identified in Next Strategy Session]
4
Enabler 4 — To Be Confirmed
This enabler was noted during the strategy session and is pending identification. To be discussed in the next Chairman review meeting and populated here.
PendingNext Session
🏃 Immediate Next Steps — Actions Required in the Next 30 Days
These are the highest-priority decisions and actions required from the Chairman, Board, and senior leadership team to unlock the FY27 value creation plan. Items are ranked by urgency and blocking potential. Red items block multiple other workstreams if delayed.
🚨 Priority 1 — Board-Level Decisions Required (This Week)
| # | Action | Owner | Deadline | Status | Blocking If Delayed |
|---|
| 1 |
Approve Revised Org Structure & DOA framework
New org chart for dual-campus model. DOA limits for capex, hiring, vendor contracts. |
Chairman + CEO |
Week 1 |
Critical |
Delays all P&L accountability, hiring, vendor contracts |
| 2 |
Board approval — Capex plan for Building B (New General Hospital)
Approve ₹180–220 Cr capex. Decide financing: internal cash vs project loan. |
Chairman + CFO + Board |
Week 2 |
Critical |
FY28 bed expansion. Architect & contractor selection cannot start. |
| 3 |
Lock Cancer Centre conversion detailed capex — floor-by-floor
LINAC vault, radiation oncology, BMT unit costs. AERB pre-application. |
CFO + Medical Director |
Week 2 |
Critical |
AERB approval takes 12–18 months — must start immediately |
| 4 |
Confirm IT implementation vendor & Oracle Health timeline
Phase 1 go-live plan. CRM platform selection for OP-IP conversion tracking. |
CIO + CEO |
Week 2 |
High |
Revenue cycle accuracy. OP-IP conversion tracking. Doctor dashboards. |
⚡ Priority 2 — Q1 FY27 Operational Actions (April–June 2026)
| # | Action | Owner | Deadline | Status | Expected Outcome |
|---|
| 5 |
Implement non-clinical capex freeze — ₹4 Cr deferral
Halt beautification, vehicles, suite renovations. Protect all clinical capex. |
CFO + Admin Head |
Apr '26 |
Ready |
+₹4 Cr immediate EBITDA improvement |
| 6 |
Vendor consolidation — top 3 consumable suppliers, pharmacy distributor
New 6-month bulk buying contracts. Implant cost benchmarking exercise. |
Admin / Supply Chain |
May '26 |
Planning |
+₹5 Cr EBITDA savings, 22.4% → 21% procurement ratio |
| 7 |
Launch referral doctor portal & telemedicine outreach program
Tier-2 Kerala outreach. Referral fee structure approved. Portal live. |
COO + Marketing |
Jun '26 |
Planning |
Occupancy: 53% → 62%+ · +₹8 Cr EBITDA potential |
| 8 |
All 41 new doctors onboarded & productive — performance review
30-day onboarding review. 90-day volume targets set. MG justified by revenue. |
CEO + CHRO |
Jun '26 |
In Progress |
Prevents doctor cost from outgrowing revenue. ARPOB uplift from oncology docs. |
| 9 |
TPA renegotiation — top 5 insurers, 3 new TPA agreements
Target 26% → 28–30% insurance mix. International patient volumes: 9.2% → 12%. |
CFO + Billing Head |
May '26 |
Started |
+₹3 Cr EBITDA. Reduced bad debt. Better collection efficiency. |
📅 Priority 3 — Q2–Q3 FY27 Strategic Milestones
| # | Milestone | Owner | Target | Value at Stake | Notes |
|---|
| 10 |
Oracle Health Phase 1 Go-Live — Billing & Revenue Cycle |
CIO |
Aug '26 |
₹5–8 Cr |
Revenue leakage fix. ARPOB tracking accuracy. Doctor billing audit. |
| 11 |
Spine Robotics fully operational — 1st 50 cases completed |
Clinical Head / Ortho |
Sep '26 |
₹6–10 Cr |
Kerala's first. 80%+ ARPOB premium vs standard ortho. Strong referral magnet. |
| 12 |
Oncology OPD & Cancer Screening Centre operational |
Oncology Head + COO |
Oct '26 |
₹10–15 Cr |
Anchors cancer centre. Day care chemo (30 chairs). Screening revenue + conversion. |
| 13 |
AERB application submitted for LINAC installation |
CFO + Medical Director |
Jul '26 |
FY28 Rev |
12–18 month approval cycle. Must start now for FY28 LINAC go-live. |
| 14 |
Building B architect selected & design approved by Board |
CFO + Chairman |
Sep '26 |
FY28–29 |
Critical path for FY28 completion. Every 1 month delay = 1 month later revenue. |